Sustainable food waste management strategies in restaurants: A transition to a Circular economy

doi:10.21203/rs.3.rs-4981084/v1

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Sustainable food waste management strategies in restaurants: A transition to a Circular economy

https://doi.org/10.21203/rs.3.rs-4981084/v1

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Although research on food waste (FW) issue has increased since the launch of United Nation’s (UN) Sustainable Development Goal (SDG) 12.3 advocating for FW reduction and food loss (FL) by 2030, specifically in the retail and consumption. There is still a significant practice and implementation gap that help to reduce and manage FW in restaurants. This research seeks to understand the attitudes and behaviours of restaurant managers and staff towards FW reduction and food waste management (FWM) strategies in restaurants of Melbourne, Australia, which no previous research has attempted. For this purpose, the mixed-methods approach employed for data collection and the System-practice framework (combination of Social Practice Theory and the System Model of foodservices) has been applied during the analysis process. Therefore, this research acknowledges the call for social practice scholars to understand beyond changing behaviours.

Earth and environmental sciences/Environmental social sciences

Scientific community and society/Social sciences/Climate change/Climate-change impacts/Governance

Food waste

Sustainable food waste management strategies

Sustainable development goals

Social Practice theory

Materials

Meanings

Competences

Restaurants are considered one of the major producers of FW in countries where the rate of dine out is higher (Filimonau et al., 2020) creating social and environmental impacts (FAO, 2019; Martin-Rios et al., 2018). It is estimated that for every kilogram of edible FW, resources utilised in the food production are also lost and wasted including land, water, energy and fertiliser for harvesting, processing, transporting for consumption (Kasavan et al. 2021). FW can be reduced by introducing social practices within the sector, internally, managerial responsibilities and relationships with restaurant staff and externally, the legislations towards FW reduction.

The lack of empirical studies focusing on SPT suggests the need for research exploring strategies towards reducing FW (materials) utilising managerial knowledge and staff training (competences) (Munir, 2022). Research on practices of restaurant managers and staff utilising SPT for FW reduction is scarce, as addressed by this study. The lack of empirical evidence focusing on understanding the perceptions and attitudes of restaurant management and staff regarding FW reduction and FWM strategies in restaurants of Melbourne, Australia indicates a scarcity of research in this context. The aim of this research is to explore current FW level and the attitude and behaviours of restaurant managers and staff towards FW reduction and FWM strategies in the restaurants of Melbourne, Australia. Following are the research questions that are addressed in this paper:

What is the level of awareness and understanding towards FW and its reduction among restaurant managers and staff within the selected restaurants?
What are the current challenges encountered with the implementation of processes or strategies related to FW reduction and FWM within the selected restaurants?

Social Practice Theory (SPT) focuses on practices rather than individual behavioural change and there is not a unified definition of SPT, it depends on the context of the study (Shove, 2017). It is important to discuss the context of the elements of SPT, materials, meanings and competences in this research. The materials include physical entities, observable objects and technologies and in this research, materials element is surrounded by the physical features within kitchens. These include the quantity of FW generation, the kitchen layout or design and FWM techniques adopted such as FW records, FW bins and compost. The meanings encompass the values, attitudes, and perspectives which in this research refers to perceptions, awareness and attitudes of restaurant managers and staff towards FW and its reduction. Finally, competences including the ideas, skills, knowledge, and techniques which is in this research refers to skills and strategies to reduce and manage FW in the selected restaurants. These three elements existed together and identified through their mutual interaction. The Fig. 1 showed context of the elements of SPT materials, meanings and competences in this research.

The system-practice framework by Gonnan et al. (2015) has been utilised in combination with ethnography to examine FW in hospital kitchen to understand the existing sustainable practices. The system-practice framework combines the two frameworks the System Model (SM) of foodservices (Payne-Palacio J & Theis M, 2011) and the SPT (Shove & Pantzar, 2005). The SM introduced to understand and manage the processes and activities with the foodservices sector (Payne-Palacio J & Theis M, 2011). SPT has been adopted for pro-environmental behavioural change by Hargreaves (2011). The central point of SPT in the context of environment is that instead of influencing individuals to change their behaviour it focuses on creating a pro-environmental pattern by transforming the current strategies towards more sustainable practices. Furthermore, it is suggested that system-practice framework could be applied on different food services (Goonan et al., 2015). Therefore, this research applied the system-practice framework by Goonan et al. (2014) helps to reveal insights on how FW can be reduced and managed at each system component by identifying and addressing a problem.

