Gung Ho! Pizza Sustainability Report

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Gung Ho! Pizza
Sustainability Report
2013
Gung Ho! Pizza
Tel +86 010-5135-8557
Shop 2 / Hairun Int'l Apartments
Cnr Jiangtai Rd & Fangyuan W Rd
Beijing, China
http://www.gunghopizza.com
[email protected]
Table of Contents
Contents
Welcome ___________________________________________________________________ 1
Gung Ho! Pizza’s first Sustainability Report, 2013 _________________________________ 1
Gung Ho! Pizza ______________________________________________________________ 2
From the Co-Founders ______________________________________________________ 2
Company Culture ___________________________________________________________ 3
Company Vision ___________________________________________________________ 4
Change People’s Lives ____________________________________________________ 4
What does the name ‘Gung Ho’ mean?________________________________________ 4
Our Leadership ____________________________________________________________ 5
Board of Directors ________________________________________________________ 5
Senior Management_______________________________________________________ 5
Stakeholder Engagement ______________________________________________________ 6
Gung Ho! Pizza Stakeholders _______________________________________________ 6
Profit ______________________________________________________________________ 7
Profit ______________________________________________________________________ 8
Food Safety _______________________________________________________________ 9
Customer Satisfaction _______________________________________________________ 9
Community_______________________________________________________________ 10
Support the environment __________________________________________________ 11
Share management experience with NGOs ___________________________________ 14
Supplier Relationships ______________________________________________________ 14
People ____________________________________________________________________ 15
People ____________________________________________________________________ 16
Occupational Health and Safety ______________________________________________ 16
Training and Development __________________________________________________ 18
Diversity and Equality ______________________________________________________ 20
Family __________________________________________________________________ 20
Gung Ho! Kindergarten: ___________________________________________________ 21
Maternity and Paternity Leave ______________________________________________ 21
Table of Contents
Planet ____________________________________________________________________ 22
Planet ____________________________________________________________________ 23
Waste___________________________________________________________________ 24
Waste Management ______________________________________________________ 24
Waste Reduction ________________________________________________________ 25
Energy __________________________________________________________________ 26
Packaging _______________________________________________________________ 27
Paper packaging: ________________________________________________________ 27
Plastic packaging: _______________________________________________________ 27
Reusable packaging: _____________________________________________________ 28
Packaging upcycle _______________________________________________________ 28
Emission ________________________________________________________________ 29
Sustainable Building Materials _______________________________________________ 29
Environment Training ______________________________________________________ 30
Contact Information __________________________________________________________ 32
Company Information ________________________________________________________ 32
Global Reporting Initiative _____________________________________________________ 33
G4 Content Index, GRI in accordance option – Core ______________________________ 33
Welcome
Pg. 01
The Triple
Bottom Line
seeks to truly
measure a
company’s
impact on the
world with three
simple metrics.
Economic, Social
& Environmental.
Profit.
People.
Planet.
Welcome
Gung Ho! Pizza’s first Sustainability Report, 2013
Gung Ho! Pizza joined the scene in July 2010 as a brand new Beijing-based startup by young
Kiwi’s Jade Gray and John O’Loghlen. Leveraging a collective 17 years of experience in the
Chinese F&B industry, Gung Ho! represents a new approach to local entrepreneurship; rooted
in the community, responsible to its team and customers, and proudly made in China.
Here at Gung Ho!, we aim to build a sustainable business model that follows the concept of the
triple bottom line: Profit, People, Planet. We’re not just about selling great pizza or focusing
solely on profit and growth, instead our greatest aim is to change people’s lives.
We care about the community and our environment. We recognize the impact that
environmental changes are having on our industry as well as our industry’s impact on our
environment. That is precisely the reason we are currently developing a comprehensive
sustainability plan.
Of course, we’re just getting started, and we recognize a tremendous opportunity for
improvement, but this is a long term journey. As the famous Chinese philosopher Laozi said,
“The journey of a thousand miles begins with the first step.” We look forward to the challenge
and hope our experiences in learning to be a sustainable business can help the restaurant
industry and others take the first steps toward a brighter future for everyone.
Gung Ho! Pizza
Pg. 02
Gung Ho! Pizza
From the Co-Founders
“If development turns healthy people into unhealthy people, then this is a parody of
development”
These are the words of Zhou Shengxian, The Environmental Minister for the People’s Republic
of China. I have yet to hear a more insightful comment from the Communist Party on the state
of the environment here in China.
My own interest into the relationship between economic development and the environment
began on my 10th birthday, when my father gave me a book on Greenpeace’s efforts to protect
the natural habitat of the Antarctic. The stunning photos of Blue Whales and emerald icebergs
captivated my imagination, yet at the same time raised my awareness to the dangers of man’s
encroachment upon its wilderness. As I entered the business world, I was conflicted with the
knowledge that economic development was the cause of much of the world’s environmental
degradation. Putting off my urge to fight that system with activism, I decided to commit to
developing a business model in China that could help create a solution to the problem rather
than contribute to the cause.
