An Organizational Sustainability Plan for Microbiodome A “Virtual” Company

Running head: An Organizational Sustainability Plan for Microbiodome 1
An Organizational Sustainability Plan for Microbiodome
A “Virtual” Company Enhancing Public Health through Social Media Engagement
Heath Samuel Carpentier
Harvard Extension School
ENVR E-105: Fundamentals of Organizational Sustainability
Instructor Dr. Robert B. Pojasek
Teaching Fellow Terzah Tippin Poe, ALM
May 8, 2019

AN ORGANIZATIONAL SUSTAINABILITY PLAN FOR MICROBIODOME 2
Table of Contents
An Organizational Sustainability Plan for Microbiodome A “Virtual” Company
Enhancing Public Health through Social Media Engagement........................................................ 6
Objectives ........................................................................................................................... 7
Internal & External Context................................................................................................ 8
Stakeholder Engagement and Social License to Operate ................................................... 8
External Stakeholders ..................................................................................................... 8
Internal Stakeholders ...................................................................................................... 9
Social License to Operate ............................................................................................... 9
Organizational Governance and Leadership....................................................................... 9
Code of Conduct and Leadership.................................................................................. 10
Sustainability Policy and Strategy .................................................................................11
Uncertainty Assessment of Opportunities and Threats......................................................11
Sustainable Process and Operations.................................................................................. 12
People in Organizational Sustainability............................................................................ 13
Scoping the Monitoring and Measurement Process.......................................................... 13
Sustainability Self-Assessment and Maturity................................................................... 15
Appendix A....................................................................................................................... 17
Appendix B....................................................................................................................... 18

Appendix C ....................................................................................................................... 20
Appendix D....................................................................................................................... 24
Appendix D....................................................................................................................... 25
Appendix E ....................................................................................................................... 26
Appendix F........................................................................................................................ 27
Appendix G....................................................................................................................... 28
Appendix H....................................................................................................................... 29
Appendix I ........................................................................................................................ 30
Appendix J ........................................................................................................................ 31
Appendix K....................................................................................................................... 32
Appendix L ....................................................................................................................... 33
Appendix M ...................................................................................................................... 34
Appendix N....................................................................................................................... 35
Appendix O....................................................................................................................... 36
Appendix P........................................................................................................................ 37
Appendix Q....................................................................................................................... 38
Appendix R ....................................................................................................................... 39
Appendix S........................................................................................................................ 40
Appendix T ....................................................................................................................... 41
Appendix U....................................................................................................................... 42

Appendix V....................................................................................................................... 43
Appendix W...................................................................................................................... 44
Appendix X....................................................................................................................... 45
Appendix Y....................................................................................................................... 46
Appendix Z ....................................................................................................................... 47
Appendix AA .................................................................................................................... 48
Appendix AB .................................................................................................................... 50
Appendix AC .................................................................................................................... 51
Appendix AD .................................................................................................................... 52
Appendix AE..................................................................................................................... 53
References......................................................................................................................... 54

Abstract
An organizational sustainability plan is outlined for Microbiodome, a fictitious organization used
to develop an understanding for the way organizations are studied. The focus of this report is to
show how organizational sustainability is needed to achieve global sustainability.
Keywords: Microbiome, Organizational Sustainability, Social Network

An Organizational Sustainability Plan for Microbiodome
A “Virtual” Company Enhancing Public Health through Social Media Engagement
Microbiodome is a made-up startup company formed in 2018 which has developed a
social network platform that allows people to interact with each other using a common language
our microbiome. The report is structured by following the instructor’s textbook Organizational
Risk Management and Sustainability: A Practical Step-by-Step Guide by Robert B. Pojasek.
Pojasek overarching aim is to help organizations move away from sustainability as a separate
initiative and towards an integrated approach where sustainability is imbedded into all activities.
Leaders in the field of systems biology believe that the “microbiome” will play a key role
in tackling societies major challenges—“health care, agriculture, energy, and the environment”;
and that part of the solution lies in the need to transform data to knowledge (Hood, 2012). For a
brief overview of what microbiome consists of see appendix A. Our company name combines
the terms microbiome and dome to reveal our aim to cover the earth with a knowledge of this
game changing solution to health problems that abound in the 21st
century. Our patented blend of
information provides members with data driven insights which provides an added dimension into
how to achieve optimal health. Personal data is easily loaded via social platforms and can be set
up to automatically update. The information provides a multidimensional map of how desired
health results can be achieved. Metadata is being complied to monitor world health trends and to
make science driven dietary/agricultural recommendations to improve the health of humanity
and the planet.
The organization has a staff of 15 consisting of the founder and CEO, three VP’s
(Finance, Operations, & Marketing) and supporting management staff. Microbiodome currently
services 12,000 user members. The operational staff and management team supports its

membership group by providing a user-friendly platform for interactions. Members share
microbiota results and lifestyle/dietary data.
The organization is designed to bring about sustainable lifestyle choices. Microbiodome’s
focus is on protecting the biodiversity of bacteria found throughout the human body and
especially the microbiota (collection of bacteria in the gut). Currently, there is not a sustainability
leadership position. The responsibility for implementing and promoting sustainability efforts
falls upon the CEO. For the next round of funding the creation of a sustainability management
position is in the budget proposal. The sustainability manager would also oversee measuring our
impact in increasing the biodiversity of microorganisms within our client’s microbiome.
Objectives
Microbiodome uses objectives to realize our vision and mission. Our mission to promote
the health of humanity and the planet through the preservation of the diversity of microorganisms
found therein is broken down into manageable tasks through the development of objectives and
goals. Overarching, strategic objectives of an organization are to be accomplished within a 5 to
10-year window, whereas operational objectives between 3 to 5 years and tactical objectives
within a year (Pojasek, 2017). Objectives come from top management (top-down) and fuel
employee action plans (bottom-up). This creates a feedback loop that is fundamental for
organizational development. This relationship can be visualized in appendix B along with details
of our companies’ strategic objectives and mission. Our vision was created after Tarnow’s
Unified Action Declaration (UAD) model, which aims to unify an organization by having a
simple statement that (1) suggests a competitive action, (2) identifies the action vaguely, and (3)
categorizes in socially (Tarnow, 2001). Following the model, we have adopted “We protect what
matters” as our vision statement. Social Networking Sites (SNS) are an important way the rising

generations are making new connections and keeping in touch with peers (Thelwall, 2010).
Microbiodome harness this recent trend, connecting people with the information to make
informed decisions about their health.
Internal & External Context
Microbiodome uses the PESTLE and TECOP analysis tools to identify, understand and
improve stakeholder interactions. The PESTLE analysis typically deals with external
stakeholders. For the clarification of internal stakeholders, the TECOP analysis is used. To
perform the analysis information was gathered from websites and media to compile the data.
Appendix C contains actionable steps to enhance stakeholder engagement derived from the use
of these tools.
The analysis was carried out by first generating a list for all the tools factors. Then they
were ranked by order of importance. For Microbiodome, the social and political factors ranked
highest and their accompanying opportunities and threats were outlined in detail. The SWIFT,
Structured What-If Technique is a supplementary tool used create an action plan to handle
TECOP analysis results.
Stakeholder Engagement and Social License to Operate
To assess the stakeholder engagement questions found in Appendix C were used to
discover internal and external stakeholders. The use of the SWIFT tool and enhance gathering
stakeholder engagement information. The following are the results of the stakeholder analysis for
Microbiodome.
External Stakeholders
1. Government food regulatory agencies- Interest- Ensuring the health of citizens.
2. Processed Food Companies- Interest- Market competitor.

