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Running Head: SUSTAINABLE DEVELOPMENT GOAL PROJECT

Sustainable Development Goal Project

Full Name:

Institutional Affiliation:
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Introduction

The turn of the century was marked by the international community represented by

various world leaders adopting the UN Millennium Declaration. This was the hallmark of a new

era in which nations united promised to reduce poverty by 2015. Moreover, there was a broad

commitment by nations to frame development around 8 ambitious Millennium Development

Goals (MDGs). These goals encapsulated the areas that, if addressed, would result in the

achievement of the overall objective of poverty reduction. The fight to protect the planet and

alleviate world poverty was rejuvenated in 2015 through the United Nations’ 17 Sustainable

Development Goals (SDGs). Set to be met by 2030, these goals are more detailed than the

MDGs and are aimed at addressing the main stumbling blocks to sustainable progress across the

globe. The UN SDGs focus on how to achieve practical social change through collaboration with

communities most affected by challenges. The effectiveness of SDG solutions requires a holistic,

collaborative approach tailor-made for specific cultures and countries.

SDG’s are therefore a critical consideration at every organization level starting at the

national level. The setting of Canada’s national goals, for instance, has to be done to make

significant contributions to the global SDGs. The restaurant industry in Canada can also

contribute significantly to this cause. The next two decades will witness a significant change in

Canada’s demographic makeup. Statistics Canada (2017), forecast an increase in the size of

urban centers with younger, more diverse populations by 2036. The immigrant population,

minorities, and indigenous people were also projected to increase. These shifts are not unique to

Canada but are a representation of the world trending toward globalization with rapid changes in

every sector. Consequently, forces affecting environmental sustainability, economic inequality,

and political conflict have a ripple effect that runs across the world borders. With this trend set to
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continue, sustainability in every sector – including the restaurant industry – has become ‘table

stakes’ and is no longer an option. The continuation of globalization portends a more complex

future that requires community-driven, home-grown, and innovative approaches, if the global

challenges surrounding SDGs are to be addressed. The restaurant industry is in a prime position

to contribute to and even lead such an agenda. Such leadership coupled with a collaborative

national effort that leverages Canada’s abundant resources and strong social values will ensure

the nation contributes to achieving the SDGs. The restaurant industry can make significant

contributions in this endeavor by fostering an environment of community-based and large-scale

innovation.

Relevance of SDGs to the Restaurant Industry

The sustainable development goals (SDGs) address all facets of economic, social, and

environmental sustainability for all nations (United Nations, 2015). This is slightly in contrast to

MDGs which focused more on the developing world. In including all nations, the 17 SDGs were

developed in appreciation of the fact that cross-border prosperity can only be achieved through

concerted efforts by all nations (Steffen et al. 2015).

The restaurant industry in Canada needs to make specific contributions to the

achievement of SDGs. To do this requires all stakeholders to craft a sustainable strategic

management model that will yield positive results throughout the industry. Sustainable business

modeling in the restaurant industry is still in its infancy despite the immense potential in the

industry to contribute to sustainability (Nosratabadi et al., 2019). Most studies have concentrated

on the evaluation of degrees of sustainability in restaurants instead of developing sustainable

business models. It is incumbent upon stakeholders in the industry to develop a shift toward

models that not only provide competitive advantage but contribute to SDGs. The industry and the
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rest of the private sector account for over 75% of the global GDP. This means that any efforts

made by the private sector would make a significant impact in addressing the challenges outlined

by SDGs. A study conducted by Accenture Strategy and the UN Global Compact recorded over

1000 business executives admitting that businesses need to make more effort in the development

of sustainable economies by 2030 (UN Global Impact, 2019).