Fast forward 15yrs and I meet John O’Loghlen, a man on a similar mission. Sharing a passion
for China, pizza and sustainable development, we launched Gung Ho! Pizza with the mission
of becoming “The Patagonia of Pizza”, emulating the ethos of Yvon Chouinard’s iconic
Patagonia apparel brand. In the 4yrs that have followed many have joined our journey in
building a sustainably conscious enterprise, one that adheres to the “triple bottom line”
philosophy. In the following report you will learn of our successes and failures in our effort to
become a more responsible company. It is our hope that by sharing Gung Ho’s efforts to date
we can continue to engage the support of our stakeholders, and even inspire some others to
follow a similar path in their own enterprise here in the Middle Kingdom.
Yours in all things Gung Ho,
Jade Gray and John O’Loghlen
(Add a pic of Jade and John)
Gung Ho! Pizza
Pg. 03
Company Culture
In a 1995 article entitled “Building Companies to Last,” author Jim Collins wrote that “architects
of visionary companies don’t just trust in good intentions or “values statements;” they build cultlike cultures around their core ideologies.” At Gung Ho! Pizza, we believe that a company’s
culture is akin to its soul, and it’s reflected in each and every member of our team – without
whom none of this would be possible. Our guys & girls give it their all – day in and day out!
They aren’t afraid to speak their mind, but they also aren’t afraid to get involved and be a part
of the solution. They take care of business and each other with a smile on their faces.
That’s the Gung Ho! way. The core values to which we align our team members reflect the
impact we would like to have on the world. We believe in taking care of Gung Ho! people, and
in today’s increasingly connected world it means we must look to our impact beyond what is
plainly visible and look to how we can take care of our future Gung Ho! family and think global
while acting local.
(Change to nice company culture format.)
Gung Ho! Pizza
Pg. 04
“Gung Ho!
It means:
Work Together”
Company Vision
Change People’s Lives
From the delivery guy bringing a smile, the customer service girl remembering a name, or a
great tasty pizza that hits the spot, we like to think we’re changing our customer’s lives a little
bit for the better.
But we try to do way more than that.
We teach our team life skills like personal finance and goal attainment, we send them to school
to learn new skills and gain accreditations in areas like cuisine, accounting, and human
resources. We teach our young leaders the latest bleeding edge global management
techniques like those laid out in books like Mastering the Rockefeller Habits, Good to Great
and TopGrading.
When a member of our team has family problems we’ll help them out and when they’re sick
we’ll take them to the hospital. And if they rock it hard enough, for long enough, we make them
partners.
We also try to focus on helping our planet by following our sustainability plan in order to do
everything we can to reduce our environment impact.
These include reducing & recycling our waste, reducing
our energy usage, changing our packaging, giving our
team members environmental training, and building
greener stores.
What does the name ‘Gung Ho’ mean?
Rewi Alley came to China on April 21, 1927. During the
Japanese invasion of China in 1937, he was involved in
efforts to found the Association of Chinese Industrial
Cooperatives (Gōng Yè Hé Zuò Shè), commonly known
by the slogan Alley coined, ‘Gung Ho/Work Together’.
(Rewi Alley - The Original Gung Ho!
Guy, a Kiwi [New Zealander].)
“The term was picked up by United States Marine Corps Major
Evans Carlson from his New Zealand friend, Rewi Alley, one of the founders of the Chinese Industrial
Cooperatives. Carlson explained in a 1943 interview: “I was trying to build up the same sort of working
spirit I had seen in China where all the soldiers dedicated themselves to one idea and worked together to
put that idea over. I told the boys about it again and again. I told them of the motto of the Chinese
Cooperatives, Gung Ho. It means Work Together-Work in Harmony…”
Gung Ho! Pizza
Pg. 05
Gung Ho aimed to organize small-scale self-supporting cooperatives which created
employment for workers, while continuing production to support resistance against the
Japanese. As part of the Gung Ho movement Alley dreamed of training young Chinese in the
skills that the cooperatives needed. It is in that spirit that we use Gung Ho! today, the spirit of
our culture of learning and development, working together in harmony for a brighter future.
Our Leadership
Board of Directors
Gung Ho! Pizza’s Board of Directors uphold their duties, following both the corporate laws of
Hong Kong S.A.R. and the corporate laws of the People’s Republic of China as they relate to
governing Wholly Owned Foreign Enterprises. In doing so, Gung Ho! Pizza files annual tax and
accounting filings, as well as fulfilling our legal obligations according to the laws of these two
jurisdictions.
The Board of Directors manages the company through many leading edge management
practices. Goal setting is structured into series of 5, 3 and 1 year strategic plans that are
broken down by division on a quarterly basis and make up the overall appraisal system for the
business.
