It does not seem to matter what KPI you are going for, in food sustainability projects things will get messy if you do not have clear plans in place for skill requirements, measuring outcomes, and audience-specific communication plans.
Yeah, yeah, yeah, we know, you need plans or the wheels fall off. Of course. It goes without saying. But there are "nice to have" plans, and there are "must have" plans. Hard-earned, coal-face experience has taught me that, when it comes to food sustainability projects, there are three kinds of plan you cannot do without: a skills plan, a measurement plan, and a communication plan. Here is why they matter and how they are interrelated.
Almost by definition, food sustainability initiatives involve some changes to routines, to menu plans, and to procurement policies. And for people to be engaged in change they normally need to know why, how and what. "Why is this a sustainability issue? How will we do it? What is the expected outcome?" Staff who are fully engaged in the sustainability issues at hand - be it food waste, climate change, sustainable seafood, plant-forward menus or any other issue you care to pick - will almost always respond more positively because they understand the reasons and they can build a sense of ownership for the solution. It sounds obvious, but it gets missed more often than it should. And the kind of skills needed will vary in different parts of the organisation; the sustainability skills you need in the kitchen are not the same as for front of house, or for client relationship management. Try implementing a new food concept without making sure that your client account managers or regional managers have got the skills to explain why you are doing it, and you'll see what I mean.
How you measure - the tools you will use - means having a plan in place that includes a usable tool for accurately measuring the impact you are trying to affect. A food waste tracker, an analytics tool for procurement impacts, customer satisfaction tools and so on. Test the tools before you commit to a full-blown industry-wide project. What you measure needs a bit more thought too. For example with food waste, you might want to define categories of food waste that you will measure; for climate change you might want to measure recipes (to define "planet-smart" recipes) and procurement (to benchmark your actual carbon footprint). But you might also want to measure sales of different recipes to understand which recipes sell best and how that relates to your sustainability. And of course for food waste, wouldn't you want to measure on a daily basis? But probably not for a project to increase the amount of sustainable seafood you are buying - here a monthly procurement analysis might be enough. One common mistake is to rely on annual audits alone. Annual audits give us an overview of what happened, but give us no real data on how or why. And if you are not sure that your measurements are meaningful then you cannot really communicate your outcomes very clearly.
I tend to view communication plans in terms of who they are intended for: internal on-site, internal management, client on-site and external client relations. Each group needs a different message in terms of goals, and then later on what you achieved, any new best practices, revised targets, and areas for improvement. Each communication plan needs to be clear, concise and tailored, but linked to the measurement plans. It's about storytelling, but storytelling is just data with a soul so your measurements and data should act as your evidence. And get this, if you communicate a new project to someone and their response is along the lines of "I don't know why we need to do xxxx, why does it matter?", then you've got yourself a skills gap and something to add to your skills plan.
So these plans are not old school project management file cabinet fillers - they are early phase plans that you improve over time. Assess your skills gaps, build a draft measurement plan, provide first stage communication plans. Take onboard questions and ideas, and then revise the skills plan, adjust the measurement plan, and polish the communication plan. Two or three iterations of this and you will avoid the trap of going ahead with a bold initiative only to find the staff do not really know what the issue is, you cannot make sense of the measurements, and key people are not really aware of what is going on and what to tell your guests and clients.