Strategic Management for Sustainability in the Restaurant Industry

Sustainable strategic management in restaurants has evolved over the years. The initial

stages were characterized by a focus on the green movement, strategic social responsibility, and

business management. Contemporary sustainable business modeling to contribute to SDGs

requires managers in the restaurant industry to redefine their core objectives around economic,

environmental, and social issues. Moreover, it calls for defining business strategic visions from

the perspective of SDGs. This means that the environment and society have to be considered as

stakeholders for business. Fernández-Gámez et al. (2019) propose a stakeholder perspective and

creating shared values to achieve greater profitability in hotels. Individual restaurants alone

cannot effectively achieve sustainability with collaboration from all stakeholders in the industry.

In addition, sustainability has to align with the core business of the restaurants. Raub and Martin-

Rios (2019) developed a sustainable management model for hotels that emphasizes stakeholder

contributions and local contributions in crafting specific initiatives.

One SDG at a Time

The Canadian restaurant industry, in my view, would be more effective in its contribution

to the achievement of SDGs by concentrating on one that is seemingly more relevant to the

industry than the rest. An example is SDG-2 whose main objective is to end hunger, realize food

security as well as improve nutrition and promote sustainable agriculture. Even this one SDG is
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purposefully framed generally to allow for specific and targeted implementation. The aim is to

ensure the SDG is not overly prescriptive but only offers guidelines that can then be adapted to

contexts such as the restaurant industry. Despite this flexibility, there’s still a need for threshold

values and tangible indicators to be defined if the industry is to succeed in operationalizing any

one SDG. The fulfillment of minimum standards laid out in SDG-2 requires a clear conceptual

definition that allows for comparison among various players in the industry. Performance

evaluations are not only important in inciting industry stakeholders to take action but also in

channeling and distribution of scarce resources needed to implement SDGs as well as informing

priority actions.

SDG-2 is relevant to the restaurant industry since the industry is a key player in food

processing and consumption which permeates all through Canadian society. The total

achievement of SDG-2 will also likely trigger trade-offs and synergies with other SDGs. For the

industry to contribute to making SDG-2 a reality, stakeholders in the industry have to develop

targets and performance indicators around:

 Availability – the restaurant can lobby the Canadian government to prioritize

food sufficiency in the country

 Access – The industry can also leverage its position in the private sector to ensure

the most Canadians can afford to feed themselves. More importantly, the

restaurant industry can ensure it encourages its customers to consume a nutritious

diet.

 Utilization – The restaurant industry can promote a food process that results in

consumers benefiting from adequate dietary intake.

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 Stability – This is would be a self-evaluation of the performance indicators to

ensure accountability and consistency

Another major contribution the industry can make in promoting the achieving of SDG-2

is on the issue of malnutrition. Gómez et al. (2013) posit that malnutrition is a tri-faceted

challenge that exists in the form of micronutrient deficiency, undernourishment, as well as

obesity. Malnutrition is a clear indicator of the impact of structural changes on food security.

These changes invite the Canadian food industry to consider commercial food value chains and

food production systems in its efforts to achieve SDG-2 and indeed all the 17 SDGs. This calls

for the development of clear strategies to alleviate malnutrition including the provision of

nutritious diets. The Canadian restaurant industry can lead a revolution that steers the country

towards a preference for calorie-rich food staples.

Why Restaurants Should Use the UN’s SDGs as Framework for Change

The past 70 years have seen the global population rise by nearly 200%, from about 2.6

billion in the 1950s to about 7.8 billion today (Vollset et al., 2020). The population is projected to

hit 8 billion by 2030 and over 9 billion by 2060. An assessment of the demographics reveals that

the number of older people will continue to rise on account of increased life expectancy and an

increase in the average age. It also reveals potential socio-economic and health challenges

associated with population growth trends. More importantly, the high population growth rates

raise concerns over the sustainability of development to meet the needs of present and future

generations – not to mention the impact on the environment. This calls for efforts geared at

remedial actions that promote sustainable development and healthy living. Contributions from

the restaurant industry in Canada will be invaluable in lowering the risk of chronic diseases and

mitigating negative impacts on the environment. The adoption of the UN 2030 agenda and its 17
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SDGs was precisely to promote sustainable development in light of the increasing world

population. It was essentially a global policy framework consented to by the world’s nations as a

roadmap for poverty alleviation, environmental conservation, and health provision for all. The

restaurant industry’s specific role within the SDGs framework pertains to nutrition. Stakeholders

in the industry can join together in the provision of sustainable diets and consideration of the

impact of the industry’s operation on the environment and health.