Senior Management
Gung Ho!! Pizza implements long term strategy through our senior management team using
weekly, monthly and quarterly meetings. Senior managers are responsible for departments of
Finance, Marketing, Human Resources, Operation, Product Management, Business
Development, Purchasing and Environmental Protection. It is our company philosophy to
consider all three bottom lines (Profit, People and Planet) in determining decisions.
Stakeholder Engagement
Pg. 06
Stakeholder Engagement
Add content: the basis for identification and selection of stakeholders with whom to engage
Gung Ho! Pizza Stakeholders
Stakeholders
Stakeholder engagement
Team members
Regular management communication
Regular team training
Company culture audit survey
“Top grading” performance assessment
Customer
Regular customer survey
Customer communication channel: email, phone, Weibo,
Dianping.com
Customer interaction activities
Customer complaining management
Suppliers
Regular supplier communication
Yearly Gung Ho! supplier conference
One on One communication when there is problem
Media
Regular newsletter to media
Government
Follow government regulation
Submit tax report
Regular communication
Investor
Regular report to investors
Regular communication
Landlord &
Regular communication
property manager
Family, Friends
Gung Ho! kinder garden
Gung Ho! friends party
Community
Charity activity
Profit
Pg. 07
Profit
(blank section title page)
Profit
Pg. 08
The economic
pillar of the Triple
Bottom Line
philosophy is
simplified as
profit. Differing
from the
traditional
accounting
definition of profit,
it instead
measures the
economic value
of an operation
after deducting
the cost of all
inputs. The idea
is to truly
measure the
economic impact
an organization
has on society
rather than simply
on its own PNL.
Profit
Gung Ho! Pizza is a privately owned, limited liability company, headquartered in Beijing, China.
Established in 2010, we now have 4 stores in Beijing. Our objective is to be the best pizza
delivery chain in China.
We didn’t accept that food delivery needed to be inferior so we decided to change the game
and create a company that delivers gourmet cuisine. Gung Ho! Pizza provides authentic,
nutritious, safe food – delivered with fast, intimate service.
(Gung Ho! Pizza's Gourmet Offerings)
Profit
Pg. 09
Food Safety
As a provider of gourmet cuisine, we take food safety as our number one priority. Before we
even opened, our founders traveled around the world to find the best-tasting, healthy, gourmet
pizza, and John travelled to learn the art of pizza making in one of the oldest and most
prestigious pizza schools in Italy.
To ensure safety across the whole life cycle of our food, we source all of our ingredients from
responsible and long-term cooperative suppliers, and ensure all our ingredients are well
received by our central kitchen, prior to delivery to all of our stores by cold storage truck; we
give daily training to our team members on each of our food safety systems, as well as perform
regular spot checks to ensure they follow each and every step.
We never produce or sell any product that has been banned in the markets, nor do we sell or
stock items of increased risk, for example produce from regions with unsafe water tables,
poultry from areas suspected of avian flu, or dairy products from companies with unsafe
records. We make sure we follow safety requirement and actively communicate with our
customer whenever food safety concerns may arise.
Our food safety complaint target is <1.5 per store, per quarter. In 2013, we averaged 2.16
complaints per store per quarter. (Change to infographic)
Quarter
Food safety complaint average per store
1
2.33
2
3.98
3
1.49
4
0.85
Yearly average vs target
2.16 vs 1.5
Customer Satisfaction
We value every customer’s feedback and every action we take is in effort to improve the
customer experience. We have daily customer surveys in each store, we monitor our
Dianping.com score daily, and we call every customer who has lodged a complaint in order to
try and directly solve their issues.
In 2013, our Net Promoter Score was 90.67% (measured by daily customer surveys).
Profit
Pg. 10
In order to achieve optimal customer satisfaction, beyond our great-tasting, healthy, gourmet
pizza, we also aim to provide fast, intimate service to our customer. By end-of-year 2013, our
average Dianping.com scores: (Change to infographic)
Store
Taste
Environment Service
Lido
8.7
8.4
9.1
Sanlitun
8.3
7.7
8.9
Shuangjing
8.8
8.7
9.3
Company average
8.6
8.3
9.1
(As a new store, data from Wangjing is not included.)
Community
Based in Beijing, we have strong connection
with the local community, beyond keeping their
bellies full. We also support our local community
in various ways.
Charity Support Programs
Chi Fan for Charity
Chi Fan for Charity is an annual event that
invites restaurants from all over Beijing to host
(Nov, 2013, Chi Fan for Charity supported
by Gung Ho! Pizza along with Plastered 8
T-Shirts and Great Leap Brewery:
500,000rmb raised.)
limited seat dinner parties, the proceeds of which
go to local charities.
Every November for the past 3 years Gung Ho!
Pizza has leapt at the chance to get involved
with Chi Fan for Charity.