3. Nutritionists/Doctors- Interest- Validate claims made.
4. Better Business Bureaus- Interest- Validation of claims and customer service.
5. Universities Public Health Programs- Interest- Science based information.
Internal Stakeholders
1. Administrative Staff- Interest- Fulfilment of Microbiodome’s mission.
2. Members- Interest- Quality service.
3. Partnering Organizations- Interest- Quality partnership, risking reputation.
4. Investors- Interest- Financial Rewards.
Social License to Operate
Obtaining a Social License to Operate (SLO) is of upmost importance for the long-term
stability of the organization. Key stakeholders need to be won over by the organization, it having
demonstrated that it is in the best interest of stakeholders to allow the company to operate.
Securing the SLO is convincing invested parties that they will be taken care of by the
organization. The biggest obstacle discovered is working with the processed food industry to
gain their support.
Organizational Governance and Leadership
As a core function, organizational governance is a mechanism used by an organization to
make and implement decisions to achieve its objectives (Pojasek, 2017). Governance principals
include: accountability, transparency, ethics, respect for stakeholder interests and human rights,
and adherence to legal and international norms (Pojasek, 2017). Some benefits of the integration
and implementation of governance principles are the prevention of fraudulent activities, and the
ability to demonstrate the commitment fulfill ethical obligations (Pojasek, 2017) for additional
benefits see appendix D. Microbiodome commitment to the accountability is “being responsible

for decisions and activities to the organization’s governance, legal authorities, financial
authorities, and more broadly, the stakeholders” (Pojasek, 2017). Being accountable is essential
in gaining and maintaining trust with stakeholders. Our clients expect us to safeguard their
Personally Identifiable Information (PII). Appendix E details the practical measures taken by
Microbiodome to protect our clients PII.
Code of Conduct and Leadership
A code of conduct is a document used to set standards of behavior that promote a
sustainable culture (Pojasek, 2017). We understand the value of a proven code which is why we
have adopted ISO code of conduct for technical work (see appendix F). The ISO code of conduct
has been reviewed and created by industry leaders to ensure its effectiveness. Key things we like
about it is how it has helped us to clarify our purpose, resolve disputes, and create an
environment where there is respect for differing of options (ISO-Technical, 2016).
Effective leadership is the cornerstone of Microbiomes success in meeting its objectives.
It is essential that leaders can trace all activities back to meeting the company’s objectives. Some
of the traits of our leaders at Microbiome include: reliability, flexibility, the ability to inspire, and
integrity. For a complete list of characteristic traits of leadership at Microbiodome see appendix
G. A mandates purpose is to ensure that in the day-to-day operations of the organization it
understands the advantages of risk management and sustainability and will adopt changes to
integrate these practices into its operations (Pojasek, 2017). Appendix H contains questions
Microbiodome used in the formulation of its mandate and commitments. The organizations
mandate (appendix I) is accompanied with key factors to keep leadership focused on their
commitment to the organizations mandate (appendix J).

Sustainability Policy and Strategy
A sustainability policy outlines who is responsible for sustainability initiatives within the
organization. Policies are to be brief and reflect how the organization is adopting risk
management and sustainability into its operations (Pojasek, 2017). Everyone at Microbiodome
agrees to uphold its sustainability policy and feedback in encouraged to adapt the strategy to our
needs as we grow. Our sustainability policy includes adherence to risk management practices,
continual improvement efforts through Kaizen, and is displayed where everyone can review it.
See appendix K for Microbiodome’s complete sustainability policy. The sustainability strategy is
used to ensure continual improvement and its components are found in appendix L.
Uncertainty Assessment of Opportunities and Threats
Discovering key opportunities and threats is crucial for a company’s success. Sense
making is a useful tool used to monitor changes in a company’s environment “it seeks to make
sense of what is happening out there, why it is taking place, and what it means” (Pojasek, 2017).
For a sample of questions and outline used in sense making see appendix M. Uncertainty
analysis information was used to create a table that measures the consequences and likelihood of
major opportunities and threats (see appendix N). Risks and opportunities are leverage points to
safe guard a company and which allow it to excel when handled efficiently. Appendix N also
contains Microbiodome’s risk matrix, with a graphic visualization scoring the key threats and
opportunities. An uncertainty evaluation is used to counterbalance high priority threats by using
strong opportunities. The uncertainty evaluation process for threats and opportunities is outlined
in appendix O. Microbiodome’s uncertainty analysis is in appendix P. The effectiveness of the
uncertainty evaluation can be gauged by criteria found in appendix Q. The monitoring and
review of processes ensures that resources are being used in a most efficient manner. Appendix R

contains the review process leadership uses to measure the effectiveness of the management of
uncertainties.
Sustainable Process and Operations
To ensure quality service to our clients, we protect their personal information and provide
them with the latest technology to be able to interact with our virtual community. This requires
sustainable processes in place. A “Process” can be defined as a “set of interrelated or interacting
activities, which transforms inputs into outputs” (ISO-9000, 2008). A process approach
maximizes efficiencies by efficient use of inputs in obtaining quality outputs. Microbiodome
uses the process approach outlined in ISO 9000: Guidance on the Concept and Use of the
Process Approach for management systems. The process approach links departments to create
efficiencies (see appendix S).
The process approach implementation structure used by Microbiodome is found in
appendix T. The structure includes Plan-Do-Check-Act (PDCA) methodology for continual
improvement to ensure stakeholder input is imbedded into our processes. Other process tools
used are the turtle diagram, which is used to evaluate a single process, and the value chain
diagram that combines the organizational process with functional areas (Pojasek, 2017) for
visuals (see appendix U).
Microbiodome places a high priority in resource management due to financial incentives
and its ability to motivate workers. The competitiveness of our service depends on our ability to
adapt to changes in technology and address the change in needs of our customers. Our resource
management policy is located in appendix W. To manage resources properly effective processes,
efficient operations, and an efficient strategy are used (for details see appendix X). The proper
handling of these resources determines the going concern of the organization.