General Relationship between SDGs and Nutrition

The UN 2030 agenda encourages all countries to strive to make an effort in reaching all

17 SDGs. To this end, SDGs form a common framework around which the Canadian restaurant

industry can coalesce in its promotion of sustainable development. The concept of nutrition is

addressed in SDG-2 whose objectives include hunger eradication, food security, improved

nutrition, and sustainable agriculture. An examination of nutrition in children reveals that over

150 million children under the age of 5 experience stunted growth on account of malnutrition.

Moreover, over 20 million infants are born with low birth weight (WHO, 2021). A further 50

million children suffer undernutrition characterized by wasting. Such statistics reveal the

significance of proper nutrition securing the future of the human race.

The significance of contributions from the restaurant industry in achieving SDGs lies in

the reality that achieving the nutritional goal is a prerequisite for achieving several of the other

16 SDGs. SDG-1, for instance, addresses poverty and war which have a positive correlation to

food insecurity. Estimates place the number of individuals suffering from hunger due to poverty

at about 800 million. SDGs 4 and 8 address education, decent work, and economic growth which

are also directly affected by the quality of diet such that diet imbalance in low-income societies

is caused by inaccessibility to a balanced diet.

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The maintenance of SDG-3’s good health and well-being is also affected by nutritional

health and dietary choices. Malnutrition as I already mentioned is associated with obesity which

increases the risk of non-communicable diseases. Over 4 billion people in developed and

developing countries across the globe suffer from obesity. Malnutrition is also responsible for the

increased risk of infectious diseases. Obesity prevalence in the US raises significant health

concerns despite disparities in various races and ethnicities (Ogden et al., 2012). Adolescent and

childhood obesity are at epidemic levels, with prevalence tripling among adolescents and more

than doubling in children over the last 30 years (Hales et al., 2015). Results from a 2015-2016

survey by the National Health and Nutrition Examination place the obesity prevalence among

adolescents and children in the US at 18.5%. The prevalence among adolescents and school-aged

children was recorded at 20.6% and 18.4% respectively, while a 13.9% prevalence was recorded

among pre-school children. In terms of gender, preschool boys had a lower prevalence than

school-aged boys while preschool-aged girls had a lower prevalence than adolescent girls.

Obesity can negatively impact adolescents’’ and children’s cardiovascular, psychosocial and

physical health (Baranowski & Taveras, 2018). Positive correlations between morbidity and

obesity make it a public health concern for adolescents and children. Studies relate obesity

comorbidities including diabetes, hyperlipidemia, hypertension, sleep apnea, serious depression,

and poor self-esteem. Additionally, obesity in childhood increases the risk of digestive and

cardiovascular complications as well as breast, pancreatic, kidney, esophageal, and colon cancers

in adulthood.

SDG-11 addresses rural and urban environments which are also grappling with over and

under-nutrition challenges. Healthy body weight is associated with good mental health including

high self-esteem and cognitive skills. Studies indicate that rural areas account for more than 50%
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of the global rise in the global mean body mass index (BMI) over the last 30 years (NCD Risk

Factor Collaboration, 2019). This emphasizes the importance of environmental planning for

authorities in charge of planning housing developments. Nutrition is also related to SDGs 5 and

10 which respectively address gender equality and reduction of inequalities more generally. For

instance, in the developing world agricultural labor is mostly provided by women and girls. Their

responsibilities also include food preparation and attending to the health needs of their families

and communities. Admittedly the case may not be the same in Canada but the overall implication

is that that effort by stakeholders in the restaurant industry to provide nutritional knowledge to

women and girls in certain places can lead to improved health and nutrition.