Beijing United Family Hospital fair
In Dec, 2013, we joined the Christmas tree
lighting & family fair organized by United Family
hospital. We donated our product for auction to
support disabled children.
Suggest a better picture or pic of Beijing
Family United Hospital
Profit
Pg. 11
Support the environment
Roots & Shoots
The Roots & Shoots program is about making positive change happen – for our people, for
animals, and for the environment.
In Nov, 2012, Jade & John had a private dinner with founder of Roots & Shoots, Dr. Jane
Goodall, the renowned primatologist, environmentalist, and humanitarian. In Oct, 2013, Gung
Ho! Pizza joined the Roots & Shoots Summit – “I have a Dream”, all food sales for the event
were donated to the Roots & Shoots environmental program.
Jade Gray and John O’Loghlen with
environmental activist and personal hero Jane
Goodall
Gung Ho! Pizza supports Roots
& Shoots Summit
“I have a Dream”
Profit
Pg. 12
A green world for children
In Feb, 2013, organized by the environmental NGO Friend of Nature, Gung Ho! Pizza
members came to the Little Swan school for the children of migrant workers, where we planted
a garden for the school, bringing green to the children.
Profit
Pg. 13
In June, 2013, Laura went to the
Beanstalk school to give children
training about “Reduce, reuse and
recycle”.
In Oct, 2013, invited by the school's
sustainable development program
teacher, Gung Ho's green team went
to Beijing Normal University to share
our journey to build a green
restaurant!
In Dec, 2013, together with 829 basketball team, we came to a local school in Hongshan,
where we played basketball with children, ate gourmet pizza together, and Laura gave
training about air pollution!
Profit
Pg. 14
Share management experience with NGOs
Beginning in 2013, Gung Ho! Pizza
has assisted various animal shelter
programs in Beijing. Our impact to
date includes sponsoring a full time
employee at an animal shelter,
donations to set up a web site for
Beijing Adoption Day, and
management training for their
volunteers.
Supplier Relationships
We work closely with our suppliers, keeping regular communication to ensure smooth
cooperation. Taking care of Gung Ho! people extends beyond the members of our team or the
customers we work so hard to serve. We also count our suppliers as a part of our Gung Ho!
family. For our suppliers, we look for long term cooperation and work to support each other.
We have very high standards, especially
for food safety, so we help our suppliers
to understand and reach our standard.
These standards have been clearly
communicated regularly and through
supplier conferences.
(Checking the temperature of vegetables from a supplier)
People
Pg. 15
People
(blank section title page)
People
Pg. 16
The social pillar
of the Triple
Bottom Line
philosophy is
simplified as
people. It seeks
to measure a
company’s impact
on the social
environment. In
an ideal TBL
company, all
stakeholders
benefit from a
reciprocal social
structure, be they
employees,
investors, our
customers, or our
local community.
People
At Gung Ho! Pizza, we hire 97.7% of our staff locally in China. We provide training,
development opportunities, and other unique benefits to the members of our team. We believe
that once we have happy employees, we’ll have happy customers.
We have high standard for hiring that puts a great deal of emphasis on a team member’s fit to
the company culture, since we
believe skills can be trained
and developed but it’s near
impossible to change the
character of a person.
In order to find the best Gung
Ho! people for the best roles,
we use the “Topgrading”
system developed by Bradford
Smart, as our chosen method
Thomas holds beers with his photo on
them - the prize for top performers!
of conducting all our
interviews. Together with our training and evaluation systems, our team members not only get
a good job with a growing company, they get the opportunity to understand their strengths and
weaknesses, and develop themselves.
For long term employees, we offer stock options, making them partners in the company where
they can share in the future success and growth of the company that they’ve helped to create.
Occupational Health and Safety
We say it often and we take it serious when talk about the company culture value “take care of
Gung Ho! people.” For our team members, we take their health and safety as our first priority.
In 2013, we had 6 injuries during work in total. All injuries were mild bodily injuries. 4 of the
incidences occurred during pizza deliveries, 1 injury during training, and 1 injury while handling
materials.
Based on the risk analysis, we identified those few fields where we should pay the greatest
attention. The highest injury risk lies in potential traffic incidents when our pizza delivery team
are performing their jobs. With due diligence to prevent future injuries, we provide specific
People
Pg. 17
training to ensure every member of our team understands how they should protect themselves
from injury. For example, first aid, transportation safety, air pollution, and fire training.
In addition to safety training, we also provide proper safety equipment:
•
Air purification systems
•
Safety Helmets
•
High-quality, well-maintained, electric bicycles
•
Anti-pollution, particulate respirator masks
•
Full complement of safety pads and weather appropriate gear
Gung Ho! ambassador Bruce, wearing his anti-pollution, airmask.