People in Organizational Sustainability
Social media platforms help individuals connect with each other throughout the world by
sharing, audio, visual and text. These different modes of communication allow us at
Microbiodome to enhance the richness of our customers interactions through strategic planning.
At Microbiodome we believe that ethical practices play a fundamental role in our long-
term success as an organization. To protect our image, we have embedded ethics into all our
interactions as an organization. We have accomplished this by adopting ISO’s Code of ethics
which is detailed in appendix Y. Due process, transparency, openness, and impartiality are key
components of our code of ethics.
The need for ethics is interconnected with the need to develop trust within the
organization. At Microbiodome we believe “trust is one of the most important ways in which one
can give moral support to another” (Horsburgh, 1950). Behaviors that promote trust include,
engagement, honesty, fairness, respect, and integrity (Pojasek, 2017). See appendix Z for our
policy that promotes trust within the organization. We believe that the level of trust that exists
within our organization is the determining factor of the level of confidence and commitment
employees demonstrate to our organization. By establishing the policy on trust at Microbiodome
we have designed a safe environment where respect and fairness flourish.
Scoping the Monitoring and Measurement Process
Microbiodome is committed to measuring and monitoring Key Performance Indicators
(KPIs) to provide the best value possible for key stakeholders. Each KPI monitored is linked to
strategic goals to ensure that our activities are helping us accomplish our strategic objectives. To
properly monitor and measure processes it is imperative that norms are established to determine
what information is to be gathered and a review process established to monitor its effectiveness

and make improvements (Pojasek, 2017). The monitoring and measuring process ensures that
our efforts are being placed at leverage points that will create the maximum advancement
possible toward reaching our objectives sustainably.
There are two major organizations that aim to offer guidance on sustainability measuring
and reporting, the International Standards Organization (ISO) and Global Reporting Initiative
(GRI). The GRI provides specific sustainability metrics to measure with a focus on the external
environment whereas ISO does not provide a suggested list for sustainable reporting (Pojasek,
2017). At Microbiodome KPIs emphasized are the monitoring of operations and stakeholder
engagement activities because they are key leverage areas where our decisions have the greatest
impact in the pursuit of our strategic objectives.
Our business works to establish an equilibrium between the earth’s wellbeing and that of
humans. An understanding of our microorganisms and how their diversity is affected by our food
choices, preparations and environmental factors is essential to achieving our mission. The main
KPIs we are tracking measure our success in positively impacting the environment of the earth
and that of the human gut through the consumption of whole foods. Currently, around 60% of
caloric intake comes from highly processed foods (Martínez, 2016) (Poti, Mendez, Wen Ng, &
Popkin, 2015). By helping our clients choose foods that are beneficial for their microorganisms
they will simultaneously be making choices that are healthy for the planet.
Appendix AA lists major KPIs tracked and details the KPI that measures the percentage
of whole foods eaten by our clients. The whole foods index measures what we have discovered
to be a current leverage point in helping our clients reach optimal health. The use of the template
that outlines how we measure KPIs has helped us ensure we are monitoring the correct
indicators.

We use ISOs monitoring and measuring requirements to make certain that are
performance evaluation is effective and efficient (see appendix AB). To ensure that our KPIs are
progressively impactful we have implemented the PDCA model (see appendix T). First, our head
of operations uses the turtle diagram (appendix U) to gather information regarding the KPI.
Insights gathered are processed using the PDCA tool. The template in appendix AA is used as a
final check point. Lastly, results are published weekly, and internal and external information is
gathered to ensure that we are focusing on the correct KPIs to reach our strategic objectives. As
strategic objectives change they are processed in the same manner. Our head of operations is
accountable for the transparency, disclosure and performance of KPIs.
A sustainability indicator that may be of interest to stakeholders is our CO2 emissions
generated from operations. This could include emissions generated from our use of servers,
employees’ commutes and travel, logistics operations etc. This is a topic of interest for internal
and external stakeholders because people are concerned about how their activities are affecting
our planet. By creating a KPI that tracks our CO2 emissions we are better informed to state what
impact our activities are having on the environment.
Sustainability Self-Assessment and Maturity
“Self-assessment is defined as a comprehensive and systematic review of the
organization’s activities and its sustainability performance in relation to its degree of maturity”
(Pojasek, 2017). At Microbiodome we have developed a self-assessment system that monitors
our maturity levels in key areas. Monitoring and measuring are an important aspect that provides
the data for self-assessments that determine maturity levels (Pojasek, 2017).
To prioritize areas in need of improvement and perform a self-assessment a maturity
matrix is used (Pojasek, 2017). Performing the maturity matrices assessment for Microbiodome

revealed a key area for improvement, the need to use of the maturity matrices within the day to
day operations of the organization (see appendix AC). Enhancing the use of the maturity matrices
tool, incorporating it into the management’s dashboard will improve the linkage between the
monitoring and measuring within the organization.
To supplement the maturity matrix a radar plot is used to track and monitor our progress
using the tool. We use the radar plot to determine trends in key elements over time (see appendix
AD). The visualization helps us see trends in our performance. The process used to craft the
maturity matrix and determining factors of its success use is found in appendix AE. Some
benefits derived from the use of these tools are improved engage with external/external
stakeholders, identify areas of improvement, and improved monitoring.

Appendix A
What is the Human Microbiome
Human microbiome, the full array of microorganisms (the microbiota) that live on and in
humans and, more specifically, the collection of microbial genomes that contribute to the broader
genetic portrait, or metagenome, of a human. The genomes that constitute the human microbiome
represent a remarkably diverse array of microorganisms that includes bacteria, archaea (primitive
single-celled organisms), fungi, and even some protozoans and nonliving viruses. Bacteria are by far
the most numerous members of the human microbiome: the bacterial population alone is estimated
at between 75 trillion and 200 trillion individual organisms, while the entire human body consists of
about 50 trillion to 100 trillion somatic (body) cells. The sheer microbial abundance suggests that the
human body is in fact a “supraorganism,” a collection of human and microbial cells and genes and
thus a blend of human and microbial traits.
Most members of the human microbiota benefit humans by providing them with traits that
they would not otherwise possess. Some microorganisms found in the human gut, for instance,
obtain nutrients from ingested food in return for assisting with the breakdown of food or preventing
the colonization of the gut by harmful bacteria. There are, however, many microorganisms in the
human microbiota that are closely related to pathogenic (disease-causing) organisms or are
themselves capable of becoming pathogenic.
Clostridium difficile infection serves as a useful example for illustrating the significance of
the relationship between the human microbiome and health and disease. C. difficile infection, which
is characterized by severe recurrent diarrhea, abdominal cramping, and nausea, occurs most often in
persons who receive a course of antibiotics while in a hospital. Antibiotics kill or inhibit the
reproduction of pathogenic bacteria and in the process cause dramatic changes in normal human
microbial communities, such that previously established colonies may be overtaken by colonies of
different and potentially pathogenic species. In the case of C. difficile, researchers have discovered
that infection can be treated effectively through fecal, or stool, transplantation, in which fecal
material from a healthy person is transferred to the patient, thereby restoring populations of
beneficial gut microbiota.
Scientists studying obesity have detected an increased abundance of Prevotella and Firmicutes
bacteria and of methanogenic (methane-producing) archaea in obese individuals relative to normal-
weight persons and persons who have undergone gastric bypass surgery. Scientists suspect that these
microorganisms are more efficient at harvesting carbohydrates from food than are the types of
microorganisms that dominate the gut flora of normal-weight individuals. The extra nutrients are
then stored in the body as fat.
Ongoing study of the human microbiome is expected to continue to shed light on fundamental
aspects of human physiology and particularly human nutrition. Improved understanding of
nutritional requirements could lead to changes in dietary recommendations and in food production.
In addition, information about the human microbiome could lead to the development of new
diagnostic techniques and treatments for a variety of human diseases, as well as to the development
of industrial products based on substances (e.g., enzymes) that are produced by members of the
human microbiota.
Source (Rogers, 2019)