In this research the system-practice framework developed by Goonan et al. (2014). Previous research showed that managerial role has a significant influence on FW strategies in the hospitality sector (Filimonau et al., 2019). Therefore, SPT is applied in this research to understand the attitudes and behaviour of restaurant managers and staff towards FW and FWM strategies. Furthermore, in accordance with the SPT, both quantitative and qualitative data collection approaches such as secondary data analysis, observations and semi-structure interviews were used for data collection (Shove and Pantzar, 2005).

The restaurants were selected by convenience sampling based on criteria such as, the type of services the restaurant is offering including buffet, a la carte or a combination of both categories (fine and casual dining) and access (the availability to participate in study). The restaurants selected from the City of Melbourne, every effort was made to ensure that restaurants selected represented both casual and fine dining. Furthermore, the criteria for selecting the participants to be interviewed has been based on the degree of influence over processes and activities performed in restaurants. Ethics approval was granted from The Swinburne University Human Research Ethics Committee SUHREC. In total eight semi-structured interviews, five interviews with restaurant managers and four interviews with restaurant staff were conducted between the year 2022 and 2023. The semi-structured interviews guide created that include general questions towards FW understanding and perception, FW reduction strategies and implementation challenges regarding FWM. In addition, observations were also conducted at the selected restaurants. This involves observation of kitchen processes and activities included dinner preparation, service, and post services. For this study, only one observation was conducted under natural settings during a dinner service for approximately five hours duration due to time constrains. The prepared observation guide was used for observing processes and activities within the kitchen, nonetheless, the staff working in the kitchen were not observed. The researcher thoroughly noted down the key points in the observational scheme and remained on the side where activities and processes can be seen perfectly. Furthermore, the analysis of existing documents (quantitative) was also conducted, this involves exploring existing FW records, sector’s plans and policies, production and services procedures. The data collection guide for semi-structured interviews, observations and document analysis was developed from previous studies and based on the system-practice framework developed by Gonnan et al. (2014). After the collection of data, the audio recorded interviews were transcribed the interviews were transcribed by the researcher with restaurant and participant’s name decoded to ensure anonymity. This guideline encompasses elements of the SPT (materials, meanings and competences) and systems model of foodservices as shown in appendix A.

The data analysis followed a six-step process by Braun and Clarke (2021) using the Reflexive Thematic Analysis (TA) and NVivo 14. Reflexive TA refers to the theme development from within the data rather than summarise the data. In this research, themes development process were data and theory driven, which means that researcher looked for both pre-determined themes (components of SM and the elements of SPT) and those emerging from the data.

This section describes the findings of the semi-structured interviews conducted with restaurants managers and staff, the observations and the document analysis conducted. This will include a brief description of each of the participating restaurants from which restaurant managers and staff took part in the Section 4.1. Section 4.2. will present result of the themes and the sub-themes derived from data analysis.

4.1 Description of the restaurants

It was demonstrated that all restaurants selected in this research were of small to medium scale include one fine dining and seven casual dining restaurant managers/owner and staff. The fine dining restaurant was serving a minimum of 3 courses and sometimes 4 or 5 courses as well as an à la carte service. Whereas an à la carte menu was served at the other eight selected restaurants. In addition, three of the selected restaurants that were serving fast-casual dining, offers takeaway and delivery services via online platforms. All the selected restaurants were serving dinner with the exception of few of the restaurants that offers breakfast, lunch, and dinner services. Furthermore, an on-site observation was performed at one of the selected restaurants during the diner services for about five hours. The classification of the selected restaurants and the details of the participants selected are presented in Table 1.

4.2 Themes identified from the data

The theme identified from the data were integrated according to the components of SM with two to three themes determined to each of the element of SPT and highlighted by colour coding based on the relevance, shown in table 3.

The themes categorised into the ‘Meanings’ element include reasons of the FW generation and the attitudes and perceptions of restaurant managers and staff towards FW. The themes included in the ‘Materials’ element were current levels of FW generation in the selected restaurants. The themes categorised into the ‘Competences’ element namely, forecasting customers and food preparation and strategies for FW reduction. The themes emerged by applying systems-practice framework were categorised according to the elements of SPT, meanings, materials and competences. During the analysis, (Figure 2) the coded data was incorporated into individual system components (inputs, operations, controls, management, memory and outputs). Further, under each subsystem, the data was then organised and collated by considering all three elements of SPT for further comprehensive analysis. For example, for inputs the collected data is collated into information and people, and organised according to the elements of SPT, meaning, materials, and competence. The process of applying the system-practice framework by Goonan et al. (2014) in this research is shown in Figure 2.

