4 Pines Brewery: An Evaluation of Sustainability Initiatives Report

This report provides a summative evaluation of 4 Pines Brewery's sustainability initiatives, focusing on their identification, authenticity, and contribution to social and human outcomes. The report analyzes 4 Pines' approach to maximizing shareholder value through resource optimization, employee engagement, and community development. It assesses the brewery's initiatives, including employee volunteering, environmental protection efforts, and waste reduction strategies, while also examining the authenticity of these initiatives using data from B-Corporation. The report further explores the impact of these initiatives on employee satisfaction, retention, and social image. Finally, it compares 4 Pines' strategies with those of Bulla Dairy in a different business context, highlighting the potential for similar sustainability practices and outcomes. The analysis covers areas such as fund donations, waste reduction, and water consumption, offering a comprehensive overview of sustainability in the context of these Australian businesses.

Running head: SUMMATIVE SUBMISSION
Power Work and Employment
Name of the Student:
Name of the University:
Author’s Note:

1SUMMATIVE SUBMISSION
Table of Contents
1.0 Introduction................................................................................................................................2
2.0 Issue 1. Identification of sustainability initiatives & their authenticity.....................................2
3.0 Issue 2. Authenticity of sustainability initiatives.......................................................................3
4.0 Issue 3. Contribution of initiatives to enhancing positive social & human outcomes for the
case organization’s human resources...............................................................................................4
Issue 4. How outcomes might differ for the similar initiatives in a different business context......6
5.0 Conclusion.................................................................................................................................7
Reference List..................................................................................................................................8

2SUMMATIVE SUBMISSION
1.0 Introduction
4 Pines, one of the most successful microbreweries in Australia will be taken as the case
organization whose sustainability initiatives will be evaluated. Organizational sustainability
indicates an organization’s core capability and its initiatives towards expansion through optimal
use of its resources (Carayannis, Sindakis and Walter 2015). This report will present the
summative component comprising of the complexities of real-life situation faced by4 Pines
organization. The entire discussion will be parted in four themes, which are sustainability
initiatives identification, sustainability initiatives authenticity, initiative contribution towards
social and human outcome enhancement and comparison of initiatives taken by 4 Pines with
other organization.
2.0 Issue 1. Identification of sustainability initiatives & their authenticity
Sustainability approach refers to the organizational approach, which is intended to
maximize shareholders’ value through embracing opportunities and mitigating the risks towards
social, economical and environmental development. According to 4 Pines Beer (2017), 4 Pines
Brewing Company has enough capability towards earning adequate profit through increased
sales volume. Therefore, the organization is quite capable of providing adequate return on
investment to the shareholders. While considering the human resources, the organization has
created positive working environment for the employees, which encourage the employees
towards enhancing their productivity. Moreover, Aggerholm and Trapp (2014) opined that 4
Pines always provides adequate compensation package and rewards to the employees. Such
motivating factors motivate the employees in providing high quality efforts towards achieving
organizational success. Apart from that, Schaltegger, Lüdeke-Freund and Hansen (2016) stated

3SUMMATIVE SUBMISSION
that 4 Pines allows the employees towards participating in the charity programs for community
development. In this way, it enhances employee value and develops the community around them.
According to Herold et al. (2016), 4 Pines allows opportunity to every employee towards
getting up to 1 x $500 donation matched by 4 Pines. The employees donate such matched
donation to their chosen charity. The employees are allowed volunteering time for being
involved in the charity programs and community development. Moreover, the employees are
allowed with 1% added annual leaves towards volunteering the selected charity events. On the
other hand, Kasem et al. (2015) opined that 4 Pines is also intended towards saving the pines in
the country for environmental protection. Furthermore, the organization is intended towards
reducing the waste by 95% through their venues. Apart from that, the organization has done their
best towards optimum usage of water in preparing brew. 4 Pines uses 4.66L water/per towards
saving water and protect valuable natural resources. However, Fakoya (2015) argued that 4 Pines
does not have any initiatives towards promoting greenery in the community. Furthermore, the
employees of the organization face quite much work pressure in their workplace, which hamper
their work-life-balance.
3.0 Issue 2. Authenticity of sustainability initiatives
The authenticity of the sustainability initiatives of 4 Pines can be assessed though the
report and median B score provided by B-Corporation over the sustainability initiatives of the
organization. As per 4 Pines’ sustainability report, the organization allows employee
volunteering time towards working for charitable purpose (4 Pines Beer 2017). Moreover, the
organization provides adequate value to the employees at their workplace. However, as per the
report of B-Corporation, the 4 Pines Company has gotten quite low median B score in regards to
employee benefits. As per this score, 4 Pines do not provide adequate sense of ownership to the