Appendix B
Microbiodome’s Mission, Objectives and Relational Map
Microbiodome’s overarching objective is to connect people to a powerful network which aims to
promote optimal health. People connect on Microbiodome to enhance our understanding of the
microbiome and its pivotal role in the preservation of humanity.
Strategic Objectives
1. Educational: Convert the often-unfamiliar term “microbiome” into common knowledge
throughout the world.
2. Environmental: Promote the cultivation and processing of food to maximize nutritional
content.
3. Empowerment: Everyone having access to the knowledge, skills, and support needed to
reach optimal health and desired body weight and shape.
4. Cultural Norms: Modify custom of mindfulness practice in preparing and consuming food.
5. Economic: Increase membership to become leader social media platform that people go to
achieve desired health results.
Operational Objectives
The operational objectives for Microbiodome are geared to help staff provide members the
technology needed to achieve objectives within a 3 to 5-year window.
1. Educational: Create educational platform that is accessed by signing in to account.
2. Environmental: Introduce virtual point system for members t`o track their carbon
footprint according to lifestyle choices.
3. Empowerment: Develop technology to provide live visual feedback on how lifestyle
choices are affecting gene expression.

4. Cultural Norms: Modify platform to invoke mindfulness in apps usage, designed to
create experiences when used.
5. Economic: Launch beta membership that is free of charge where members gain access by
filling out surveys.
Functional objectives
The tactical objectives are setup to empower members to use the platform and invite others
to use the platform within a year.
Relationship between objectives and goals in an organization
Source: Pojasek, Robert B. Organizational Risk Management and Sustainability (p. 70). CRC Press.
Kindle Edition.

Appendix C
Microbiome’s PESTLE, TECOP and SWIFT analysis
The following consists of two opportunities and threats developed using the PESTLE and
TECOP analysis tool. PESTLE stands for Political, Economic, Societal, Technological, Legal, and
Environmental factors.
PESTLE analysis - external factors
Social – lifestyle choice – opportunities
Increased awareness of how our food choices affect health. A community network can help
individuals make desired changes that are not the social norm. Actionable step to improve
stakeholder engagement-Creation of new social norms through social network engagement.
Social – branding – threat
Consumers are influenced by taste, smell, and presentation. Often, these choices are designed
to please the senses and not designed with nutritional content in mind. Branding plays a significant
factor in the amount of food children eat and the type of food they eat (Kellerab, et al., 2012).
Actionable step to improve stakeholder engagement-Reach out to food industry to influence
branding in a positive way so nutritional content can play a central role.
Political – government regulations/recommendations – opportunities
The greatest way to influence dietary change is through government regulations and
recommendations. It acts as a double-edged sword. Actionable step to improve stakeholder
engagement-Educate policy makers about the powerful influence food plays on the microbiome.
Political – government regulations/recommendations – threats

Lack of transparency of interactions between government and private sector create risks that
are not properly managed (Mozaffarian, Angell, Lang, & Rivera, 2018). Actionable step to
improve stakeholder engagement- Educate policy makers about the true costs of poor-quality food.
Guide for idea generation in use of PESTLE analysis tool.
Source: Week 2 Discussion Context PowerPoint HES Course ENVR E-105 (Pojasek, 2018).
TECOP factors include Technical, Economic, Commercial, Organizational, and Politico
Societal
TECOP Analysis – internal
Organizational – Multidisciplinary team – opportunity
The use of “biochemical, anthropometric, physical, and dietary data” is utilized best in a
multidisciplinary team including pharmacists, physicians, RNs, and nutritionists (Medicine, 2000).
Actionable step to improve stakeholder engagement-Have disciplinary team regularly share how
each player is helping to fulfilling the company’s vision and mission and receive constructive
feedback from peers.

Organizational – Multidisciplinary team – threat
A breakdown in the multidisciplinary team can jeopardize the quality of the service.
Actionable step to improve stakeholder engagement-Employment perks based upon customer
satisfaction results.
Technical – Use of AI – opportunity
The use of artificial intelligence has tremendous potential to help us understand how our food
choices affect our health. As humans, we have the tendency to seek momentary pleasures. Being
able to visualize how our food choices affect our health has a huge potential to change behaviors.
Actionable step to improve stakeholder engagement-Set up beta sites to gauge which
visualization tools enhance customer experience.
Technical – Quality of data – threat
It is difficult to gauge the quality of data participants offer. When reporting dietary
information, people tend to report more favorable responses. Actionable step to improve
stakeholder engagement-Reward system for verifiable customer data.
Guide for idea generation in use of TECOP analysis tool.
Source: Week 2 Discussion Context PowerPoint HES Course ENVR E-105 (Pojasek, 2018).

SWIFT analysis process used by the organization for a deeper dive into TECOP analysis results.
The general process is as follows:
a) Before the study commences, the facilitator prepares a suitable prompt list of words or
phrases that may be based on a standard set or be created to enable a comprehensive
review of hazards or risks.
b) At the workshop the external and internal context of the item, system, change or situation
and the scope of the study are discussed and agreed.
c) The facilitator asks the participants to raise and discuss:
– known risks and hazards;
– previous experience and incidents;
– known and existing controls and safeguards;
– regulatory requirements and constraints.
d) Discussion is facilitated by creating a question using a ‘what-if’ phrase and a prompt word
or subject. The ‘what-if’ phrases to be used are “what if…”, “what would happen if…”,
“could someone or something…”, “has anyone or anything ever….” The intent is to
stimulate the study team into exploring potential scenarios, their causes and
consequences and impacts.
e) Risks are summarized and the team considers controls in place.
f) The description of the risk, its causes, consequences and expected controls are confirmed
with the team and recorded.
g) The team considers whether the controls are adequate and effective and agree a
statement of risk control effectiveness. If this is less than satisfactory, the team further
considers risk treatment tasks and potential controls are defined.
h) During this discussion further ‘what-if’ questions are posed to identify further risks.
i) The facilitator uses the prompt list to monitor the discussion and to suggest additional
issues and scenarios for the team to discuss.
j) It is normal to use a qualitative or semi-quantitative risk assessment method to rank the
actions created in terms of priority. This risk assessment is normally conducted by taking
into account the existing controls and their effectiveness.
B.9.5 Outputs
Outputs include a risk register with risk-ranked actions or tasks. These tasks can then
become the basis for a treatment plan.
Source (IEC-31010, 2009).