The combined results are generated by combing the subsystem component and the element(s) of SPT. For instance, using people subsystem of input and meanings as a practice element, the results for ‘meanings’ and ‘people’ were the perception of restaurant managers and staff towards FW. Similar analysis was conducted for all subsystems and elements of SPT as in an example for the people and meanings. Table 4 summarises the key findings by applying system-practice framework to the data.

4.1 Materials

The results for material elements were illustrated as follows; for subsystem information (input) it was found that FW generated are of different types including FW from kitchen preparation, from services, and plate waste or customers leftovers. Furthermore, it becomes difficult to categorise where more FW is generated such as from kitchen waste or customer leftovers. Results for subsystem preparation (operations) were that FW was generated due to overpreparation of food that will not be consumed because of discrepancies in projected customer numbers. For subsystem service (operations) were that FW generated from services and customers leftovers due to large portion sizes and sometimes overordering from customers.

Result for subsystem plans (controls) found that FW was reduced by monitoring where higher FW generation occurred but, there was a lack of FWM process and FW bins in majority of the selected restaurants and FW was being discarded in general waste bins. However, separate FW bins placed inside the kitchens of two of the selected restaurants to collect FW from the preparation and services. Results for subsystem functions (management) were that FW was reduced by numerous uses of leftover ingredients and chefs were responsible for reusing ingredients in other recipes, staff meals. Whereas during services, restaurant managers and staff responded that customers were offered to take the leftovers home. Results for subsystem decision making (management) indicated that restaurant managers were responsible to identify where FW generation is higher and offer solutions to reduce and manage it. Furthermore, management was responsible for introducing and implementing FW reduction and FWM techniques such as redesigning menu structure and FW quantification in restaurants. Result for subsystem ideas (output) was that volume of FW generated in the selected restaurants varies such as, it can be estimated based on the number of bins in majority of restaurants, while in some restaurants FW quantity can estimated in terms of kilos. The results for subsystem financial accountability (outcome) were that there has been a lack of documentation of FW records that can provide the FW volume, source and the associated cost.

4.2 Meanings

The results for the subsystem people (input) indicated that attitudes and behaviours were significant towards reducing FW and restaurant staff perceived that customer’s attitudes and behaviours are significant in reducing FW. Further, restaurant managers believed that the kitchen staff (head chef and the cooks) were more concerned about FW issue than the service staff and kitchen staff are responsible for monitoring and reducing FW produced. Result for the subsystem information was that restaurant staff believed that customers were not aware of FW and generated more waste and towards reducing FW. The result for subsystem preparation (operations) was that FW mostly occurred due to overpreparation of food based on unexpected customer numbers. Chefs believed that FW could be overordering of food from the customers without knowledge of portion sizes and courses that resulted into overpreparation of food. The result for subsystem service (operations) was that the attitudes and behaviours of service staff could be the reason for FW generation. Furthermore, restaurant managers believed that more experienced staff were more aware of portion sizes and advised customers on portion sizes when they were ordering compared with newer staff. Result for subsystem plans (controls) includes restaurant managers recognised that they themselves could be more aware of menu design and portion size and could contribute to reduce FW by changes in such a way that could reduce portion size. Result for the subsystem linking process (management) was that FW has a direct relation to customer numbers, depending upon customer bookings and estimations of walk-ins. Whereas according to restaurant staff FW directly related to customers awareness, depends upon education and knowledge related to FW issue and FW reduction. The result for subsystem decision making (management) indicated that both management and chefs are responsible for decisions related to FW within the restaurant and decisions related to FW communicated to head chef, who is responsible for FW reduction strategies in kitchens. For subsystem forecasting (memory), restaurant managers demonstrated that food ordering and production based on prebooking, and estimated walk-ins. Results for subsystem ideas (output) were that managers perceived FW reduction as a challenge due to forecasting exact customer numbers and the attitudes and behaviours of customer. In addition, restaurant staff also perceived that attitudes and behaviours of customers are challenging in reducing FW.