4SUMMATIVE SUBMISSION
employees at their workplace. The score also signifies that the work environment of the
organization is not quite flexible to the employees (Bcorporation.com.au 2017). According to
Klovienė and Speziale (2015), the new production system of 4 Pines can save up to 150T of CO2
emission in the environment. However, Bcorporation.com.au (2017) opined that 4 Pines does not
have any genuine effort towards saving the energy of the environment. Furthermore, as per the
report, the organization does not also have genuine effort towards reducing the emission
produced from the production process of brew. Therefore, sustainability initiatives for energy
saving and reducing carbon emission seems to be unauthentic in 4 Pines.
Jamali, El Dirani and Harwood (2015) pointed out that 4 Pines Brewing Company offers
adequate compensation package to the employees as per the standard of other similar types of
organizations. However, Bcorporation.com.au (2017) argued that 4 Pines do not have enough
career advancement scope for the employees. Furthermore, the median score of B-Corporation
also indicates that 4 Pines do not have adequate training and development programs towards
developing and upgrading the skills and knowledge level of the employees. Furthermore, Watne
and Hakala (2013) opined that 4 Pines always maintains high level of transparency ethics with
the suppliers and distributors for making long-term relationship with them. On the other hand,
Bcorporation.com.au (2017) opined that 4 Pines is always not ethical and transparent with the
suppliers and distributors. However, genuine efforts can be seen in the organization towards
maintaining transparency with the shareholders and community.
4.0 Issue 3. Contribution of initiatives to enhancing positive social & human outcomes for
the case organization’s human resources
Sustainability initiatives of 4 Pines Brewing Company have huge level of contribution
towards enhancing the positive social and human outcomes for its human resources. According

5SUMMATIVE SUBMISSION
to 4 Pines Beer (2017), 4 Pines provides standard salary package to the employees, which is
competitive to other organization in the same industry. Therefore, the employees feel it quite
worthy to work in this organization for long term basis. In this way, the organization has become
able to enhance its retention rate. Furthermore, Gómez‐Bezares, Przychodzen and Przychodzen
(2017) opined that 4 Pines also provides lucrative rewards to the employees based on their
contribution in the organizational success. Such lucrative rewards motivate the employees
towards enhancing their level of performance in near future. Adequate rewards encourage the
employees to work harder in getting overall organizational success. In this way, sustainability
initiatives for human resources have actually enhanced the human outcome of the organization.
Herold et al. (2016) opined that 4 Pines Brewing Company allow employee volunteering
time, where the employees are allowed with extra time off towards contributing their effort for
charitable purpose. Moreover, the organization provides charity for youth development,
mitigating crisis of any region occurred from natural disaster and others. Such volunteering time
enhances employee value, as the employees can get 1% of annual leave and work for charitable
purpose. Such practice also enhances the motivation and performance level of the employees. On
the other hand, Fakoya (2015) stated that sustainability initiatives of 4 Pines have also enhanced
its social outcome through increased social engagement. Moreover, charity events and
community engagement activity has enhanced the social image of the organization in the
community it serves. Moreover, the employee volunteering time has both enhanced the human
outcome of the employees and social outcome through increased corporate image in the society.
Furthermore, such sustainability initiatives have actually enhanced the performance level of the
employees with increased employee value. The employees of the organization are also involved

