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Executive Summary
Corporate environmental responsibility is an increasing concern for our customers. To fulfill our
obligations to the environment and to satisfy the community that we are engaged with the
environment, this Environmental Management System (EMS) has been created. All aspects of
Starbucks business were examined at Starbucks store 19841, at 343 Glendale Avenue and this
store will serve as a pilot for environmental changes for the company and ensure that environmental
responsibilities are met while also maintaining operations and profitability. The EMS ensures
conformance with ISO 14001 standards, giving Starbucks Canada the choice to seek ISO 14001
certification.
It is generally recommended that an Initial Environmental Review (IER) be conducted to highlight any
deficiencies in current operations. Its completion would create a baseline understanding of
environmental practises currently taking place and other potential competitor companies to
benchmark with against. ISO 14001 first requires the company have a policy related to its
environmental influences. After identifying areas of improvement in the IER, an environmental policy
was created to give a general commitment to objectives of ISO 14001.
Secondly, ISO 14001 requires that the organization be compliant with environmental laws and
regulations. Since the pilot store location is in St. Catharines, Ontario, Canada; municipal, provincial
and federal laws were examined and waste regulations 102/94 and 103/94 were identified as
regulations that would require consistent attention to ensure compliance.
In addition to identifying lawful requirements, the ISO standard also requires that the environmental
aspects be identified so that appropriate mitigation measures and action plans can be taken to
reduce harmful environmental impacts. Significant environmental aspects were identified in this
EMS relating to water consumption, waste generation, and energy use based on the activities,
products and services provided at the Starbucks location. An action plan was created for addressing
each significant concern and a training and awareness program was developed for the creation and
maintenance of the plan.
While there are costs associated with adopting the measures discussed in the action plan and the
implementation of further training for employees, changes in energy use and water consumption will
overall provide savings in the long-term. Furthermore, by committing to environment change not only
can Starbucks become a prime example for environmental concern in the industry, but also,
employees will be proud to work for a company committed to environmental management.
TABLE OF CONTENTS
1.
Introduction .......................................................................................................................................... 1
2.
Benchmarking .............................................................................................................................. 2
3.
4.
Legal Obligations.................................................................................................................................. 3
4.1.
Federal .......................................................................................................................................... 3
4.2.
Provincial ...................................................................................................................................... 4
4.3.
Municipal ...................................................................................................................................... 4
5.
6.
7.
7.2.
7.3.
8.2.
EMS Awareness......................................................................................................................... 10
9.
10.
Appendices .................................................................................................................................... 13
Appendix A ............................................................................................................................................. 13
Appendix B............................................................................................................................................. 17
Appendix C ............................................................................................................................................. 23
ii
1. INTRODUCTION
Environmental sustainability is becoming an increasingly important part of a business operations.
More and more, environmental awareness is growing and businesses are finding the need to
illustrate their responsible environmental management and performance gain a competitive
advantage. To assist organizations with their efforts to become more environmentally sound, the ISO
14001 framework for Environmental Management Systems (EMS) was developed. According to the
ISO, this standard is specifically designed to help organizations both to manage better the impact of
their activities on the environment and to demonstrate sound environmental management.
In order for an organization to have an EMS that conforms to ISO 14001, it is recommended that the
organization complete an Initial Environmental Review (IER) of their operations. The IER is a useful
tool to establish a benchmark level for an organizations environmental performance. It should
investigate all existing systems and processes that an organization has in place in order to identify
the strengths, weaknesses, challenges, and risks that the organizations faces with respect to its
environmental performance.
This EMS was carried out on the Starbucks Coffee Shop located at 343 Glendale Ave, St. Catharines,
Ontario. It has identified the companys environmental policy, backed by Starbucks Canada
President Annie Young-Scrivner, vowing to identify and improve any negative impacts the company
and its operations have on the environment. Environmental legislation was also examined to ensure
that Starbucks would remain compliant with all of its legal obligations.
After thoroughly analyzing Starbucks operations, a list of all of the companys activities, products,
and services was developed to determine where any significant environmental areas of concern
might be. For those significant environmental areas, objectives and targets were established to
mitigate impacts associated with those operations. As well, an action plan was developed to
implement these objectives and targets.