4.3 Competences

The results for subsystem people (input) showed that chefs are provided with instructions and education to reduce FW and services staff were provided with training to handle food in kitchen processes and during services in order to avoid FW. Results for plans (controls) were that restaurant managers believed that reducing FW from the customers’ plate (if this is from services) through training, improved services such as portion control. Whereas restaurant staff believed that reducing FW from customers’ plate through portion control. Results for subsystem functions (management) entailed restaurant manager responsibilities including menu design, controlling portion sizes, and communicating to the head chef who is responsible for making decisions in the kitchen including reusing leftovers in other recipes. Result for subsystem decision making (management) was that more accuracy is required in terms of improved menu design to include portion size in the menu that help customers to order as per their requirements and can help to reduce FW from leftovers. The result for subsystem forecasting (memory) showed that chefs (and not service staff) consider food preparation based on orders from customers, considering walk-ins and prebooking estimates. In addition, it was indicated by restaurant managers that food preparation is based on forecasting customer numbers, hence, FW generation also linked to forecasting customer numbers. Whereas services staff don’t consider this factor due to different levels of perception of restaurant staff. Result for the subsystem of ideas (output) indicated that unpredictable customer numbers lead to FW generation due to overpreparation of food.

5.1 Materials

Findings indicated that FW generated from restaurants are of different types, from kitchen and from customers, few restaurant managers responded that more FW from the kitchen, others responded that the highest FW generation occurred from customers (plate waste). In the study by Silvennoinen et al. (2019) it was found that of all the food prepared approximately 17.5% became waste, that further broken down into kitchen waste about 2.2%, serving waste around 11.3% and customer leftovers almost 3.9%. Furthermore, literature showed the differences in FW generation based on the types of restaurants including, fine dining, casual dining, limited service and the quick service or fast casual (Tatàno et al., 2017; McAdams et al., 2019). It was illustrated by McAdams et al. (2019) that higher FW generated from customers (plate waste) in casual-dining restaurants, whereas higher FW per customer generated from fine-dining restaurants. The restaurant managers of Restaurant 1 (fine-dining) and Restaurant 5 (casual-dining) responded that more FW generated from customers leftover. However, it was not characterised whether this was generated from individual plates or shared plates. The participant managers indicated that FW is also generated during the preparation, but more FW generated from the customers, this indicates the significance of reducing avoidable FW.

“There's obviously the food waste from leftovers, I'd like to think that the biggest amount of food is coming back from the table, But of course, mistakes happen” (Restaurant manager 1)

“ I think, just the customers leftover is the most. The things that when the food is left on the table, you cannot do anything.” ( Restaurant manager 5)

It is also acknowledged that there are some reasons included, the term of avoidable FW was mixed with the unavoidable FW, (the restaurant managers and staff were unaware of these two terms), menus structure and the type of services the restaurant offers. The study by Papargyropoulou et al. (2019) found that of the total FW across the hospitality sectors of their study 49% was the avoidable FW. Since the elements of SPT are interconnected and overlapped, including portion sizes in the menu is linked to the understanding and perception of restaurant managers and staff (meanings) towards FW and the skills of mangers and chef (competences) in adjusting and making different portion sizes and training of services staff to provide information of portion size to customers (competences).

Furthermore, it was evident that there was a lack of FW quantification, nearly all the participants i.e., restaurant managers and staff agreed that they did not calculate FW quantity or keep the FW records. One of the restaurant managers indicated that they have taken an initiative to separate FW from general waste, the response is as follows.

“We have bins in the kitchen that the chefs use when they're preparing the food. we put all of the food waste into a separate bin to that of the general waste.” ( Restaurant manager 1)

It was demonstrated that segregation of FW at the source was observed in two of the selected restaurants while rest of the selected restaurants were not practicing the FW segregation. There may be several reasons for instance, lack of support from the owners/managers and education regarding FWM. The use of adequate technologies and facilities in restaurants can be helpful to motivate the restaurant staff in managing FW before disposing of to landfill. The studies by Sealey and Smith (2014) and Mabaso and Hewson (2018) demonstrated that employee’s participation is significant in achieving sustainable FWM through separation of FW in separate bins. It was revealed by a study by Kasavan et al. (2019) that in majority of restaurants segregation of FW at source was not implemented due to several reasons including FW bins, lack of information and financial support.

It was reflected from findings that inconsistencies reflected in practices related to lack of FW record and quantification and the percentages of FW types produced. The materials element of SPT is equally important for understanding FW issue and FWM strategies. It was argued by Shove et al. (2012) that FW production and FWM can be affected by the physical features and design of kitchens. For instance, kitchens with large physical layout are capable to include FW bins inside them to segregate FW from general waste. This draws focus on kitchen processes such as food handling, design and equipment, therefore, addressing materials element is necessary for achieving sustainable practices to manage and reduce FW. However, it is argued by Chawla et al. (2020) that there were fewer studies that focused on materials element of FW as compared to the meanings and competences elements. It was emphasised by Munir, (2022) that research and policy frameworks should explore strategies towards reducing FW (materials) utilising managerial knowledge and staff training (competences) and their interaction for a practice-oriented approach.