Appendix D
Microbiome’s Stakeholder Engagement
Questions used to identify stakeholders beyond operations:
•To what organizations are there legal obligations?
•Who might be positively or negatively affected by activities, processes, decisions, products, and
services?
•Who might express concerns about these activities, processes, decisions, products, and services?
•What involvement have other organizations or individuals had in the past when similar concerns
needed to be addressed?
•Typically, who helps the stakeholder organization address specific consequences?
•Which stakeholders can affect the ability of an organization to meet its responsibilities?
•Who would be disadvantaged if excluded from engagement?
Pojasek, Robert B. Organizational Risk Management and Sustainability (p. 92). CRC Press. Kindle
Edition.

Appendix D
Benefits derived from the integration and implementation of Governance Principles
•Enhance organizational effectiveness and performance
•Understand and manage uncertainties to minimize the threats and maximize the
opportunities
•Enhance the competitiveness of the organization in the local community
•Strengthen confidence of other organizations when a relationship is formed
•Enhance the public reputation of an organization through enhanced transparency and
accountability
•Allow organizations to demonstrate how they are monitoring their ethical obligations
•Provide a mechanism for benchmarking the degree of organizational accountability
with other organizations in the community
•Assist in the prevention and detection of fraudulent, dishonest, or unethical behavior
Pojasek, Robert B. Organizational Risk Management and Sustainability (pp. 104-
105). CRC Press. Kindle Edition.

Appendix E
Microbiodome’s Commitment to Accountability
of Personally Identifiable Information (PII)
The processing of PII entails a duty of care and the adoption of concrete and practical
measures for its protection. Adhering to the accountability principle means:
-documenting and communicating as appropriate all privacy-related policies,
procedures and practices;
-assigning to a specified individual within the organization (who might in turn
delegate to others in the organization as appropriate) the task of implementing the
privacy-related policies, procedures and practices;
-when transferring PII to third parties, ensuring that the third party recipient will be
bound to provide an equivalent level of privacy protection through contractual or
other means such as mandatory internal policies (applicable law can contain
additional requirements regarding international data transfers);
-providing suitable training for the personnel of the PII controller who will have
access to PII;
-setting up efficient internal complaint handling and redress procedures for use by PII
principals;
-informing PII principals about privacy breaches that can lead to substantial damage
to them (unless prohibited, e.g., while working with law enforcement) as well as the
measures taken for resolution;
-notifying all relevant privacy stakeholders about privacy breaches as required in
some jurisdictions (e.g., the data protection authorities) and depending on the level of
risk;
-allowing an aggrieved PII principal access to appropriate and effective sanctions
and/or remedies, such as rectification, expungement or restitution if a privacy breach
has occurred; and
-considering procedures for compensation for situations in which it will be difficult or
impossible to bring the natural person’s privacy status back to a position as if nothing
had occurred.
Source: ISO/IEC 29100:2011(E), 5.10 Accountability, pg. 18
Microbiodome’s processes all PII gathered according to directives found in ISO/IEC
29100:2011.

Appendix F
Micobiodome’s Code of Conduct
Source: ISO Code of Conduct for the technical work, 2016, Edition: 1, Page 3.

Appendix G
Leadership traits at Microbiodome
At Microbiodome our leaders can:
•Communicate a clear direction for the organization with a defined strategic focus
•Understand the management of uncertainty to enable achievement of the strategic
objectives of the organization
•Be flexible in adapting and realigning the direction of the organization in light of
changes in the external operating environment
•Recognize that sustainable success relies on continual improvement, innovation, and
learning
•Use knowledge management and sense making to improve the reliability of
decisions at all levels of the organization
•Inspire while creating a culture of engagement, ownership, transparency, and
accountability
•Be the role model for integrity, sustainability, environmental stewardship, social
well-being, and shared value— both internally and in the community— in a manner
that develops, enhances, and protects the organization’ s reputation

Appendix H
Leadership Generating Mandate and Commitments at Microbiodome
Mandate and commitments were derived from answering the following questions:
•How is sustainability embedded in the objectives of the organization, and what goals
and action plans are in place to help ensure success?
•Is the leadership clear about the significant opportunities and threats associated with
the internal and external context and willing to engage with all stakeholders to make
sure the organization can effectively manage the effects of uncertainty?
•Does the leader need to make changes to the prevailing risk attitude that will
facilitate the embedding of sustainability in the organization’ s activities, processes,
and decision making?
•Does the form of the policy that provides for the embedding of risk management and
sustainability support the other policies that direct the way the organization is
operated?
Pojasek, Robert B. Organizational Risk Management and Sustainability (p. 108-109).
CRC Press. Kindle Edition.

Appendix I
Leadership Mandate at Microbiodome
Sustainability is embedded into all operations at Microbiodome through the
implementation of ISO standards in achieving its objectives. Referencing standards in
business development increases the probability of success of Microbiomes initiatives.
To manage uncertainties, opportunities and threats are mapped and continually
monitored to ensure internal and external stakeholders are considered in maintaining
its social license to operate. To manage perceived risk levels leadership continually
reviews and stands accountable to key factors that demonstrate their commitment to
the organizations mandate. Policies are adapted by ISO standards to ensure that risk
management and sustainability policy is embedded into the organization.

Appendix J
Key Factors for Leadership Mandate at Microbiome
Key factors to keep leadership focused on their commitment to the organizations
mandate:
•Making sure risk management and sustainability objectives are carefully linked to
the objectives derived from the mission statement
•Making it clear that risk management and sustainability is about effectively
delivering the organization’ s strategic objectives with a uniform program of top-
down objectives and a feedback loop of employee goals and action plans
•Ensuring risk management and sustainability activities required by the mandate are
fully integrated into the governance and the organization’ s processes at the strategic,
tactical, and operational levels
•Making the commitment to make the necessary resources available to assist those
accountable and responsible for managing risk and sustainability
•Requiring regular monitoring and measurement on the risk assessment and
sustainability processes to ensure that they remain appropriate and effective
•Monitoring to ensure that the organization has a current and comprehensive
understanding of its opportunities and threats and that they are within the determined
risk criteria
•Initiating corrective actions when threats are deemed to be unacceptable when they
are not able to be offset by the opportunities
•Leading by example
•Reviewing the commitment to the mandate as time, events, decisions, and the
external operating environment conditions create change
Pojasek, Robert B. Organizational Risk Management and Sustainability (p. 109).