2.
A typical IER studies an organizations operations to assess any potential environmental impacts that
could occur based on the operations. The IER also examines the current practices of the organization
to outline any existing environmental policies and procedures the organization already has in place.
Additionally, IERs examine previous environmental challenges that an organization has faced,
including any spills and accidents that may have occurred. Finally, the IER assists an organization
with identifying any aspect of their operations that may have legal permitting requirements.
For this EMS, an IER checklist was developed (Appendix A) that examined the policies and operations
of the Starbucks store, 19841, at 343 Glendale Avenue. The checklist also examined the different
material and energy usages that occur at the store to try and highlight any areas that could have an
environmental impact. The checklist also covers aspects like water usage, air emissions, and waste
generation and the activities that contribute to their production, so that reduction measures can be
developed.
A Mass Balance (Appendix B) was also created to more easily identify the inputs and outputs for the
stores processes and operations. It provides a simplified version of the stores operation and what
end-products result from regular operation. Using the information contained in the checklist and the
mass balance, a table was created that better shows all of the environmental aspects of the stores
activities, products, and services (APS) found in Appendix B.
Using the APS chart, the store is able to identify the significant environmental areas that it should
focus its efforts on (See Section 5).
2.1. BENCHMARKING
For examining environmental measures already in place, the following companies could provide
benchmarking information:
Tim Hortons
Second Cup
Coffee Culture
Williams Fresh Cafe
Timothys World Coffee
Van Houtte Inc.
Country Style
With the findings of the report highlighted in Table 1, the benchmarking companies could be
examined to see if they observed and overcame similar environmental issues in the past.
Furthermore, it would allow for understanding and separating which environmental initiatives are
new to the coffee industry and which may already be in place, so that new initiatives could place
Starbucks above its competitors.
3. ENVIRONMENTAL POLICY
As required for ISO certification, an environmental policy must be created and implemented for a
public display of the environmental commitments a company is making. The policy below outlines
the commitment Starbucks is willing to make for environmental improvement:
Starbucks Canada
Environmental Policy
Starbucks Canada is committed to making our stores more environmentally conscious and reduce
impacts while ensuring the same quality service expected at each location. With the world becoming
more environmentally aware and our industry depending on the continued worldwide cultivation of
coffee beans, Starbucks Canada wishes to do their part in reducing environmental impacts by
improving its environmental performance. We will continue to improve on recycling, energy, water,
green building and climate change initiatives already in place and make further commitments to
improve environmental performance from the coffee plantations where our beans are harvested, to
the stores that serve our customers.
Below lie our commitments backed by the president of Starbucks Canada, Annie Young-Scrivner and
from our partners, which vow to:
Ensure all operations lie within environmental laws and regulations where applicable.
Continue to practice under environmental measures of ISO 14001 and improve upon areas
where we can make the greatest improvements in our operations.
Improve the management of recyclable wastes in store and seeking access to recycling
waste streams where possible.
Integrate waste management into training practices for all employees and allow for
employees to communicate new and innovative ways to manage waste at their operations.
Continue Cocoa Practices policy for purchasing from farmers that practice sustainable
farming and continue to look for improvements.
Identify efficiencies in transportation to prevent unnecessary pollution.
Identify environmental aspects and impacts to allow for continual environmental goals to be
established and continuing to monitor processes to witness results.
Improve packaging of products to minimize waste generation and recyclable alternatives
where possible.
Seek a compostable alternative to current hot beverage containers to replace current
containers and continue to promote reusable cup use by customers.
Lower carbon footprint by reducing energy uses at stores and offices.
Communicate environmental goals and milestones to stakeholders.
Add environmental commitments for stores to current audit practices.
Starbucks Coffee Canada pledges to being an example for the global Starbucks Coffee Company and
continuing to follow-through and improve upon our commitments.
As president of Starbucks Coffee Canada, I will standby the Starbucks Canada Environmental Policy.
Annie Young-Scrivner
President of Starbucks Coffee Canada
4. LEGAL OBLIGATIONS
An important part of conforming to the ISO 14001 standard is ensuring that the store follows all
applicable environmental laws and regulations. Not only is it important to adhere to applicable
legislation for the ISO standard, but by doing so, the store can avoid paying potentially hefty fines for
breaking laws.