5.2 Meanings

Findings indicated that the overordering from customers, incorrect orders and higher number dishes or side dishes in the menu result into confusion for customers and becomes the reasons of FW generation. Furthermore, customers order several dishes without knowing the portion sizes, this results in overordering from customers that causes the generation of FW. An interesting observation from one of the restaurant managers revealed that more experienced service staff were more likely to be aware of the portion sizes compared with less experienced staff, with more experienced staff recommending suitable portion sizes. The study by Okumus (2019) showed that FW generation from customers due to food ordering errors. Similarly, restaurant staff believed that higher FW generated from the customers leftovers. There are several reasons behind the generation of FW in the HaFS sector, the responses are shown as below.

“One of the reasons behind the plate waste, or if you consider that honestly when you design and to not think about consumer on how they consume” (Restaurant staff 1)

“Maybe the portion because we serve heavy meals” (Restaurant staff 3)

The findings indicated that FW from the customers is due to inconsistencies in portion sizes such as larger portions. The literature showed that FW from customers is due to larger portions and uncontrolled portion sizes (Pinto et al., 2018; Wang et al., 2021). Given that food preparation and FW related practices are interconnected, these inconsistencies affecting the elements of SPT, through the generation of higher plate waste (materials), attitudes towards FW issue and FW reduction (meaning) and skills to design menu, portion control and reduce FW (competences).

Findings indicated several aspects: training of restaurant staff (competences) related to the portion sized would be helpful to reduce FW (materials) so that restaurant staff (services) can best suggest suitable size to the customers, making restaurant staff aware of FW from the meals served, and management needs to be more aware of how perceptions and attitudes of restaurant staff (meanings) can be targeted to reduce the FW. The restaurant managers highlighted that even though they were concerned over FW reduction, it was neglected when restaurant was busy. The following statement from the participant presented the concern to reduce FW.

“Sometimes we don’t want to waste the food. But sometimes you busy. We don’t care it, you just focus your job and that you cannot care about the food waste” ( Restaurant manager 5)

It was illustrated that during the typical services time restaurants seems to be busy that contributed to FW generation. There may be several reasons such as miscommunication between services staff and kitchen staff about cooking preferences and portions that leads to the FW production (Goh & Jie 2019). This study’s findings illustrated that waste-related decisions are made by management and the kitchen manager or head chef; the activities were in integration and influenced by multiple personnel. It is acknowledged by researchers Goh and Jie (2019) and Dhir et al. (2020) that FW attitudes, perceptions and behaviours of restaurant staff may affect the FW target of the sector and the FW behaviour of customers. Another study emphasised that chefs are more concerned about proper food handling, FW and its impacts on environment, will ultimately adopt strategies to reduce and manage FW including portion sizes, menu designing and planning and reusing leftovers (Filimonau et al., 2021). The study by Hennchen (2019) illustrated that SPT helps in understanding of practices of chefs and kitchen staff towards FW prevention and reduction. Thus, restaurant personnel’s perceptions and attitudes (meanings) through education and awareness are responsible for the activities and processes that make up practices.

5.3 Competences

The majority of the selected restaurants provide staff with training in handling food, serving food portions, preparing food and reducing kitchen waste as much as possible. It was observed that relatively less FW was generated in the kitchen and head-chef was proactive around FW issue and hence more conscious towards reducing FW during food preparation. Given that chefs’ practices are significant in contributing towards FW reduction, it was pointed out by findings that chef with knowledge and skills can target FW reduction in kitchens. This is in consistent with a study by Talwar et al. (2022) that emphasised FW can be reduced through creative and thoughtful reuse of surplus stock and leftovers. Furthermore, another study emphasised the role of chefs is critical in reducing FW in kitchens such as reusing surplus ingredients can be helpful in reducing FW and using leftovers as resources in making multiple dishes (Filimonau et al., 2023).