Appendix K
Sustainability Policy at Microbiodome
The sustainability policy at Microbiodome touches at the core of what we do. Our
philosophy, that our health and that of the planets is interconnected, leads us to
believe that as we fulfill our mission to enhance humanities microbiome diversity we
simultaneously enhance the biodiversity of the planet.
This policy confirms that sustainability is at the core of what we do. Continual
adherence to this document will assure sustainability is consistently practiced at all
levels of our operations.
Our policy includes the adherence to the following commitments:
• Contributions to sustainability and risk management practices are reviewed
to assure alignment with organizational objectives
• Adhering to legal requirements and regulatory policies
• Partnering with environmental governing agencies
• Continual improvement through use of Kaizen
• Improving the environment through carbon handprints
• Integrating policy principles in external stakeholder interactions
• Encouraging values-based leadership
• Policy visible in the office, shared with entire staff, and revised as needed
Organizational Roles, Responsibilities, and Authorities
Leadership has been assigned the following:
•Ensuring the risk management and sustainability processes are established with
reference or benchmarked to “ best practice” for the organization
•Ensuring that the processes are effectively delivering their intended outcomes
•Reporting on the performance of the risk management and sustainability processes,
on opportunities for improvement, and on the need for change or innovation
•Ensuring the promotion of risk management and sustainability throughout the
organization
•Ensuring the integrity of the risk management and sustainability processes when
changes are planned and implemented in the organization
Pojasek, Robert B. Organizational Risk Management and Sustainability (p. 111). CRC
Press. Kindle Edition.

Appendix L
Sustainable Organizational Strategy at Microbiome
Our organizational strategy is organized in a sustainable fashion to align our internal
environment to the demands of the external environment. The purpose of our
sustainability strategy is to accomplish strategic objectives. Microbiodome adheres to
the following sustainability strategy:
• Strategic objectives are the foundation of the strategy
• Strengths, weaknesses, opportunities and threats (SWOT) analysis tool is used
to scan internal and external environment
• Scenario analysis is performed using the PESTLE and TECOP analysis tools
to account for uncertainties and evaluate priorities
• Core building blocks are:
• Frame into SMART goals
• Sound strategies proved by scenario analysis move to execution process
• Continual improvement-analyze, test, improve, measure, report.
Adopted from Pojasek, Robert B. Organizational Risk Management and
Sustainability (p. 113). CRC Press. Kindle Edition.

Appendix M
Sense Making Questions
•What is the risk assessment and sustainability policy?
•What are the major consequences and outcomes expected?
•What are the financial implications to the organization?
•What are the significant factors in the organization’ s internal and external operating
environment?
•What are the related opportunities and threats?
•Who are the stakeholders associated with the opportunity and threats?
•What problems were identified in previous uncertainty analyses?
•What uncertainty criteria should be established for the analysis?
•What is the best way of structuring the opportunity and threat identification task?
Source: ISO, Risk management— Principles and guidelines, ISO 31000, ISO, Geneva, 2009.

Appendix N
Type of
Risk
Influence Factor Threat
Heat map
ranking
Opportunity
Heat map
ranking
Organizational
Use of a
Multidiciplinary
team to accomplish
mission
A breakdown in the
multidisciplinary team
can jeopardize the
quality of the service.
-13
When working
properly a
multidiciplinary
team will create
synergies
21
Technical
Use of AI and
Quality of Data
It is difficult to gauge
the quality of data
participants offer.
When reporting
dietary information,
people tend to report
more favorable
responses.
-17
The use of artificial
intelligence has
tremendous
potential to help
us understand how
our food choices
affect our health.
23
Social
Branding of Food
Products and
lifestyle Choices
Consumers are
influenced by taste,
smell, and
presentation. Often,
these choices are
designed to please the
senses and not
designed with
nutritional content in
mind.
-23
Increased
awareness of how
our food choices
affect health. A
community
network can help
individuals make
desired changes
that are not the
social norm.
22
Political
Government
Regulations &
Recommendations
Lack of transparency of
interactions between
government and
private sector create
risks that are not
properly managed
(Mozaffarian, Angell,
Lang, & Rivera, 2018)
-25
The greatest way
to influence
dietary change is
through
government
regulations and
recommendations.
22
Internal
TECOP
External
PESTLE
Trivial Minor Moderate Major Extreme Extreme Major Moderate Minor Trivial
Almost
Certain
-11 -16 -20 -23 -25 25 23 20 16 11
Likely -7 -12 -17 -21 -24 24 21 17 12 7
Possible -4 -8 -13 -18 -22 22 18 13 8 4
Unlikely -2 -5 -9 -14 -19 19 14 9 5 2
Rare -1 -3 -6 -10 -15 15 10 6 3 1
Opportunities (Positive)Threats (Negative)

Appendix O
Uncertainty Evaluation Process
The four steps:
1.Eliminate uncertainty: Seek to remove threats or offset the threats with opportunities,
remembering that opportunities have risk associated with them should they not be able to
be exploited successfully.
2.Allocate ownership: Seek to either transfer uncertainty to a third party to share in the
effect of a loss for a fee, or transfer ownership of an opportunity to a third party that can
maximize the benefit with a payment to the organization.
3.Modify exposure: In the management of threats, this is referred to as mitigation, an
attempt to make the likelihood or consequences smaller. When an opportunity is
successfully implemented, it increases its likelihood and consequences on the upside,
thereby avoiding the need to mitigate a threat.
4.Include in the baseline: Opportunities and threats that are not significant as a result of
the uncertainty analysis can be put on a watch list to make sure that nothing is changing to
make them more significant uncertainties. It is important to consider multiple opportunities
and threats that alone would end up in the baseline, but when clustered may need some
other form of response.
Adopted to evaluate threats:
•Avoid: Seek to remove threats to lower or eliminate uncertainty
•Transfer: Allocate ownership to enable effective management of a threat, often using an
insurance company for this purpose
•Mitigate: Reduce the likelihood or consequence of the threat below an acceptable
threshold
•Accept: Recognize residual risks associated with uncertainty and devise ways to control or
monitor them
Adopted to take advantage of opportunities:
•Exploit identified opportunities, removing uncertainty by seeking to make the opportunity
succeed.
•Enhance means increasing its positive likelihood or consequence to maximize the benefit
of the opportunity.
•Share opportunities by passing ownership to a third party best able to manage the
opportunity and maximize the chance of it happening.
•Ignore opportunities included in the baseline, adopting a reactive approach without taking
explicit actions.
Pojasek, Robert B. Organizational Risk Management and Sustainability (pp. 124-126).