People
Pg. 18
Training and Development
Many of our team members are young and from rural areas, where they may have less access
to education, face difficult futures, or must overcome harsh poverty. But they all come to
Beijing armed with their dreams and a desire to learn and grow. They hope to create a better
living conditions for their families through their hard work, they hope to develop more
prosperous futures for themselves, and they dream of a brighter tomorrow. At Gung Ho! we
respect everyone with dreams for the future.
One of Gung Ho!’s company culture values is to “Develop yourself.” We encourange each and
every one of our valuable team members to develop themselves, by providing various training
and opportunities. Every year, we provide hundreds of hours of training to our staff members:
(Change to infographic or nice form)
Position
Training hours per year
English service / POS
175
Gung Ho! ambassador
110
Chef
104
Middle management
200
Headquarter office
148
(Training hours per person in 2013)
In order to realize our mission to “Change people’s lives”, we built a talent center on the 3rd
floor of our headquarters, specifically for the purpose of providing a dedicated space for
learning and development. Every week the third floor is alive with activity, whether it be our
orientation programs, management coaching sessions, or one of the special sessions where
an outside trainer is brought in to provide specific training or guidance on a given subject of
their expertise.
People
Pg. 19
1. Orientation program:
All new team members will participate in a 4 day
orientation program, where they will learn company
culture, our company vision, and company objectives
through interesting games, story sharing, and films.
2. Weekly training:
Every week, we provide training related to working skills,
life attitudes, career planning, environmental protection,
and more, enabling them to develop themselves
personally and professionally.
3. Quarterly evaluation:
Every quarter, 100% of our regular employees will get an
ABC performance assessment based on the
“Topgrading” system. The objective is to understand a
team member's performance, provide them detailed
feedback, and help them to find their development
direction, indentifying areas for further training or
improvement.
4. External Training:
Our company provides funds for high performance
employee to attend external professional training
courses, in a multitude of areas such as accounting,
human resources, cooking, or environmental protection.
People
Pg. 20
Diversity and Equality
At Gung Ho! Pizza, we don’t discriminate based age, gender, race, disability or educational
background. Everyone is treated equal when it comes to wages, benefits, and developmental
opportunities.
Headquarters
Operations
Total
Male
6
Female
11
Male
90
Female
42
Male
96
Female
53
(Gung Ho! Pizza employees - EOY 2013)
We also prefer to develop and promote from within before looking to external prospects. 56%
of our management positions have been promoted from entry-level positions. Six of our nine
senior managers were hired locally in Beijing, five of them started on the frontline, have been
promoted up through the ranks, and they have been working with our founder for more than 10
years. (Add infographic)
In order to show support and “take care of Gung
Ho! team members” with hearing disorders, in
December 2013 we held a 3 hour “Silent
program” in our headquarters and central
kitchen. During these 3 hours, everyone wore
earplugs and was forbidden to speak, in order to
gain a tiny understanding of what life is like for
our hearing impaired team members every day.
One of our all-stars, Ray started to teach us sign
language during every weekly meeting.
(Ray teaches us sign language)
Family
At Gung Ho!, we also understand that family is one the most important aspects of our team
members’ lives. It is in that spirit that we support our members as well as their families.
People
Pg. 21
Gung Ho! Kindergarten:
One of the biggest concerns for every Gung Ho! parent is always their children, so in effort to
support them we started a “Gung Ho! Kindergarten”. Every week for 1 day, Gung Ho! parents
can bring their babies to work. This plan is new, but we wish to have a more permanent Gung
Ho! Kindergarten in the future.
Maternity and Paternity Leave
100% of our employees who took
maternity or paternity leave have retained
their jobs and come back to work after
their sabbatical.
(Babies in Gung Ho! kindergarten)
Planet
Pg. 22
Planet
(blank section title page)
Planet
Pg. 23
The
environmental
pillar of the Triple
Bottom Line
philosophy is
simplified as
planet. Quite
simply, planet
measures the
level to which a
company has
achieved
sustainable
environmental
practices to
minimize the
impact a business
has on our
physical world.
Whether you call
it eco-capitalism
or going green,
the goal of a TBL
company is to
minimize the
negative impact
of carrying out
business on our
delicate world.
Planet
We understand that our business has its footprint on our environment and we want to do
something about it.
In August 2012, we hired a sustainability consulting company We-Impact to help us with
sustainability program planning. In September 2012, we created our Environment Department,
hiring our Environmental Manager Laura Xiao and inducting 6 volunteers from within the
organization to join a “Green Team.”
After several rounds of workshop with We-Impact, based on an internal environmental auditing,
we set our Vision, Mission and Goals for the newly created environmental department.
Vision 愿景
Create a sustainable business model in
China.
Be the Patagonia of Pizza.
Mission 使命
Create a sustainable business blueprint through implementing our triple bottom line
philosophy to influence our community and the planet.
Goal 目标
Ensure %100 of our suppliers
are sustainable, closing the
loop.
Use Gung Ho! Pizza's Triple
Bottom Line philosophy impact
the lives of our Stakeholders.