In addition, more effective strategies can be developed for reducing and managing FW by providing training to restaurant staff. The study by Okumus et al. (2020) demonstrated that short training programs could be offered to staff that include the knowledge and skills to reduce FW. The findings indicated that the role of training is critical in promoting FW reduction through the attitudes and behaviours of professionals such as kitchen and services staff. As mentioned in ‘Meanings’ there are different levels of perceptions and understanding amongst restaurant managers and staff. It is further demonstrated by Hennchen (2019) that practices can be improved to reduce FW in food preparation and serving by understanding of how the kitchen processes can contribute to FW and through understanding knowledge, skills and abilities (competencies) of kitchen staff. Findings illustrated that customers were offered to take leftover home and this is considered an effective way to prevent leftover waste from customers. A study of Sirieix et al. (2017) demonstrated that the practical solution in reducing FW from leftovers by adopting doggy bags, bags to take leftovers home. Literature revealed that the regret of wasting the food can be triggered in customers, therefore, the chance of leaving the food in plates can be reduced (Stockli et al., 2018). Customers engagement can be enhanced through awareness amongst customers towards FW and in terms of taking leftovers home. Therefore, the role of customers is significant in reducing FW from leftovers and also mediates between the FW drivers and the intention of restaurateurs to adopt FWM strategies.

Findings revealed one of the significant factors affecting FW generation was preparing food due to unpredictable customer numbers. Restaurant managers who have more involvement with predicting customer numbers recognise this as an important factor related to FW generation, unlike service staff. The findings showed that restaurant managers demonstrated a general willingness to reduce FW while acknowledging that FW cannot be completely reduced from routine procedures.

Findings indicated that restaurants took pre-bookings and accepted walk-ins; therefore, it has always been difficult to predict customer numbers accurately. For example, the restaurants can have a larger than expected walk-in group during service, hence forecasting is challenging to some extent. The themes originated from the data were associated with one another, for instance, three identified themes are directly related to one another including forecasting customer numbers, the reasons for FW generation and the challenges of reducing FW. This means that inaccurate predictions of customers become challenging that lead to FW production. Therefore, the participants were asked about the relation between forecasting and FW generation. A study by Pirani and Arafat (2016) highlighted the fact that forecasting accurate customer numbers is a skill that restaurateurs can acquire through gaining further experience over the course of their career. Considering the fact that the food preparation has a relation to customer numbers, this is described in this way that excessive food preparation without considering the accurate customer numbers increases the chance of food wastage, serving waste. Moreover, the study of Filimonau et al. (2020) highlighted that if the restaurant is unable to forecast the demand accurately in an appropriate way, majority of FW is generated due to over production of meals. Therefore, it is crucial to mention that FW can be the result of inaccurate planning, preparing, and forecasting.

This research has significant practical implications by suggesting better recommendations in FWM in restaurants. There are several steps involved in the sustainable FWM of restaurants including reducing, reusing or redistributing, recycling, recovery and landfill as shown in figure 3.

Based on this study’s findings, this section will explain the prevent/reduce, reuse/redistribute, and recycle components. In addition to these general FWM steps, two critical factors affecting FWM were identified in this research by utilising SPT and include:

i. Managerial attitudes and behaviours; staff attitudes and behaviours that can be considered internal factors

ii. Customers’ attitudes and behaviours; national, state, and local legislation; non-governmental organizations that can be considered external factors

Sustainable FWM can be achieved through efforts made both by internal and external actors. The steps that can be adopted by restaurants will be explained below followed by consideration of the internal and external actors that can also contribute to sustainable FWM.

7.1 Internal factors

This section explains managerial and staff attitude and behaviours followed by the steps reduction, recycling and recovery.

7.1.1 Managerial attitudes and behaviours

The role of restaurant managers is crucial in reducing and managing FW through considering several factors highlighted by analysis such as menu design, food preparation and accurate customer number forecasting, and the management of leftover FW. There is a need for educating restaurant managers regarding available options for FWM such as donating food to people in need. The studies by Mabaso and Hewson (2018) and Okumus (2019) emphasised the role of providing education for restaurant managers regarding the donation of unsold or untouched food to charity organisations, people in need and for FW compost, all of which results in significant FW reductions. For donating and redistributing unconsumed food there is a need for a mutual and formal agreement between restaurant management and charity organisations, mediated through the role of a local authority. Further, it is important for restaurants to have a member of staff dedicated to engaging internal and external stakeholders, who can oversee all aspects of FWM and accountable for achieving FWM processes, including prevention, reusing/redistributing, and recycling.

7.1.2 Staff attitudes and behaviours

Education, awareness, and training of staff (kitchen and services) are considered significant factors for enhancing their involvement in reducing FW. This study’s findings revealed that higher levels of FW were generated from customers’ plates. Therefore, restaurant staff should be trained because they can effectively inform consumer choices during the ordering process as to available portion sizes. A study by Jamid Ul Islam et al. (2023) revealed that sustainable initiatives adopted in the service sector cannot be achieved if restaurant staff are not considered an important stakeholder towards such activities. Therefore, the findings of this research recommends that the HaFS sector prioritises the involvement of restaurant staff before focusing on external opportunities and stakeholders.