6SUMMATIVE SUBMISSION
insaving the pines for saving the environment and society from pollution. Such initiative has also
enhanced the social image of the organization.
Issue 4. How outcomes might differ for the similar initiatives in a different business context
Considering a different business context, Bulla Dairy standouts to be one of the most
successful private sector dairy product manufacturer in Australia. Fund donation as a form of
charitable purposefrom employees of Bulla Dairy will not have any considerable effect on
overall capital management and cash flow for the organization. This is because this organization
is financially quite strong and has the ability to support NGOs through fund contribution
(Bulla.com.au 2017). However, considering waste reduction technique as adopted by 4 Pines, it
can be said that Bulla Dairy will not be able to deal with such strategy because the organization
still operates using the old and traditional machinery for manufacturing products. Incorporating
new batch production machine that might reduce and recycle waste will require huge fund and
even more budget will be required for human resource training, which cannot be implemented.
On the other hand, environmental protection if compared with 4 Pines, it can be said that the
organization is trying to protect Pines and limit operational optimization so that same resources
(Pines) can be utilized in future for extraction (Kasem et al. 2015). Similarly, if Bulla Dairy tries
to protect the cows by not injecting synthesized drugs for more milk production, then animal
welfare will be justified and eventually environment will be protected. Finally, while considering
the water consumption factor, it can be said that Bulla Dairy can similarly reduce water
consumption rate by repairing water trough leaks, recycling plate cooler, adjusting line feed
soakers and plugging evaporative cooling system leaks. All such techniques will incur a minimal
expenditure which can be easily beard by the company.

7SUMMATIVE SUBMISSION
5.0 Conclusion
While summing up, it can be said that 4 Pines’ sustainability approaches have not only let
to the cultivation of corporate image in the society but also increased the motivational level of
employees. It has been found that management of human resources through flexibility and fringe
benefits direct performance growth and simultaneously initiatives for community development
helps in boosting corporate image. However, the real situation has indicated that the organization
has failed to justify carbon emission and environmental sustainability but at the same time has
able to reduce water consumption and waste generation. Finally, it has been found that Bulla
Dairy organization will be able to use most of the sustainability approaches that of 4 Pines and
there will be very less differences in terms of outcome.

8SUMMATIVE SUBMISSION
Reference List
4 Pines Beer. 2017. 4 Pines Beer. [online] Available at: http://4pinesbeer.com.au [Accessed 6
Oct. 2017].
Aggerholm, H.K. and Trapp, N.L., 2014. Three tiers of CSR: an instructive means of
understanding and guiding contemporary company approaches to CSR?. Business Ethics: A
European Review, 23(3), pp.235-247.
Bcorporation.com.au. 2017. 4 Pines Brewing Company | B Corporation Australia. [online]
Available at: http://bcorporation.com.au/community/4-pines-brewing-company [Accessed 3 Sep.
2017].
Bulla.com.au. 2017. Cream, Ice Cream, Yoghurt, & Cheese in Australia | Bulla Family Dairy.
[online] Available at: http://www.bulla.com.au/#/ [Accessed 6 Oct. 2017].
Carayannis, E.G., Sindakis, S. and Walter, C., 2015. Business model innovation as lever of
organizational sustainability. The Journal of Technology Transfer, 40(1), pp.85-104.
Fakoya, M., 2015. Improving Waste Reduction Decisions through Resources Efficiency and
Cost Effectiveness in a Brewery. J Hum Ecol, 50(2), pp.153-160.
Gómez‐Bezares, F., Przychodzen, W. and Przychodzen, J., 2017. Bridging the gap: How
sustainable development can help companies create shareholder value and improve financial
performance. Business Ethics: A European Review, 26(1), pp.1-17.
Herold, D.M., Manwa, F., Sen, S. and Wilde, S., 2016. It's the yeast we can do: Untapping
Sustainability Trends in Australian Craft Breweries. Journal of Asia Entrepreneurship and
Sustainability, 12(2), p.82.

9SUMMATIVE SUBMISSION
Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management
roles in corporate social responsibility: the CSR‐HRM co‐creation model. Business Ethics: A
European Review, 24(2), pp.125-143.
Kasem, E., Trenz, O., Hřebíček, J. and Faldík, O., 2015. Key Sustainability Performance
Indicator Analysis for Czech Breweries. Acta Universitatis Agriculturae et Silviculturae
Mendelianae Brunensis, 63(6), pp.1937-1944.
Klovienė, L. and Speziale, M.T., 2015. Sustainability reporting as a challenge for performance
measurement: literature review. Economics and Business, 26, pp.44-53.
Schaltegger, S., Lüdeke-Freund, F. and Hansen, E.G., 2016. Business models for sustainability:
A co-evolutionary analysis of sustainable entrepreneurship, innovation, and
transformation. Organization & Environment, 29(3), pp.264-289.
Watne, T.A. and Hakala, H., 2013. Inventor, founder or developer? An enquiry into the passion
that drives craft breweries in Victoria, Australia. Journal of Marketing Development and
Competitiveness, 7(3), p.54.