Be recognized as a best-in-class
Triple Bottom Line operation.
Planet
Pg. 24
Waste
Waste Management
In January 2013, Gung Ho! began to manage waste by classifying all waste to five categories,
as well as tracking, weighing, and recording all waste. By recycling paper, plastic, metal and
glass, we have 4,109 RMB incomes in 2013 (saved or been paid that money from recycling?)
Waste type
Recycled Non-recycled Toxic
Amount (Kg)
Ratio(Percentage)
Total
waste
16768.16
22547.94
22
42.63%
57.32%
0.06%
39338.09
(Gung Ho! waste 2013)
Waste type
Food Waste Food
– Discarded Waste –
Farm
Recycled Recycled Non(Paper)
recyclable
(Plastic,
Metal,
Glass)
Toxic
Amount (Kg)
16356.13
8607.4
3499.99
4660.77
6191.81
Ratio
(Percentage)
41.58%
21.88%
8.9%
11.85%
15.74% 0.06%
Treatment
Landfill/ Recycled Recycled Recycled
Landfill/
Incineration /Chicken
Incineration
Feed
(Gung Ho! members weighing and recording
waste.)
Total
waste
22 39338.09
Keep
for
now
Planet
Pg. 25
Waste Reduction
In order to reduce waste and save resources, we tried to get rid of all disposable eating
utensils in the company.
Beginning in 2013, we
abandoned the use of
disposable trays &
chopsticks for staff
meals. Every year this
will reduce 2 tons of
waste going to landfills/
incineration, saving 17
trees and 26,462.00
RMB in packaging
costs.
Paper cups have
been replaced in
the office with
reusable glass or
plastic cups. Every
year this will
reduce 53.76kg of
waste, saving 1
tree and 322.00
RMB.
Planet
Pg. 26
In March, 2013, the Gung Ho! Green team climbed
the Great Wall and collected 42kgs of waste!
Energy
In Gung Ho! Pizza, our main energy consumptions
come through electricity, natural gas and petrol. In
2013, we consumed 349,961 KWH of electricity,
4,182 square meters of gas, and 570 liters of
petrol.
(Green team cleaning at
the Great Wall.)
We understand that energy & water consumption is
our biggest emission source and as energy cost keeps rising, we have both economic and
environmental motivation to reduce our energy consumption. (Contradictory, biggest is energy
and water, or electricity, gas, & petrol?)
1. Energy saving training & spot checks: We give energy saving training to all of our
operation management team, and to ensure the systems are well implemented, we do
weekly spot checks.
2. Energy auditing and electricity equipment removal: Based on energy auditing, we
identify electrical equipment that is not necessary and remove them from operation. (for
example: juice refrigerators and heating lamps)
3. Use energy efficiency products: To reduce energy use on our food delivery electric
bikes, we use normal bikes for short distance deliveries, every year this will save 365 KWH
of electricity and 1,822.00 RMB per bike.
Planet
Pg. 27
Packaging
As a food delivery business, we have a lot of paper & plastic food packaging, it’s a big impact
on the environment both through its production & eventual disposal.
Paper packaging:
•
To avoid cutting down trees and reducing the emissions for paper production, we’ve
started using recycled paper to produce pizza boxes from September 2013, helping us
to save 269 trees per year.
•
Most of our other paper packaging began using recycled paper in August 2013, helping
us to save XXX? trees per year.
•
In addition to packaging, all of our menu flyers began using recycled paper in March,
2013, helping us to save 105 trees per year.
Plastic packaging:
•
In 2013, we used 3.27 tons of plastic packaging. Currently, all of our plastic food
packaging material is PP?. This is a safe material to contain food and it’s recyclable
when it is made a part of the recycling process; however, it’s not biodegradable for
hundreds of years when enters a landfill. (China currently does not have a very
advanced recycling process for plastic locally, so most plastic become part of a landfill.)
•
In order to reduce this non-biodegradable PP plastic entering our landfills, we’ve started
to search for biodegradable plastic to replace current packaging, and we plan to start
using the new materials in early 2014.
Planet
Pg. 28
Reusable packaging:
•
In addition, since one time use packaging is a tremendous waste of resources and will
generate a great deal of waste without proper recycling systems, we have also begun
explore the possibility of reusable packaging, for example with reusable pizza boxes.
•
In June 2013, we launched a reusable pizza box design competition, and received many
many interesting entries. We evaluated possible materials to produce such reusable
boxes, but we face high modeling costs that are currently prohibitive for consideration.
We’ll keep exploring other opportunities and alternatives.
Packaging upcycle
To encourage creativity and team work, we launched an internal Pizza box upcycle activity.
Check out how creative it can be!