4.1. FEDERAL
Federal legislation is contained within the Canadian Environmental Protection Act (CEPA). Within
CEPA is the National Pollutant Release Inventory (NPRI) requirements that are administered by
Environment and Climate Change Canada (ECCC). These requirements compel companies that
produce or use specific substances to report their release into the environment. This store does not
meet these requirements, therefore this legislation does not apply.
Additional legislation, including the Fisheries Act, does not apply, since the store is connected to the
municipal water system and does not release any toxic substances into a water course.
4.2. PROVINCIAL
Air
Provincial legislation dealing with air pertains to emissions of contaminants into the surrounding
atmosphere. Contaminants described in Ontarios Environmental Protection Act and Ontario
Regulation (O. Reg.) 419/05 include not only toxic substances, but also heat, sound, and vibrations
that may end up causing harm to the natural environment. The store does not produce any toxic
substances, noise, vibration, or heat that meets the requirements set out in the legislation, therefore
it does not apply. While there is some heat produced from heating the premises and from some
appliances within the premises, it environmental impact is negligible and is not covered by the
legislation.
Energy
There are energy efficiency laws in place, but they only pertain to new construction. These laws
would have been applied as the store was being constructed.
Waste
There are two key pieces of waste legislation in Ontario that affect this store. Ontario Regulation
102/94: Waste Audits and Waste Reduction Work Plans, and O. Reg. 103/94: Industrial,
Commercial, and Institutional Source Separation Programs. Section 36(4) of O. Reg 102/94 and
section 11(4) of O. Reg 103/94 both state:
This Part does not apply to an owner of a restaurant in a particular calendar year if,
a) During the two preceding calendar years there was no year in which the gross sales for all
restaurants operated by the owner in Ontario equalled or exceeded $3,000,000; and
b) The owner is able to demonstrate this fact, within seven days of a request from the Director,
through evidence satisfactory to the Director.
Since this Starbucks location is part of the corporation and which is an amalgamation of many
Starbucks locations, their gross sales exceed that specified in the regulations, and so the regulations
apply. As a result, the store must conduct an annual waste audit and have a waste reduction work
plan on file, and it must have a source separation program to separate its waste into different waste
streams.
Water
The province of Ontario does have strict legislation surrounding the use of water. However, since the
store is connected to the municipal water system, it does not take any water from the environment
nor does it release anything back into the environment. As a result, no legislation applies.
4.3. MUNICIPAL
The City of St. Catharines does have environmental bylaws related to sewage, however they would
have been applied during construction of the building. As a result, there is no municipal legislation
that applies to the store.
Energy:
Building Heating and Cooling Energy Consumption
o Building heating and cooling was determined to be significant because of the energy
demand and the production of greenhouse gasses from our heating and cooling
systems. Building heating and cooling is imperative during the hot and cold months,
however the implementation of seasonal based control methods could reduce energy
and natural gas usage.
Hot Water Tap Energy Consumption
o Hot water tap energy consumption was determined to be significant as the basis of
our business relies on the instantaneous availability of high temperature water. The
high demand of hot water requires increased energy and natural gas demands in
order to keep water hot.
Lighting Energy Consumption
o Building lighting energy consumption was determined to be significant the building
requires constant lighting during operation. Lighting control methods can be cheap,
easily implemented and have the ability to majorly reduce energy usage, especially in
the daytime when lighting is not usually required.
Coffee Brewing Energy Consumption
o Coffee brewing energy consumption was determined to be significant as our industry
demands industrial sized coffee brewing systems to be operational during the entire
business day. Coffee brewing systems require energy even when not in operation
which increases demand on the power grid.
7. ACTION PLAN
In order to accomplish the above targets, certain initiatives and a series of changes need to be
implemented by management to address all of the identified SEAs. Some of these changes will be
implemented in steps, or gradually over time. It is also recognized that some of these changes are
beyond what is capable for a nation-wide change and involve first using a pilot-test program at a
select store before implementing nation-wide. Certain training may also be required for new
technologies, as well as training and reminders for behavioural changes. Periodically an
environmental lawyer will be called upon to ensure that none of the changes breach compliance with
environmental legislation that pertain to each location. The following sections will briefly outline the
proposed actions that will be taken to ensure the set objectives and targets are met.
