Page 51 - Transformation Report 2021

TRANSFORMATION

GOAL 10

FOSTER SUSTAINABLE RESOURCE STEWARDSHIP WITHIN THE UNIVERSITY.

1. Catering re-imagining project • Students are extremely price-sensitive, and
there was little to no room to increase
food prices, especially in light of the majority of
The call for a new business model for catering was first
students being bursary-funded.
mooted in 2017 following the historical incorporation
of employees from the outsourced support services of • Majority of students indicated that they would
catering, cleaning, security, and horticulture. This initiative make use of a grocery store on campus to
only gained momentum in 2020 with the implementation purchase basic foods and toiletries if the pricing
of the newly configured People and Operations Division. was competitive with mainstream grocery
stores.
With sustainability as a strategic priority of the University,
the catering model, along with other business models • Students are looking for convenience and ease
like safety and security, was prefaced by the overriding of accessibility without compromising quality.
needs of efficiency, effectiveness and empowerment of
employees. Careful consideration of the current catering This feedback from students necessitated the expedited
offering showed much room for improvement to achieve overhauling of the “business of food” at the institution. The
the objectives of the new business model. Some of the ultimate end goal of this multi-layered project, covering all
issues raised by students who participated in the market aspects of the catering value chain, from food production
survey that was conducted included the following: right through to learning and teaching opportunities, is to
offer employees, students, and visitors a better all-around
• Majority of students have negative perceptions food experience in line with changing global needs.
of the current food offering on campus, with
the biggest issue being a lack of variety The project was affected by the COVID-19 pandemic to
and an inability to cater to dietary preferences. the extent that the timelines and deadlines were missed.
The consumers want more options, including Now that the situation is back to normality and COVID-19
healthier, Halaal and vegan meals. forced institutions to adopt hybrid and flexible modes
of learning and teaching, the business models required
• Most students who participated in the survey
further review to accommodate these changes.
ate on campus at least once a day, and
most consumed food at lunchtime.
2. Integrated business models - Skills
• Convenience was the primary reason provided development initiatives
for purchasing food on campus, as well
as conditions associated with their The integrated business models implemented by the
bursary funding. institution to transform the Support Service division
adopted multi-skilling of employees to perform different
• Majority of students expressed that the
functions and roles. The previously outsourced employees
packaging could be improved upon -
were mostly low-level skilled workers. In view of becoming
functionally (sealing properly, being
a successful institution in the 21st century, our employees
reusable), environmentally friendly (more
need to be agile and able to understand the organisational
biodegradable, environmentally sustainable)
value chain and its interconnectedness. The University,
and aesthetically (creative, visually appealing).
therefore, identified fifty (50) employees without a matric
• The absence of a coffee culture on campus, with qualification and supported them to enrol in our matric
students welcoming the introduction of quality programme offered in collaboration with the Northern
coffee offerings. Areas People Development Initiative, a Non-Profit

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