Generally, the SDGs with environmental inclinations including SDGs 6, 7, and 9 as well

as 12 – 15 are significantly impacted by food production and consumption. This means that

restaurants can use the UN SDGs as a framework for spearheading change in Canada. The

industry can lobby to have a significant reduction in greenhouse gas emissions (GHGEs) from

the food production processes in the country since they form a large portion of the food

producer’s consumer base. Such efforts can also champion sustainable usage of fresh water and

firm land to avert loss of biodiversity (Smetana et al., 2019). Food consumption also directly

impacts the SDGs with environmental inclinations especially when food wastage is considered.

Wasted food results in lost utility and exacerbates the problem of food insecurity. Results from a

study by Parfitt et al. (2010) indicate that close to 50% of annual food production is wasted. This

is ironic in view of the fact that close to 800 million people in the world are malnourished. The

restaurant industry in Canada can ameliorate the situation by reducing food wastage as well as

creating awareness of the environmental and economic impacts. SDG-17 makes it apparent that

the achievement of SDGs requires collaboration globally. To make its mark nationally, the
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Canadian restaurant industry has to outline conscious policies that can lead to a significant

change in the country. Such policies can be formulated to address food production and

consumption in terms of health consequences and environmental sustainability. Collaborative

efforts from stakeholders in the industry will contribute to a change in global food systems and

spur substantial and ambitious global transformation.

Potential Areas of Improvement

A myriad of evidence-based data is available for environmentally sustainable, healthy

food production and consumption (Willett et al., 2019). They further show that sustainability and

population health can be bolstered through plant-based diets including vegetarian diets as well as

traditional Japanese, Nordic, and Mediterranean diets. Unlike animal-based diets, plant-based

diets involve the consumption of whole grains, vegetables, fruits, legumes, and nuts. The

excessive consumption of meat products has been shown to increase the risk of adverse health

effects, while the benefit from dairy products, fish, and eggs is mixed. The appropriate

application of plant-based diets is, however, somewhat contentious since some of them like corn

syrup contain added sugars while others like coconut or palm oil have saturated fat. Further,

there are associated environmental sustainability issues that have been raised in the international

trade of palm oil with concerns being raised over the depletion of forest cover in South America

and Southeast Asia. This means that the restaurant industry has to strike a balance in its

promotion of plant-based foods, bearing in mind that their still sticking points regarding

environmental sustainability and health.

Managers in the restaurant industry face a myriad of challenges especially in the age of

globalization that has heightened competition (Augustyn and Seakhoa-King, 2004). The

restaurant industry is susceptible to political, financial, and public health crises as has been
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witnessed with the COVID-19 pandemic (Jiang and Kim, 2015). Advancements in technology

have also meant that restaurants have to work harder to meet constantly evolving consumer

expectations, coupled with increasing awareness on social and environmental issues. More

informed consumers are more likely to favor restaurant providers whose operations are more in

line with environmental sustainability (Auger et al., 2003). The consequence of the industry

players jostling to meet consumers’ growing needs has been a negative impact on social and

natural environments. This is an area of improvement that restaurant stakeholders can consider

both nationally in Canada and internationally. Resort and hotel construction have been

responsible for the degradation of mountainous areas around the coasts as well as general

environmental degradation. This calls for the adoption of sustainable development practices such

that the needs of present populations do not compromise the needs of our future generations. The

adoption of UN SDGs in the industry has the potential to foster a reduction in the negative

impacts of industrial activities on cultural, natural, and social environments.

The implementation of sustainable development in the Canadian restaurant industry still

leaves much to be desired. The hotel association in Canada, for instance, has previously noted

that only 14% of hotel establishments had Green Key eco-labeling certifications (Green Key