Appendix P
Micobiodome’s Uncertainty Evaluation Report
Threats are:
• Avoided by continually monitoring to ensure the company maintains its social
license to operate.
• Transferred to partnering entities that agree to take ownership.
• Mitigated by aligning with organizations that help us be accountable for our
environmental commitments.
• Accepted when the impact to address the problem outweighs the benefits derived
from avoiding it.
Opportunities are:
• Exploited by contracting with experts in the field.
• Enhanced by encouraging stakeholder input.
• Shared with partnering organizations that are better able to address the needs of our
clients.
• Ignored when they are not in alignment with our core values.

Appendix Q
The “A’s” Used to Evaluate the Effectiveness Uncertainty Evaluation
This criterion used for evaluating the effectiveness of an uncertainty evaluation is
appropriate for threats as well as opportunities.
•Appropriate: Correct level of response based on the size of the uncertainty.
•Affordable: The cost-effectiveness of responses should be determined.
•Actionable: Need to identify action timeline since some uncertainty requires immediate
attention, while others can wait.
•Agreed: The consensus and commitment of the stakeholders should be obtained before
creating the response.
•Allocated and accepted: Each response should be owned and accepted to ensure a single
point of responsibility and accountability for implementing the response.

Appendix R
Microbiodome’s Monitoring and Review Process for Uncertainties
To ensure management uses resources effectively the following steps are taken to evaluate
the uncertainty process.
•Ensuring that controls are effective and efficient in both design and operation
•Obtaining further information to improve uncertainty analysis
•Analyzing and learning lessons from events (including near misses), changes, trends,
successes, and failures
•Detecting changes in the external and internal context, including changes to uncertainty
criteria and the risk itself— this may require revision of uncertainty responses and priorities
•Identifying emerging risks that lead to more uncertainty
Pojasek, Robert B. Organizational Risk Management and Sustainability (pp. 126-127). CRC

Appendix S
Visual deplicting benifts of a process approach management system.
Process approach used by Microbiodome
Source: (ISO-9000, 2008)

Appendix T
Microbiodome implements the process approach by:
5.1 Identification of the processes of the organization
5.1.1 Define the purpose of the organization
5.1.2 Define the policies and objectives of the organization
5.1.3 Determine the processes in the organization
5.1.4 Determine the sequence of the processes
5.1.5 Define process ownership
5.1.6 Define process documentation
5.2 Planning the process
5.2.1 Define the activities within the process
5.2.2 Define the monitoring and measurement requirements
5.2.3 Define the resources needed
5.2.4 Verify the process against its planned objectives
5.3 Implementation and measurement of the process
The organization may develop a project for implementation that includes:
 Communication,
 Awareness,
 Training,
 Change management,
 Management involvement,
 Applicable review activities.
Apply the controls, and perform the monitoring and measurements as planned.
5.4 Analysis of the process
Compare the results of process performance information with the defined
requirements of the process, to confirm process effectiveness and efficiency and to
identify any need for corrective action. Report to top management, and other relevant
people in the organization, on the performance of the process, as appropriate.
5.5. Corrective action and improvement of the process
The Plan-Do-Check-Act (PDCA) methodology can be a useful tool to define,
implement and control corrective actions and improvements.
Source (ISO-9000, 2008)

Appendix U
Turdle Diagram for Customer Outreach
With What? Phones, computers, meeting spaces
Inputs: Phone calls, chats and face to face interviews
How much? Contact with at least 3% of clients
With whom: Clients and potential customers
Outputs: Database with customer feedback
What methods? Procedures to collect quality feedback provided
Pojasek, Robert B. Organizational Risk Management and Sustainability (p. 133). CRC Press.
Kindle Edition.

Appendix V
Value Chain Diagram-significant change.
SIPOC analysis for procurement team
Suppliers: Feedback from tech support staff, Sales reps
Inputs: Quantity of customers, server needs, amount of employees
Process: Quotations from at least three suppliers, evaluation team
Outputs: Improved capacity, latest technology
Customers: Microbiodome
Source (Pojasek, 2017) (Adapted from Porter, M.E., Competitive Advantage: Creating and
Sustaining Superior Performance, Free Press, New York, 1985.)

Appendix W
Microbiodome’s Resource Management
Financial drivers for effective resource management include:
•Reducing process, product, and service failures and eliminating materials, waste, and lost
employee time
•Eliminating the costs of compensation associated with any guarantees or warranties, legal
costs (including mediation and litigation costs), and the costs of lost customers, markets,
and reputation
Human resource management strategy includes a suitable work environment that includes
the following structure:
•Maintaining the dependability of the infrastructure needed by the organization
•Ensuring its safety and security
•Providing infrastructure elements needed for products and service provision
•Vigilantly pursuing its efficiency, cost, capacity, and effects on the work environment
•Lowering the impact of the infrastructure and assets on both the work environment and the
natural environment
•Identifying and assessing the opportunities and threats associated with the infrastructure to
make certain that these uncertainties are included in the scan of the internal and external
operating environment, and in the creation of potential contingency plans for dealing with
events that may disrupt the infrastructure
We strive to have the work environment include the following characteristics:
•Opportunities for greater involvement in creating processes that help develop the potential
of people in the organization
•Safety compliance standards
•Ergonomics
•Dealing with stress and other psychological factors
•Location of the organization
•Proper facilities for members or employees
•Maximization of efficiency and minimization of wastes
•Adequate control of heat, humidity, light, and airflow
•Proper hygiene and cleanliness, while diminishing noise, vibration, and pollution
•Access to nature, preferably physically but at least visually
Pojasek, Robert B. Organizational Risk Management and Sustainability (pp. 139-140). CRC

Appendix X
Microbiodome Manages resources through:
Effective Process,
• That contain procedures for uncertainty analysis.
• Through operational controls to minimize waste and maximize customer
satisfaction.
• To continually improve processes that take into consideration customer feedback.
Efficient Operations,
• Using lean manufacturing principles.
• By embedding sustainability into the core of our operations.
• Using ISO processes approach.
Efficacious strategy,
• By adopting a forward-looking strategy.
• Through clear objectives refined by stakeholder engagement.
• By improving decision making by having uncertainty analysis built into
management system.
• Using PESTLE, TECOP and SWAT analysis.
Adopted from: Pojasek, Robert B. Organizational Risk Management and Sustainability (p. 141-

Appendix Y
Code of Ethics at Microbiodome
At Microbiodome we have adopted ISOs code of ethics which entails the following:
It is imperative to conduct activities in an ethical manner that deserves the confidence of all
parties involved in standardization and of the general public.
[We] act in accordance with this Code of ethics and to promote the adherence to the values
of ISO by other organizations and individuals participating in the ISO standardization
system.
[We] are committed to developing globally relevant International Standards by:
Ensuring fair and responsive application to the principles of due process,
transparency, openness, impartiality and voluntary nature of standardization by:
• Organizing national input in a timely and effective manner, taking into
account all relevant interests at a national level;
• Taking appropriate measures to facilitate the participation of customers and
other effected parties from civil society, SMEs and public authorities.
Making [our] best endeavors to contribute to ISO’s consensus-building mechanisms,
coherence and global relevance by:
• Applying ISO’s authorized procedures properly and diligently;
• Preventing conflicts of interest by communicating in a fair and transparent
manner to interested parties when work on new standards is initiated.
In regard to the implementation of ISO International Standards [we] are committed to:
Promoting the implementation of International Standards and other ISO normative
publications effectively to support the dissemination of technology, good practice
and sustainable development, and to reduce barriers to trade;
Contributing to the development of standards and guides for conformity
assessment and promoting their adoption and fair use, in particular as far as
requirements for integrity, objectivity, and impartiality are concerned;
Taking into account the development dimension [we] shall:
Contribute to ISO’s actions to help its members from developing countries
improve their capacity and their participation in international standardization.
Excerpts from (ISO-2004).