Heating/Cooling
Monitor heating and cooling energy bills to develop optimized use practices.
Appliances
Upgrade appliances to most efficient available.
Incorporating actions and teaching of ways workers can perform their duties while keeping
EMS goals in mind;
Incorporating waste identification and correct waste disposal into semi-annual rallies for all
stores;
Keeping up-to-date documentation of training and holding managers accountable for waste
management training.
To ensure that stores operate timely and with ease, many of the actions workers must perform, have
been regimented and follow routines. As part of training, an extra step could be incorporated for
workers to actively choose where their waste is going when they are disposing and changing product
on the floor. Teaching the importance of such actions as part of barista training, can promote its
importance from the early stages of worker development.
For those workers who are already seasoned in their work, incorporating waste identification and
disposal can be incorporated into the semi-annual rallies that take place in the spring and fall across
the nation. By creating games or schematics that teach and refresh workers on what waste goes
where, waste management will be kept in mind as workers perform their duties.
Creating accountability will be pivotal to perpetuating the EMS for years to come. This can be created
by keeping documentation up to date, holding employees accountable for following training, and
holding managers accountable for providing training and ensuring employees follow that training.
By implementing these educational measures, the EMS can be extended to the workers and the next
step is to ensure the corporation remains aware of the goals the EMS hopes to achieve.
Creation of signage and information posters with graphical representations of goals and
habits learned in training;
Annual waste audits to create a baseline for continual improvement for capture ratio and
diversion rate;
Store incentives for improvement or continual commitment to environmental initiatives;
Bonuses for breakthroughs in compostable and recyclable products leading to creation,
design and implementation, as well as, identification of energy efficient alternatives to
current appliances.
These actions target the areas within the corporation that are dependent on the success and
motivation of the workers to ensure success. They will be explained in more detail below.
The creation of signage and graphics for stores backroom poster board can help maintain a
continual awareness of the EMS initiatives Starbucks wishes to improve upon. These posters will
reinforce structures and goals that are being put in place for the success of the EMS. Allowing
workers easy access to information will better spread awareness and target the workers, who can
create the largest impact for waste reduction goals. Additionally, a checklist for store managers has
been created and can be seen in Appendix C to create accountability for EMS procedures to be
followed through.
10
Monitoring waste creation and diversion is a pivotal step to continually improving and setting new
goals for the future. To achieve success, a baseline must first be created and a commitment to
annual monitoring will be made through the implementation of annual waste audits. By doing so,
Starbucks will be able to make realistic and manageable goals for the future in relation to its waste
generation.
The first year the EMS is implemented will create a baseline for diversion and capture rates, future
incentives could be created to promote a more positive attitude towards waste management and
drive further positive changes to Starbucks waste management strategy. Incentives could be given
to stores for greatest improved store, or stores consistently committed to waste diversion will help to
keep environmental goals in the minds of workers during their work.
Lastly, the tasks of identifying and implementing more recyclable and compostable materials, as well
as finding more energy efficient alternatives to current appliances, is understood to be a major task.
Therefore, in order to create continued motivation towards finding and implementing alternatives to
present materials and appliances, monetary bonuses will be given when the collective departments
successfully produce a change that can be implemented nationwide.
The mentioned actions above do not address the awareness of EMS changes for dual-flush toilets
and light sensors for reduction in water consumption and energy, respectively, because their success
is not heavily dependent on worker awareness. For this reason, they are not a main focus in training
or awareness, but will continue to be monitored for success and improvement.
9. ADDITIONAL REQUIREMENTS
9.1 EMERGENCY PLANNING
Two plausible environmental emergencies have been identified for Starbucks:
Sewage backups
Car accidents & spills of motor fluids
For sewage backups, emergency services should be notified in order to help prevent the migration of
sewage into surrounding properties and a full clean-up will be undertaken by hired professionals.
Employees must notify customers that the store is closed and prevent entry of any further customers
when the backup is observed.
As for car accidents, emergency services should also be contacts to assist those who may be injured
and prevent the spread of any spilt chemicals.