7.1.3 Reduction

The first and foremost step in FW reduction is FW quantification, to measure the type and quantity of FW generation (Eriksson et al., 2017). The reason of FW quantification is to identify the key sources and offer solutions to reduce and manage FW. A study highlighted the importance of FW auditing, a FW auditing is the process of identifying the key sources of FW generation and this can also provide appropriate information on FW generation in order to adopt effective strategies to reduce FW (Filimonau and Tochukwu 2020). It is emphasised that FW quantification that includes monitoring and recording FW can be introduced within the HaFS sector to improve the daily kitchen and services practices related to FW reduction. Findings of this research indicated the practical strategy adopted in one of the selected restaurants was redesigning a menu structure such as creating new and alternative recipes based on available stock and ingredients (including leftover ingredients), respecting the food quality standards. Therefore, FW reduction or prevention early in the process is an effective and simple approach to reduce FW and associated costs, compared to other FWM technologies such as recycling of FW through composting.

Furthermore, there are a few smartphone applications that have been developed for assisting with FW quantification and categorisation of FW types in restaurants. For instance, a ‘Wise Up on Waste’ smart meter app developed by Unilever Food Solutions (2017) enables kitchen staff to determine FW and adopt effective strategies to reduce FW in commercial kitchens. In addition, a study by Linh (2018) suggested that introducing web-based and mobile platforms can be helpful for managing excessive food leftovers and in preventing its disposal.

7.1.4 Redistribution of unsold food

Redistributing or donating unsold food for human consumption is one of the best strategies that ensures the highest value share amongst community and promote sustainable FWM in restaurants (Sakaguchi et al., 2018). Donations of unsold hospitality food have been legally reinforced in Italy and France, with failure to comply resulting in penalties in Italy (Kirchgaessner, 2016). It is highly recommended that this strategy be adopted to redistribute food to needy people. Although food donation is considered a feasible option to reduce hospitality FW, it should be adopted alongside taking into consideration food quality and safety standards. It is argued that distribution of food just shifts the responsibility of managing unsold food from the hospitality sector to charity organisations (Filimonau & De Coteau, 2019).

7.1.5 Recycling and composting

FWM in the hospitality sector demonstrates the significance of recycling and composting to manage FW which cannot be redistributed and whose generation cannot be reduced at the source (Hu et al., 2013). The findings of this research illustrated that two of the selected restaurants introduced FW segregation by providing separate and differently coloured bins for FW and general waste placed inside their kitchens. Furthermore, collected FW was used for compost for gardening. The is consolidated within the literature that shows the significance of implementing FW segregation and the application of composting. Okumus et al. (2020) propose that using separate waste bins of different colours based on the categories of waste generated can be effective in managing FW. Composting strategies are considered efficient options for the HaFS sector in providing nutrient rich soil, reducing GHGs emissions from FW and reducing the cost of landfill management. This is a very important aspect in promoting a Circular Economic model (MacArthur, 2015). In the Circular Economy, instead of linear methods, FW can be reused, redistributed, and recycled as secondary raw materials and energy in a closed loop (Secondi et al. 2019). Further, it is a fact that FW redistribution and recycling for a special purpose helps to promote the transition towards a circular economy as this brings different actors throughout the FSC together.

7.2 External factors

The external factors that affect FWM strategies in restaurants include customers attitudes and behaviours, national, state and local legislations and non-governmental organisations (NGOs). These factors will be discussed below.

7.2.1 Customers’ attitudes and behaviours

Customer knowledge, education and awareness can play a significant role in the level of food waste produced. The role of customer role that act as mediator between the drivers of FW and the intention of the sector to adopt strategies for FWM. The study by Gandhi et al. (2017) demonstrated that customers can be encouraged through short written messages or quotations, such as ‘eat what you take’, ‘waste less’, and ‘stop food waste’. Thereby restaurateurs could develop effective strategies by involving customers and creating sustainable practices within restaurants.

7.2.2 Non-governmental organizations

Campaigns, training and educational sessions emphasising FW reduction in restaurants should be organised through the support of local government authorities and NGOs, as this can encourage restaurants to adopt FW reduction and FWM strategies. The study by Okumus et al. (2020) highlighted that for implementing sustainable FWM strategies in restaurants, collaboration with stakeholders such as local, governmental and non-governmental organizations (NGOs) is essential for effectively reducing FW. It is suggested that a platform or mutual agreement should be created by local government and NGOs to donate restaurants’ leftover from day’s preparation to people in need through charity organisations followed by a policy framework.