Planet
Pg. 29
Emission
We believe climate change is a serious problem worldwide, so we’re doing our best to do our
part to monitor and reduce our emissions. In 2013, our total emission estimation is 350,702.99
Kg CO2, calculated in the following areas:
Area
Carbon Footprint 2013(kg)
Electricity
Gas
316365.12
9053.98
Employee transportation
21177.11
Business transportation
4106.79
Total Carbon
footprint(kg)
350702.99
We’ve identified electricity use as our biggest emission source, so our future emission
reduction will be focused on reducing electrical usage.
Sustainable Building Materials
Of all our environment impact, we think store construction is the hardest one to improve and
change, so we want to do it right at the very beginning.
Gung Ho! is in a rapid development period, and we have new stores opening as well as old
stores being renovated every year. For every project, we want to make it as green as possible.
Planet
Pg. 30
Our Wangjing store opened in September 2013, and is our first store to implement green
building materials. More than 33% percent of the materials used are environment friendly.
•
Green materials: we tried to choose recycled material as much as possible (coal
gangue bricks & compressed, recycled wood)
•
High efficiency equipment: Where possible, we use high efficiency equipment for
energy & water saving (LED lights & water saving taps)
•
We’re reviewing LEED CI design guide, with more comprehensive coverage, including
HVAC efficiency improvement and more. This will be our target for future construction &
renovations.
Environment Training
In addition to taking action to reduce our environment impact, we believe educating and
helping people to make changes in their own lives to be even more valuable and essential.
Planet
Pg. 31
Most of our team members have never had environmental protection education prior to joining
our company. If our employees can’t learn to understand why environmental protection is
important, it’s hard to imagine that they could support our initiatives on daily basis.
At Gung Ho!, all of our members have the opportunity to join numerous environment training
sessions and activities:
•
Orientation training: Within the 4 day orientation training, we dedicate 2 hours to
environmental training so that all the new employees will have the opportunity to
understand why we care for our environment and what we plan to do to create positive
change.
•
Quarterly environment training: Every quarter we choose an interesting environment
topic for training. Examples of past training include: Air pollution, water conservation,
and waste management.
•
Monthly green activities: Every month we organize an external green activity. Waste
landfill visits, roof garden visits, or planting gardens for poor children are but a few of the
activities we have organized.
Contact Information
Pg. 32
Contact Information
To replace a photo with your own, right-click it and then choose Change Picture.
Jade Gray
Title
Tel [Telephone]
Fax [Fax]
[Email Address]
Lucy Hu
Title
Tel [Telephone]
Fax [Fax]
[Email Address]
John O’Loghlen
Title
Tel [Telephone]
Fax [Fax]
[Email Address]
Laura Xiao
Title
Tel [Telephone]
Fax [Fax]
[Email Address]
Company Information
Gung Ho! Pizza
Shop 2 / Hairun Int'l Apartments
Cnr Jiangtai Rd & Fangyuan W Rd
Beijing, China
Tel +86 010-5135-8557
Fax [Fax]
http://www.gunghopizza.com
Global Reporting Initiative
Pg. 33
Global Reporting Initiative
G4 Content Index, GRI in accordance option – Core
GRI indicator
Report
General Standard Disclosures
status
Page
Strategy and Analysis
Provide a statement from the most senior
decision-maker of the organization (such as
G4-
CEO, chair, or equivalent senior position) about
1
the relevance of sustainability to the organization
Full
4
Full
2
Full
9
Full
9
Full
7
and the organization’s strategy for addressing
sustainability.
Organizational Profile
G43
Report the name of the organization.
G4-
Report the primary brands, products, and
4
services.
G4-
Report the location of the organization’s
5
headquarters.
Report the number of countries where the
G46
organization operates, and names of countries
where either the organization has significant
operations or that are specifically relevant to the
sustainability topics covered in the report.
Global Reporting Initiative
Pg. 34
G47
G48
Report the nature of ownership and legal form.
Full
9
Full
9
Report the markets served (including geographic
breakdown, sectors served, and types of
customers and beneficiaries).
Report the scale of the organization, including:
Total number of employees
Total number of operations
G4-
Net sales(for private sector organizations) or net
9
revenues (for public sector organizations)
Partial
9,25
Total capitalization broken down in terms of debt
and equity(for private sector organizations)
Quantity of products or services provided
a. Report the total number of employees by
employment contract and gender.
b. Report the total number of permanent
employees by employment type and gender.
c. Report the total workforce by employees and
supervised workers and by gender.
G4-
d. Report the total workforce by region and
10
gender.
e. Report whether a substantial portion of the
organization’s work is performed by workers who
are legally recognized as self-employed, or by
individuals other than employees or supervised
workers, including employees and supervised
employees of contractors.
Partial
25
Global Reporting Initiative
Pg. 35
f. Report any significant variations in employment
numbers (such as seasonal variations in
employment in the tourism or agricultural
industries).
G4-
Report the percentage of total employees
11
covered by collective bargaining agreements.
G412
Describe the organization’s supply chain.