9.2 COMMUNICATION PLAN
The environmental policy from the EMS will be posted on the Starbucks website, and any inquiries on
further information will be given access to the rest of the report.
11
9.3 AUDITS
Audits will be performed annually. Quality Assurance Standards Assessment (QASA), audits
Starbucks locations for health & safety standards, which could be altered to include environmental
standards, allowing 3rd party auditing of Starbucks locations. Additionally, an audit can be conducted
by store managers with the document found in Appendix C, which will be required to be completed
annually.
12
10. APPENDICES
APPENDIX A
Initial Environmental Review Checklist
Starbucks
343, Glendale Ave, St. Catharines, ON.
1) General Information
Has the organization established and
maintained an environmental management
system consistent with the requirements
contained in ISO 14001?
COMMENTS
>16000
N/A
Washroom, Retail Floor, Patio, Dishwashing,
Parking
Four Refrigerators, Two Espresso Machines,
Cooling Bunker, Heating/Cooling Units, Freezer,
Dish Sanitizer, Computer, Surveillance,
Wireless Router, Two Cash Registers, Two
Blenders, Coffee Grinder, Oven, Alarm System,
Water Filtration System, Coffee Brewer, Three
Coffee Stands & Ice Maker
Packaged Coffee, Packaged Tea, Mugs,
Granola Bars, Reusable Cups, Pastries,
Sandwiches, Yogurts, Drinks (Coffee/Noncoffee), Plastic Food Boxes, Bananas,
Newspapers, Chips, Popcorn, Packaged
Almonds, Packages Crackers, Packaged
13
2) Environmental Policy
Has top management defined the
organizations environmental policy?
Is the environmental policy appropriate to the
nature, scale, and environmental impacts of
the organizations activities, products, or
services?
Is the environmental policy documented,
implemented, and maintained and
communicated to all employees?
Is the environmental policy available to the
public?
COMMENTS
Quantities not attainable. Major materials are:
Plastics, cardboard, food waste, and paper
waste
Only cardboard is recycled
Washrooms, Dishwashing, & Coffee Brewing
No policies in place
Lights, Appliances/Electronics, AC/Heating
Thermostat
Quantity not known. Natural Gas.
Hot Water Heater
None
COMMENTS
Detergent, Sanitizer Solution, Bleach, Stainless
Steel Polish, All-Surface Cleaner
MSDS
Inventory managed by Store Manager
Materials dealt with as required.
No spills or leaks recorded
No spill kits necessary
14
5) Wastewater Management
QUESTION
Wastewater sources
Characteristics of wastewater
Wastewater recycling / reuse / minimization
measures
Wastewater discharges to
Relevant discharge licenses and regulatory
requirements
Records of wastewater discharges
COMMENTS
Washrooms, Dishwashing, Sinks
Milk & Beverages, Sewage, Detergent &
Sanitizer Wastewater.
None
Municipal Sewer System
None
None.
COMMENTS
HVAC, Car Emissions
Greenhouse Gases
None.
COMMENTS
Cleaning products
Cleaning products
Typically gets washed down the drain with
water
None
Typically gets washed down the drain with
water
None
None
COMMENTS
Organics (coffee grounds, filters,
fruits/vegetables), Cups, Cardboard Packaging,
15
Generation quantity
Waste disposal method
Waste reduction / recycling measures
Relevant regulatory requirements on waste
disposal / licenses
Record of solid waste disposal
COMMENTS
No records of non-conformance
N/A because no incidents occurred
N/A because no incidents occurred
N/A because no incidents occurred
COMMENTS
No environmental training takes place
COMMENTS
No
N/A because no audits are conducted
N/A because no audits are conducted
COMMENTS
Gordon Food Service, Teavana, Kind, Jones
Soda, Rhythm Superfoods, O.N.E., Rip van
Wafels, Kiju Organic, & Evolution Fresh
16
APPENDIX B
Mass Balance:
Inputs
Customers
Food Products
Coffee Products
Tea Products
Drink Products
Municipal Water
Packaging/Bags
Electricity
Cleaning
Products
Plastic/Paper
Cups
Processes/Operations
Beverage
Crafting
Customer
Service
Washrooms
Cleaning
Waste
Management
Dishwashing
Food/Drink
Storage
Coffee Brewing
Food Heating
Coffee Grinding
Outputs
Waste
Wastewater
Sewage
Customers With
Products
Coffee Grinds
Dirty Aprons &
Cloths
17
Parking
Coffee
Beverages
Environmental
Aspects
Water
Consumption
Direct or
Indirect (D/I)
I
Waste
Generation
Cleaners Used
Energy
Consumption
Sewage
Production
Land use
Salt use
Gas Emissions
Waste
Generation
Increased waste
to landfills
Energy
Consumption
Increased
demand on
power grid.
