Case Study: 4Pines Brewers Sustainability Initiatives and Outcomes

This case study examines the sustainability initiatives of 4Pines Brewers, focusing on their corporate responsibility, customer experience, and employee culture. The paper identifies these initiatives, assesses their authenticity, and analyzes their contribution to positive social and human outcomes, such as a strong brand identity and improved employee morale. It also explores how these initiatives might have different impacts in other business contexts. The study highlights the importance of stakeholder engagement and the need for firms to align their sustainability efforts with their overall business goals, while also acknowledging the challenges related to environmental impact and pollution control. Ultimately, the paper emphasizes the significance of sustainability initiatives in driving business success in the contemporary corporate landscape.

SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES BREWERS 1
SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES
BREWERS
By
(Name)
Institution:
Tutor:
Date:

SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES BREWERS 2
Executive Summary
Sustainability initiatives serve as the key drivers for any successful firm in the current
dynamic world. This paper analyses the sustainability initiatives that 4Pines Brewers employ in its
operation to boost its returns such as corporate responsibility, the creation of a strong customer
experience and employee culture through advocacy. The initiatives have served to improve the firm’s
image to a great extent leading to a strong brand identity for the firm. However, one would still
question the firm’s commitment to improving social welfare due to its inability to control the
pollution it causes. Notably, the initiatives employed by 4Pines would have a different impact in
other organisation owing to the nature of the other firms.

SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES BREWERS 3
Table of Contents
Executive Summary...............................................................................................................................2
Introduction............................................................................................................................................4
Identification of the Sustainability Initiatives........................................................................................4
Authenticity of Sustainability Initiatives................................................................................................5
Contribution of Initiatives to Enhancing Positive Social & Human Outcomes.....................................6
How Outcomes might differ for the Similar Initiatives in a Different Business Context......................6
Conclusion..............................................................................................................................................7
Reference List........................................................................................................................................8

SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES BREWERS 4
Introduction
At the heart of any successful organisation there exist strong sustainability initiatives which
cut across all the major areas of operation of a firm. In the current corporate world, there exists
increasing pressure from stakeholders around the corporate social responsibilities of the firm. Firms
are increasingly facing mounting pressure to differentiate their sustainable brand from those of their
competitors and communicate to their consumers about the sustainability of their product/brand. As
part of this paper’s analysis, the focus rest on the authenticity and impact of the sustainability
initiatives employed by organisations in the current dynamic corporate world be taking the case
study of 4Pines. The fundamental question that this paper seeks to answer is what motivates a firm to
adopt sustainability initiatives? Is it just for the sole benefit of the firm or mutual benefit? Are the
sustainability initiatives aimed at ‘blinding’ other stakeholders while the firm aims mainly at
boosting its returns? To provide succinct responses to these questions the essay begins with an
analysis of the sustainability initiatives employed by 4Pines as the case study for this paper. The
essay then progresses to analyse the authenticity of these initiatives before outlining how the
initiatives enhance positive social and human resources. As a final part, the paper recognizes that
sustainability initiatives differ in different organisations and even if they might be the same, the
impact may differ. As such, the paper concludes by analysing how the sustainability initiatives might
differ in different organisations.
Identification of the Sustainability Initiatives
4Pines Brewers have undertaken key and bold steps towards ensuring they come up with
result delivering strategies as part of their sustainability initiatives (4 Pines brewers 2015). No other
analysis provides a better explanation of the sustainability initiative that the firm has undertaken that
the firm's five long-term goals; employee culture, customer experience, innovation, environmental
and corporate responsibility, and exceptional beer (Wales 2014). The company uses advocacy
(Adams 2017), maintaining the environment, engaging the suppliers, protecting the environment

SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES BREWERS 5
through the engagement of the local community (Ernst & Ina 2016). On the part of giving back to the
society that 4 Pines loves, the company realized this obligation about eight years ago when they
understood the impact this made in building peoples’ perceptions. Moreover, the need arose as a
result of the company expanding operations across the entire Australia (4 Pines brewers 2015). The
4Pines are recognized that for any business to succeed it has to meet the interests of all the
stakeholders effectively. Besides, the company should ensure that available resources are utilized
sustainability to facilitate the running of the business in the foreseeable future.
The corporation began doing business with more people with whom it considered
proportionately sharing its love. Erick (2009) argues that 4 Pines understands that it does not operate
in a closed system but along with other players who are vital to the success of any firm. Some of
these include the suppliers who supply the entity with goods and services they require to produce
quality beer. Therefore, these suppliers are sincerely involved and engaged in every advocacy effort
undertaken by the corporation. Their input counts as much as sustainability is concerned (Young et
al. 2010). The safe 4Pines campaign is hence a joint effort by all stakeholders alike. The firm’s
commitment towards their sustainability initiatives rests on its culture of creating a different
experience and challenging the conventional way of doing things to create a different corporate
world (Rosen & Kishawy 2014).
Authenticity of Sustainability Initiatives
The sustainability initiatives identified in issue one is completely authentic in the sense that
social responsibility along with advocacy and supplier engagement improves 4 Pines’ image in the
industry. Besides, according Sandra and Nancy (2009), any successful organisation must create an
employee culture in which the employees feel like part of the organisation (Relano 2011). Involving
all employees in the making of the organisation decisions creates a culture whereby the employees
feel that there is part of the business success. Alternatively, when the organisation fails to achieve its
objectives, employees will still feel that the part of the blame. 4Pines effort to creating a strong

SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES BREWERS 6
employee culture surrounds its commitment to challenging the conventional way of doing things by
creating a family in the workplace with the fun, close relationship, and freedom is evident (Adreas et
al. 2012). The inescapable conclusion at this point is that the firm is completely genuine in its efforts.
In fact, the people play a big part in the success of every business and therefore gaining that public
approval (Robertson & Barling 2014) will guarantee any corporation a niche and a proportionate
market share.
In as much giving back to the society is concerned, 4Pines is genuine with its efforts
especially it has been donating substantial cash to charitable organisations, supporting conservation
efforts, and protection of the environment through recycling efforts (McDonald et al. 2012). The
4Pines has embraced the fact that businesses obtain their charter of operation from the society and
therefore, they should act responsibly by advancing meaningful assistance to the communities
around them (Cherly 2008). The company has still planned to increase its expenditure on donations
to charities by 25 percent. In other words, 4 Pines Brewing Company runs its operations mindful of
the impact they have on the environment. That explains why the entity is spending millions of money
annually to upgrade its manufacturing plants to as much reduce its carbon dioxide emissions which
are a great idea for a genuine corporation like 4 Pines (Lyon & Montgomery 2013). However, the
firm still social responsibility initiative is questionable owing to its inability to handle the pollution
its operation causes in the society fully (Kelloway & Day 2005). It argued by many industry analysts
that 4Pines should be forced to pay for the externalities it creates to the society through pollution.
Contribution of Initiatives to Enhancing Positive social & Human Outcomes
Kim & Lyon (2014) argue that when analysing any successful organisation; look at its
employees, customers, and the general public. A strong employee culture creates a feeling of
belonging (Robertson & Barling 2014) a sense of pride, increased job satisfaction (Hoffman 2013),
and increased commitment to the firm. Consequently, the firm leaps back through improved returns.
For any firm to operate, it gains its approval from the society (Gentina 2015). In extension, the rate

SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES BREWERS 7
of approval depends on the public perception of the firm and environmental and corporate
responsibility serves as the key driver in this case. This has led to the increased sales the company
has witnessed growing from a small pub owned by two family members to a huge brewing company
owned by the entire family. The customer experience initiative the company has fully committed to
has led to a strong brand identity with each customer having a feeling of attachment to the firm and
its product. Such a move gives any firm a competitive edge over its competitors (Henriques et al.
2013). With customers, employees, and the general public feeling strongly attached to the company,
the firm is destined to soar to even greater levels. In fact, 4Pines is the right example that other
business should emulate in the efforts create a reputable public image.
How Outcomes might differ for the Similar Initiatives in a Different Business Context
The general axiom that ‘one man’s meat is another man’s poison’ would hold for this
argument. Chan (2015) argues that a firm must be keen when adopting any sustainability initiative
given the fact that the impact might be different for the same initiative. While a strong customer
experience coupled with an employee culture might result in the same impact (Chan 2013), the
context and content of each might be different. Giving free samples for a manufacturing sector with
expensive items is directly in contrast to the stockholder's aim of wealth creation (Wales 2014).
Largely, shareholders argue that they give back to the society by offering them with the quality
products and services and therefore, engaging in corporate social responsibility will be the extra cost
of running a business. Besides, stakeholder’s theory argues that the main aim of a firm is wealth
maximization for the investors. As such, corporate responsibility in such a sector would result in
conflict and the public image of the firm might be placed in jeopardy (Fischer & Lyon 2014). The
nature of a firm dictates the type of sustainability initiative a firm should adopt (Young et al. 2010)
Conclusion
Sustainability initiatives serve as the key drivers for any organisation given the dynamism of the
current corporate world. A firm has to gain the approval and commitment from the customers, the

SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES BREWERS 8
employees, and the general public. As expounded above, if well handled, the sustainability initiatives
can work wonders; however, they do not always result in the same impact in the different sectors. As
such, a firm has to consider which initiative suits it most. For 4Pines the appropriate sustainability
initiatives are the ones that satisfy all the stakeholders. That means the company should go for the
strategies that meet the stakeholder's wealth maximization goals and at the same time make sure the
interests of other stakeholders are addressed.

SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES BREWERS 9
Reference List
4Pines Brewers, 2015. Sydney Royal Little Book of Winners; Volume 2, 2015. Royal Agricultural
Society of NSW, vol. 2, no. 1, pp. 1-85.
Adams, M., 2017. 365 Days of Beer 2017 Daily Calendarar. F=W Media Inc, vol. 1, no. 2, pp. 1-
167.
Adreas, F.M., Bizabeth, S.C., Bailr, C., & Russel, G., 2012. A Simple Path to Sustainability: Green
Business for Small and Medium-Sized Businesses. Praaeger; California, Vol. 4, no. 3, pp. 100-
147.
Chan, E. S., 2013. “Gap analysis of green hotel marketing ”International Journal of Contemporary
Management Strategy, vol. 2, no. 3, pp. 692-716
Chang, S.-H., 2015. “The Influence of Green Viral Communications on Green Purchase Intentions:
The Mediating Role of Consumers’ Susceptibility to Interpersonal Influences”, Sustainability, vol.7,
no.2, pp.4829–4849.
Cherly, J.B., 2008. Sustainability in the food industry. IFT Press, London.
Erik, S., 2009. Suborbital: Industry at the Edge of Space. Springer Science & Business Media,
Berlin.
Ernst, F., & Ina, V. 2016. The Beer Monopoly: How brewers bought and built for world domination.
Fachverlag Hans, Vol. 4, no. 2, pp. 1-207.
Fischer, C., & Lyon, T. P. (2014). Competing environmental labels. Journal of Economics &
Management Strategy, vol. 23, no. 3, pp. 692-716.
Gentina, E., & Singh, P. 2015. How national culture and parental style affect the process of
adolescents’ ecological resocialization. Sustainability, vol. 7, no. 6, pp. 7581-7603.

SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES BREWERS 10
Henriques, I., Bryan, W. H., and Montiel, I., 2013. “Spillover effects of voluntary environmental
programs on greenhouse gas emissions: Lessons from Mexico," Journal of Policy Analysis and
Management, vol. 3, no. 2, pp. 296-322.
Hoffman, A. J., 2013. SC Johnson and the Green list Backlash (Case 1-429-300). Ann Arbor, MI:
Hospitality Management, vol. 2, no. 5, pp. 1017-1048.
Kelloway, E. K., & Day, A. L. 2005. Building healthy workplaces: what we know so far. Canadian
Journal of Behavioural Science/Revue canadienne des sciences du comportement, vol. 37, no. 4, pp.
223.
Kim, E-H., & Lyon, T. P., 2014. Greenwash vs. brown wash: Exaggeration and undue modesty in
corporate sustainability disclosure, Organisation Science. Advance online publication.
doi:10.1287/orsc.2014.0949
Lyon, T.A, & Montgomery, A. W., 2013. “Tweet jacked: The impact of social media on corporate
greenwash," Journal of Business Ethics, vol. 11, no. 8, pp. 747-757.
McDonald, S.; Oates, C.J.; Alevizou, P.; Young, C.W.; & Hwang, K., 2012. “Individual strategies
for Sustainable consumption,” J. Mark. Manage, vol. 2, no. 8, pp. 445–468.
Relaño, F, R., 2011. “Maximizing social return in the banking sector,” Corporate Governance, vol. 1,
no. 7, pp. 274-284.
Robertson, J. L., & Barling, J. 2014. Corporate social responsibility and psychologically healthy
workplaces. Workplace well-being: Building positive and psychologically healthy workplaces, vol.
2, no. 3, pp. 264-280.
Robertson, J.H, & Barling J., 2013. “Greening organisations through leaders’ influence on
employees’ pro-environmental behaviors,” Journal of Organisational Behavior, vol.3, no.4, pp. 176-
194.

SUSTAINABILITY INITIATIVES AND THEIR IMPACT: A CASE STUDY OF 4PINES BREWERS 11
Rosen, M.A.; & Kishawy, H.A., 2014. “Sustainable manufacturing and design: Concepts, practices,
and needs.” Sustainability, vol. 4, no. 2, pp. 154–174.
Sandra, E., & Nancy E., 2009. Sustainable Business: An Executives Premier. Business Expert Press
111
Wales, A.G, 2014. Making sustainable beer. Nature Climate Change, vol. 4, no. 5, p. 316.
Young, W., Hwang, K., McDonald, S. & Oates, C.J., 2010. Sustainable consumption: green
consumer behaviour when purchasing products. Sustainable development, vol. 18, no. 1, pp. 20-31.