This research has made significant theoretical contributions by demonstrating the significance of applying SPT to understand FWM strategies in restaurants. The elements of SPT, i.e., materials, meanings and competences can help to understand level of perception, attitudes and behaviours of restaurant managers and staff towards FW issue in restaurants. The significance of the developed framework is that it emphasizes people-based approaches, such as the role of restaurant managers and staff in creating pro-environmental practices to reduce and manage FW and the attitudes and behaviours that fit with the rules and expectations of their premises.

Furthermore, this research indicated that the system-practice framework can contribute to take actions and changes collectively on FW reduction and FWM; and emphasises for practices that are more consistent with policies, rules and procedures of FWM that frequently provide feedback. Therefore, practice-oriented approach can be developed for FW reduction and the aspect of changing and modifying practices should be discussed under the aspect of integration and coordination rather than merely providing knowledge and awareness. This approach fills the knowledge gap between the staff members and also solves the problem of how knowledge can be communicated. In addition, SPT is considered a distinctive approach in changing behaviours through reframing the question ‘changing individual behaviours’ to ‘changing practices and performances’ and also facilitating in policy making around behavioural change. Therefore, SPT offers reframing of ‘attitude-behaviour’ or value-action’ gap, based on practices, that become the focus of analysis, rather than individual’s attitudes and preferences. Furthermore, it is argued that legislations and regulations play a significant role in implementing FW related practices in HaFS sector (City of Melbourne. (2019). SPT gained a significant perspective in providing pragmatic recommendations for different stakeholders such as local actors and policy makers (Sahakian & Wilhite, 2013). Considering the collective practices (competences) of different stakeholders, restaurant managers, staff and customers, the application of SPT inform changing activities and practices instead of changing individual behaviours. Additionally, SPT can generally claim to facilitate in policy making around behavioural change (Welch, 2016). Therefore, application of SPT involve practices performing on a society level.

Whilst this research draws insights by applying SPT in restaurants for reducing and managing FW, it is recommended that longitudinal studies by applying SPT perhaps more preferable for comparing FWM strategies across different HaFS sectors for evaluating patterns of practices in different settings. The research findings cannot be generalisable to other HaFS sector of same sized and of large-scale restaurants of Melbourne with any degree of certainty outside this study data. Further research can also be conducted at replicating this research in restaurants in different geographical locations and of different foodservices such as buffet or a combination of a la carte and buffet. Also, the future studies could extend the question of social behavioural change and investigate an experimental approach of adopting alternative or changing current practices to observe the transition towards sustainable FWM strategies alongside providing education to restaurant managers and staff.

This research applied system-practice framework of Goonan et al. (2014) attempted to understand the level of FW, the perceptions, attitudes and behaviours of restaurant managers and staff in reducing and managing FW within restaurants. This research employed SPT, the research design aids to shape the strategies of FWM in two ways, through the elements of SPT, materials, meanings and competences. Firstly, the meanings of FW issue vary significantly with each context and participants, such as there are different level of perceptions of restaurant managers and staff towards FW reduction and FWM in restaurants. The findings demonstrated differences in perceptions and attitudes of restaurant managers and staff that highlighted the challenge in achieving sustainable FWM. Secondly, the researcher combines the findings relating to the elements of SPT is a practice in itself. These elements collectively enable to understand current FWM strategies in restaurants and the challenges encountered in its implementation. Therefore, by employing a mixed-method approach and the application of the SPT, this research provided a more detailed and comprehensive understanding of FWM strategies and challenges that are encountered in reducing FW within restaurants. Furthermore, the findings support the significance of applying the system-practice framework that linked the components of SM of restaurants with elements of SPT for effective problem identification, communication and planning. Therefore, this research acknowledges the call for social practice scholars to understand beyond changing behaviours by conceptualising how the sustainable transformations can be enabled through the transitions of practices.

Declaration of competing interest

None

Acknowledgements

This paper supported by Swinburne University of Technology, Australia through the Tuition Fee Scholarships (TFS). Thanks to Carolyn Beasley, Aisling Bailey and Francois Malherbe for their guidance and supervision in writing this paper.

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Sustainable food waste management strategies in restaurants: A transition to a Circular economy

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1. Introduction

2. Social Practice Theory and food waste management

3. Methodology

4. Findings

5. Discussion of findings

5.1 Materials

5.2 Meanings

5.3 Competences

6. Challenges in reducing food waste

7. Sustainable food waste management strategies

8. Implications of the research

9. Limitations and Future research opportunities

10. Conclusion

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