Increased GHG
production
Environmental
Impacts
Increased water
use could lead
to increased
erosion in the
environment
Increased waste
to landfills
Chemicals
entering the
environment
could harm the
environment
Increased
demand on
power grid.
Increased GHG
production
Increased
sewage demand
on system and
chance for spills
if system is
overloaded
Land used for
the parking lot
could destroy
habitat
Salt use alters
the chemistry of
the
environment
Emissions
contribute to
GHGs
Contamination
of soil and
potentially
groundwater
The
scale
of the
impact
3
Efficiency
of control
measure
5
Effect of
change
on other
activities
and
processes
5
Limit access to
waste products
Find less toxic
alternatives
Install sensors to
turn off lights
when not in use
Parking garages
reduce the area
of land required
for parking
Reduce the
amount of salt
dispersed in the
winter. The use
of salt
alternatives such
as sand or beet
juice.
Incorporate
hybrid specific
parking spaces
Cannot control;
have numbers
for who to
contact in case
of spill ready
Compost coffee
grinds, ensure all
coffee cups are
compostable or
recyclable
Ensure coffee
making
equipment is
maintained and
energy efficient
Methods of
Control
Low flow toilets
or dual flush
toilets and
controlled taps
Average
Significance
Rating
(ASR)
Significant?
(ASR>4,
TSR>12)
Significant
4.33
Insignificant
3
Insignificant
1.67
Insignificant
3
Insignificant
3
Insignificant
2.33
Insignificant
2.33
Insignificant
1.67
Insignificant
0.67
Significant
5
Insignificant
3.67
18
Tea
Beverages
Waste
Generation
Increased waste
to landfills
Compost leftover
tea bags, ensure
all tea cups are
compostable or
recyclable
Energy
Consumption
Energy
Consumption
Garbage
Disposal
Waste
Generation
Dishwashing
Water
Consumption
Increased water
use could lead
to increased
erosion in the
environment
Energy
Consumption
Waste Water
Generation
Reduce the
amount of water
used in the
dishwasher
Waste
Generation
Increased
demand on
power grid.
Increased GHG
production
Increased
demand on
wastewater
treatment
infrastructure
Increased waste
to landfills
Ensure tea
making
equipment is
maintained and
energy efficient
Produce the
minimum
amount of food
required to
match sales
Use energy
efficient
refrigerators and
coolers for the
pastries
Reduce the
amount of waste
produced
Increase
efficiency by
making sure
dishwasher is at
capacity before
operation.
Reduce the
amount of water
used
Ensure
dishwasher is
maintained and
energy efficient
Waste
Generation
Increased
demand on
power grid.
Increased GHG
production
Increased waste
to landfills
Energy
Consumption
Use more
recyclable or
compostable
containers
Use energy
efficient ovens
Packaged
Beverages
Waste
Generation
Packaged
Snacks
Waste
Generation
Use more
recyclable or
compostable
containers and
create a dual
purpose garbage
bin for
separating waste
and recyclables
on the work floor
Use more
recyclable or
compostable
containers
Pastries
Ready-Made
Food
Increased
demand on
power grid.
Increased GHG
production
Increased waste
to landfills
Increased
demand on
power grid.