Global, 2015). This is despite surveys with results to the effect that over 50% of Canadians

prefer that hotels and restaurants pay attention to environmental conservation. The barriers to

adoption and implementation of sustainable development practices can seemingly be credited to

knowledge gaps in the industry as well as lack of expertise, limited human and financial

resources, and poor infrastructure. These barriers are more pronounced for small and medium-

sized restaurants unlike large hotel establishments (Eldemerdash and Mohamed, 2013).
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Another area of improvement requires consideration of social and economic aspects of

sustainability and not just environmental sustainability (Stalcup et al., 2014). This calls for

efforts in the restaurant industry to not only address the “what” and “why” questions regarding

the adoption of sustainable development (SD) but also the “how?” question. This approach

would shed light on the development processes of SDs in restaurant establishments and the

internal and external factors that affect these processes. The UN SDGs are based on solidarity,

ethics, equity, conservation, and fostering a culture of responsibility that appreciates the impact

of present actions on others elsewhere and in the future. In the restaurant industry, improvements

in the implementation of SDGs require proper planning to maximize economic and social

benefits for the local communities in which they operate. It means promoting the cultural

heritage of the host community while endeavoring to prevent any detrimental impact on that

heritage. More importantly improvements by stakeholders in the Canadian restaurant industry

call for maximizing environmental benefits without disregarding conservation and sustainability.

Any improvement in the implementation of SDGs in the restaurant industry, in my view,

has to encompass environmental, economic, and social aspects. This requires an appreciation of

the fact that the SDG orientation of restaurants will have a bearing on their triple bottom line

based on environmental, economic, and social performance. One incentive for the

implementation of SDGs in the industry is the satisfaction of customers’ behavioral intentions.

Most customers are increasingly swayed by establishments whose operations are conscious of

environmental sustainability including recycling as well as reduced energy consumption, local

sourcing, among other economical sustainability practices. The implication is that Canadian

restaurants need to move toward such practices if they are to maintain their customers’ loyalty

(Barber and Deale, 2014).

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The implementation of the environmental aspects of SDGs in the restaurant industry is

faced by certain inhibiting factors including employee resistance, availability of external

expertise, and customer values. Studies show that undertakings by hotel establishments relating

to environmental sustainability have a positive impact on their guests. Moreover, research also

points out industry challenges in human resource and operations management to have a

significant impact on decisions relating to environmental sustainability.

The “eco-labeling” program is a specific contextual evaluation tool for SDGs adoption. It

is an example of an industry best practice that is a step in the right direction with respect to the

achievement of SDGs in Canada’s restaurant industry. The program was developed to enhance

commitment to social and environmental sustainability in Canada’s hotel industry. This is

achieved through certification, through an independent third party, that indicates compliance

with SDG practices. The certification is a symbol of conformity to SDG practices and guidelines

in the restaurant industry and has been found to provide customer satisfaction in hotels that attain

it. This is because it acts as an assurance that the establishment is committed to environmental

sustainability thus providing it with a valuable competitive advantage. It has been shown that

certified establishments receive significantly higher revenues than those without the certification

(Segarra-Oña et al., 2012).

In their investigation of the implementation of sustainable practices in the Canadian

restaurant industry, Prud’homme and Raymond (2016) posit that eco-certification of restaurant

establishments differentiates their brands. This way, the establishment's brand affiliation is

associated with sustainable development and makes it more appealing to customers. The

limitation is internal resources associated with some of the hotels in the study did not prevent

them from being certified. This implies that all it takes is for all stakeholders in the industry to
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strategically orient their establishments in alignment with SDG guidelines. The Prud’homme and

Raymond study found a positive correlation between actual knowledge of environmental issues

and the degree of compliance with sustainable development practices in the restaurant industry.

This means that there has to be creation continuous awareness in the industry about sustainability

to foster lasting change.

Another certification that fosters best practices in sustainable development is the

Leadership in Environmentally Accountable Foodservice (LEAF) certification. This certification

is also a reflection of the commitment of Canada’s restaurants, cafes, catering businesses, and

food truck-run sustainable businesses (LEAF, 2021). It promotes the incorporation of social and

environmental sustainability into daily practices. LEAF certification is based on several criteria

including waste and recycling, building and location, chemicals, employees, energy, water, etc.

Such a certification not results in meeting SDGs in the restaurant industry but also provides

tangible benefits to LEAF certified institutions in terms of:

 Marketability – Certified establishments obtain a competitive advantage in the

market

 Credibility – LEAF acts as a third party that verifies the establishment’s

sustainability claims to the public.