N/A
N/A
Full
18
Full
35
Report any significant changes during the
reporting period regarding the organization’s
size, structure, ownership, or its supply chain,
including:
G4-
Changes in the location of, or changes in,
13
operations, including facility openings, closings,
and expansions
Changes in the share capital structure and other
capital formation, maintenance, and alteration
operations (for private sector organizations)
Changes in the location of suppliers, the
Global Reporting Initiative
Pg. 36
structure of the supply chain, or in relationships
with suppliers, including selection and
termination.
G414
Report whether and how the precautionary
approach or principle is addressed by the
Full
27~36
Full
4,5,6
Full
13,14,17
organization.
List externally developed economic,
G4-
environmental and social charters, principles, or
15
other initiatives to which the organization
subscribes or which it endorses.
List memberships of associations (such as
industry associations) and national or
international advocacy organizations in which
G416
the organization:
- Holds a position on the governance body
- Participates in projects or committees
- Provides substantive funding beyond routine
membership dues
- Views membership as strategic
Global Reporting Initiative
Pg. 37
Identified Material Aspects and Boundaries
a. List all entities included in the organization’s
consolidated financial statements or equivalent
documents. b. Report whether any entity
G417
included in the organization’s consolidated
financial statements or equivalent documents is
Full
7
not covered by the report. The organization can
report on this Standard Disclosure by referencing
the information in publicly available consolidated
financial statements or equivalent documents.
a. Explain the process for defining the report
G418
content and the Aspect Boundaries.
b. Explain how the organization has
38
implemented the Reporting Principles for
Defining Report Content.
G4-
List all the material Aspects identified in the
19
process for defining report content.
38
Global Reporting Initiative
Pg. 38
For each material Aspect, report the Aspect
Boundary within the organization, as follows:
?Report whether the Aspect is material within
the organization
?If the Aspect is not material for all entities
within the organization (as described in G4-17),
select one of the following two
G420
approaches and report either:
– The list of entities or groups of entities
38
included in G4-17 for which the Aspect is not
material or
– The list of entities or groups of entities
included in G4-17 for which the Aspects is
material
?Report any specific limitation regarding the
Aspect Boundary within the organization
For each material Aspect, report the Aspect
Boundary outside the organization, as follows:
?Report whether the Aspect is material outside
of the organization
?If the Aspect is material outside of the
G4-
organization, identify the entities, groups of
21
entities or elements for which the Aspect
is material. In addition, describe the
geographical location where the Aspect is
material for the entities identified
?Report any specific limitation regarding the
Aspect Boundary outside the organization
38
Global Reporting Initiative
Pg. 39
G422
G423
Report the effect of any restatements of
information provided in previous reports, and the
N/A
N/A
N/A
N/A
reasons for such restatements.
Report significant changes from previous
reporting periods in the Scope and Aspect
Boundaries.
Stakeholder Engagement
G4-
Provide a list of stakeholder groups engaged by
24
the organization.
G4-
Report the basis for identification and selection of
25
stakeholders with whom to engage.
Full
8
Partial
8
Report the organization’s approach to
stakeholder engagement, including frequency of
G426
engagement by type and by
stakeholder group, and an indication of whether
any of the engagement was undertaken
specifically as part of the report
preparation process.
Report key topics and concerns that have been
raised through stakeholder engagement, and
G427
how the organization has
responded to those key topics and concerns,
including through its reporting. Report the
stakeholder groups that raised each
of the key topics and concerns.
8
Global Reporting Initiative
Pg. 40
Report Profile
G4-
Reporting period (such as fiscal or calendar year)
28
for information provided.
G429
G430
Full
38
Date of most recent previous report (if any).
N/A
Reporting cycle (such as annual, biennial).
Full
38
Full
38
Full
39
G4-
Provide the contact point for questions regarding
31
the report or its contents.
N/A
a. Report the ‘in accordance’ option the
organization has chosen.
b. Report the GRI Content Index for the chosen
G432
option (see tables below).
c. Report the reference to the External
Assurance Report, if the report has been
externally assured. (GRI recommends the use of
external assurance but it is not a requirement to
be ‘in accordance’ with the Guidelines.)
Global Reporting Initiative
Pg. 41
a. Report the organization’s policy and current
practice with regard to seeking external
assurance for the report. b. If not included in the
assurance report accompanying the sustainability
G433
report, report the scope and basis of any external
assurance provided. c. Report the relationship
Full
38
Full
7
between the organization and the assurance
providers. d. Report whether the highest
governance body or senior executives are
involved in seeking assurance for the
organization’s
sustainability report.
Governance
Report the governance structure of the
G434
organization, including committees of the highest
governance body. Identify any committees
responsible for decision-making on economic,
environmental and social impacts.
Ethics and Integrity
G456
Describe the organization’s values, principles,
standards and norms of behavior such as codes
of conduct and codes of ethics.
Full
5,6
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