Increased GHG
production
Increased waste
to landfills
Increased waste
to landfills
Significant
4.33
Insignificant
3.67
Insignificant
3
Insignificant
1.33
Insignificant
3.67
Significant
4.33
Insignificant
3
Insignificant
3
Insignificant
3
Insignificant
3
Significant
4.33
Insignificant
3.67
19
Electrical
Outlets
Energy
Consumption
Wi-Fi
Energy
Consumption
Filtered
Water Tap
Water
Consumption
Energy
Consumption
Packaged
Coffee
Waste
Generation
Packaged
Tea
Waste
Generation
Increased waste
to landfills
Crafting
Drinks
Water
Consumption
Waste
Generation
Increased water
use could lead
to increased
erosion in the
environment
Increased waste
to landfills
Energy
Consumption
Heating/
Cooling
Energy
Consumption
Hot Water
Tap
Water
Consumption
Energy
Consumption
Energy
Consumption
Lighting
Increased
demand on
power grid.
Increased GHG
production
Increased
demand on
power grid.
Increased GHG
production
Increased water
use could lead
to increased
erosion in the
environment
Increased
demand on
power grid.
Increased GHG
production
Increased waste
to landfills
Increased
demand on
power grid.
Increased GHG
production
Increased
demand on
power grid.
Increased GHG
production
Increased water
use could lead
to increased
erosion in the
environment
Increased
demand on
power grid.
Increased GHG
production
Increased
demand on
power grid.
Cannot control
customer's usage
Cannot control
as it is a service
to customers
Continue using
standards to
water amounts
in drinks
Use filtration
methods that
have little or no
energy demand
Use more
recyclable or
compostable
containers
Use more
recyclable or
compostable
containers
Continue using
standards to
water amounts
in drinks
Create facilities
for both
customers and
staff to recycle
recyclable
materials used
Use energy
efficient
refrigerators and
espresso
machines
Keep the
thermostat at a
lower or higher
temperature
depending on
the season
Continue using
standards to
water amounts
in drinks
Insignificant
1
Insignificant
1
Insignificant
3.67
Insignificant
2.33
Insignificant
3.67
Insignificant
3
Insignificant
3
Significant
4.33
Insignificant
3.67
Significant
5
Insignificant
3
Significant
4.33
Significant
4.33
20
Increased GHG
production
Delivery of
Goods
Gas Emissions
Increased GHG
production
Coffee
Brewing
Energy
Consumption
Water
Consumption
Increased
demand on
power grid.
Increased GHG
production
Increased water
use could lead
to increased
erosion in the
environment
Keep things
organized at
stores so
deliveries are as
quick as possible
Use energy
efficient coffee
brewers
Avoid brewing
more coffee than
needed
Insignificant
3.67
Significant
4.33
Insignificant
3.67
APS Legend:
Efficiency of Each
Method of Control
Effect of change on
other activities and
processes
1 - Little reduction or
savings
3 - Moderate reduction
or savings
3 - Has a moderate
inconvenience to
operations of store
5 - Great reduction or
saving
5 - Little to no effect
on store operation
Washrooms
Water
Consumption
Methods of Control
The
scale
of the
impact
The
severity
of
impact
Effect of
change on
other
activities
and
processes
Average
Significance
Rating
(ASR)
4.33
21
Coffee
Beverages
Waste
Generation
Tea Beverages
Waste
Generation
4.33
Dishwashing
Water
Consumption
Increased water
use could lead to
increased
erosion in the
environment
4.33
Packaged
Beverages
Waste
Generation
4.33
4.33
Heating/Cooling Energy
Consumption
Increased
demand on
power grid.
Increased GHG
production
Energy
Consumption
Increased
demand on
power grid.
Increased GHG
production
4.33
Lighting
Energy
Consumption
Increased
demand on
power grid.
Increased GHG
production
4.33
Coffee Brewing
Energy
Consumption
Increased
demand on
power grid.
Increased GHG
production
4.33
Increase efficiency by 5
making sure
dishwasher is at
capacity before
operation. Reduce
the amount of water
used
22
APPENDIX C
Manager EMS Audit Document
23
Store Number:
Store Manager:
Date:
The following document is to ensure awareness of the EMS system at your store location and upto-date. Please check all boxes that apply to your store below:
Light sensor for store lighting is operational and working properly
All employees are aware of the EMS and environmental policy
All employees have been trained in waste separation and practising waste separation on work
floor
Training for waste separation and Every Drop Counts dishwashing are up-to-date
Signage for waste separation bins and dual flush are clearly in sight for customers
Thermostat is working properly and set for operating hours
24