 Revenues – Certified establishments enjoy cost-cutting benefits associated with

waste reduction. This is since LEAF promotes sustainable practices including energy

efficiency, waste reduction, and water conservation.

 Employee Satisfaction and Retention – The certification promotes good human

resource management practices that translate to increased productivity and employee

satisfaction.
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 Customer Loyalty – Customers associate the restaurant’s brand with social and

environmental sustainability making them loyal to the business.

The achievement of UN SDGs in the Canadian restaurant industry requires the

prioritization of sustainability in the course of business practices as is done by Earth and City, a

catering company in Toronto. The company’s efforts in the form of developing a business model

around raw vegan menus promote good health and wellbeing (SDG-3). Food wastage is reduced

using pricing such that second servings are offered at discounted prices which promotes SDG-12

i.e. responsible consumption and production. It sources its raw materials from local farmers to

promote decent work and economic growth in the country (SDG-8). The restaurant’s provision of

vegan diets also means it consumes less energy which is good for the environmental

sustainability aspects of the SDGs including SDGs 6, 7, and 9 as well as 12 – 15.

Earth and City’s waste disposal practices including composting through strategic

partnerships with composting facilities and even local farmers which SDG-11 (the development

of sustainable cities and communities). Proper waste disposal at the restaurant is also assured by

designating and separating recyclables in terms of the material. Litter boxes are labeled as paper,

glass, and cans or plastics to ensure proper disposal. Packing waste is further reduced by

insisting that suppliers make deliveries with reusable containers. Moreover, the use of harsh

chemicals in kitchen cleaning products and hand soaps is minimized. All these efforts reduce the

restaurant’s carbon footprint in line with SDG-13.

Locals Restaurant in Vancouver is an example of an establishment making efforts to

contribute to UN SDGs. Its commitment to using locally sourced ingredients and celebration of

the unique West Coast culture is at the core of SDG-12 and SDG-13 (responsible climate action

consumption and production as well as climate action. The use of recycled table linen and
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efficient kitchen equipment are testaments of its commitment to sustainability. In terms of waste

management, the owners allow employees to carry leftovers home to feed their pets. The value

the restaurant management places on its suppliers and employees promote decent work and

economic growth as in SDG-8.

Another trailblazer in sustainability is the award-winning Chic Alors gourmet pizzeria in

Quebec City. The establishment is patronized by locals and visitors alike not only for its

extensive wine list and delicious pizza but also its sustainability efforts. Its locally made

geothermal system that recycles kitchen heat to be used in the restaurant is evidence of its

contribution to affordable and clean energy (SDG-7). The restaurant's reliance on Prel-Therm

windows for room heat also contributes in small part to SDG-7.

Conclusions

Nutrition is an important consideration that encompasses most if not all aspects of the UN

SDGs. Such aspects include work conditions, education, water & sanitation, and gender

inequality which are also exceedingly important. This underscores the significance of the

contributions the Canadian restaurant industry can make in the country’s efforts to achieve the

SDGs. The current prevalence of child obesity demands that efforts are made at local industry

and global levels through collaborative efforts at target interventions. The restaurant industry has

to play its role in these efforts by promoting healthier nutrition such as the adoption of plant-

based diets, resulting in a healthier Canadian and world population. The industry has to ensure

that the production of plant-based foods is not done in total disregard for environmental

sustainability.

Further, Canada’s restaurant and restaurant industry can tackle the implementation of

SDGs from a policy perspective through advocacy that promotes a shift toward healthy living.
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Proper policy formulation can ensure work is done at the food production stages so that healthier

foods are available for consumption. The restaurant industry can also create awareness in the

communities in which they operate to promote sustainable, healthy diets. To achieve national and

ultimately global change, evidence-based data must be relied upon in developing the correct

roadmaps. This means that the restaurant industry can invest in scientific studies that provide

evidence for the relationship between diet, environmental and human health.
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