Appendix Z
Trust Policy at Microbiodome
We are committed to the following practices that promote trust:
•Engagement: Two-way communication
•Consistent communication: Saying the same thing to all listeners
•Honesty: Telling the truth, even when it is awkward to do so
•Fairness: Maintaining the organization’s policies
•Respect for opinion of others: Active listening to understand needs, ideas, and concerns
•Integrity: Maintaining the company principles, saying what will be done, and doing what
was said
Through adherence to these principals we foster a work environment where everyone’s
voice is heard, and respected, and ethical behaviors are encouraged.
Pojasek, Robert B. Organizational Risk Management and Sustainability (p. 12). CRC Press.
Kindle Edition.

Appendix AA
KPI Priority Areas being Monitored
Educational Environmental Empowerment Cultural Norms Economic
Effectiveness
of educational
outreach –
number of
YouTube views
Sustainable
eating practices
for clients –
percentage of
whole foods
consumed
State of client’s
wellbeing –
Reported
improvement of
wellbeing
Community
gatherings that
promote
mindful eating
– number of
gatherings
worldwide.
Sustain yearly
growth rate –
Increase in
number of
clients
participating
Main KPI Priority Area being Monitored
Strategic Goal: Environmental: Increase customers percentage of whole foods eaten.
Audience /
Access
Entire Team
Key Performance
Question(s):
To what extent are we creating change in the food selection of our
clients?
How will
indicator be used?
The indicator will gauge the impact of our services on our clients eating
choices.
How indicator
will not be used:
The indicator will not be used to pinpoint specific clients, but rather
provide an aggregate measure of our impact.
Indicator Name: Whole Food Index
Data Collection
Method:
Our database of clients.
Assessment /
Formula / Scale
Percentage of whole food calories divided by total caloric intake.
Targets and
Performance
Thresholds
Desired percentage 60% by year end 2020.
Source of Data Clients current data.
Data Collection
Frequency
Weekly
Reporting
Frequency
Weekly
Data Entry Joe Smith – Data Specialist.
Expiry / Revision
Date
Annual revision.
Validating the KPI
How much will it
cost?
Costs are minimal due to the data collection being part of our service
offered.

How complete is
this indicator?
Simple calculation. Easy to understand and monitor progress.
Possible
unintended
consequences
People could gauge whole food intake as more important than a
balanced diet.
Template source: https://www.bernardmarr.com/img/kpi-template.pdf.

Appendix AB
Guidelines for Monitoring and Measuring KPIs at Microbiodome
At Microbiodome we reference ISOs monitoring and measurement requirements to ensure
we are monitoring and measuring critical data for optimal performance in our organization.
We understand that it is not about reaching numbers but continually striving to achieve our
strategic objectives that allows us to be competitive in the market.
Source: ISO 14001:2015

Appendix AC
1 4 9 16 25
Monitoring Inconsistent
Monitoring with
no information
gathering
methods in place.
Monitoring is
carried out
regularly.
Centered on
customer
satisfaction and
expectations. As
needed
adjustments are
made to conform
to regulations.
Improvement
processes
monitored for
effectiveness.
Monitoring
focused on
system
functionalities.
Feedback
gathered from
key stakeholders.
Regulations
complied with
through effective
monitoring.
Automated data
analytics used to
measure
performance
compared to
industry. Third
party stakeholder
feedback is
gathered/monitor
ed. Management
of resources
continually
monitored.
Health trends and
technological
advances actively
monitored.
Economic,
environmental
and social
forecasts
weighted for
potential impact
on business
operations.
LeadIndicatorMeasurement
Low quality and
amount of data
available to
management for
decision-making.
Reliable data for
key indicators
provided to
management.
Focus is on
internal
environment.
Monitoring
system with key
indicators tied to
strategic
objectives
available to
management.
Benchmarking
performed for
improved
performance.
Dashboard
includes key
indicators
progress over
time with
predictive
capabilities. Input
gathered and
monitored from
key stakeholders.
Proven track
record of
predicting trends
for key indicators.
Indicators provide
management
information
needed for
decision-making.
Risk analysis build
into dashboard.
LagIndicatorMeasurement
Low quality and
amount of data
available to
management for
decision-making.
Reliable data for
key indicators
provided to
management.
Focus is on
internal
environment.
Monitoring
system with key
indicators tied to
strategic
objectives
available to
management.
Benchmarking
performed for
improved
performance.
Dashboard
includes key
indicators
progress over
time with
predictive
capabilities. Input
gathered and
monitored from
key stakeholders.
Proven track
record of
predicting trends
for key indicators.
Indicators provide
management
information
needed for
decision-making.
Risk analysis build
into dashboard.
Self-Evaluation
Reactive
environment
some data
collected.
Audit process in
place to monitor
self-evaluation.
Data regularly
collected.
Audit process tied
to key areas for
improvement.
Data collected
and monitored to
contuinually
improve
processes.
Forward thinking
involved in self-
evaluation
process. Tied to
strategic planning
Self -assesments
are tied to each
strategic
objective. Trends
are monitored on
a continually
basis.
MaturityMatrices
Infrequent use of
Maturity
assessments.
Limited about of
information
monitored.
Assessment of
maturity matrices
reviewed
regularly.
Assessments
provide overview
of maturity of
business.
Matrices
addresses key
areas in need of
development
considering
stakeholder
input, internal
and external
factors.
Benchmarking
performed to
improve
processes. All
levels and
departments of
the organization
tied to matrices.
Matrices
incorporated into
management
dashboard to
optimize strategic
planning.
Microbiodome Maturity Matrix
Maturity Level ScoreKey
Element

Appendix AD

Appendix AE
Microbiodome’s Process for Assessing Maturity Matrix
This is the step-by-step process we use at Microbiodome for creating and monitoring our
maturity matrix
1.Define the scope of the self-assessment by deciding what parts of the organization will be
included, along with the documentation of the rationale for the selection. The focus of the
assessment should also be determined and documented.
2.Identify the roles, responsibilities, and authorities of the people that will be involved in
the self-assessment and determine when it will be conducted.
3.Determine how the self-assessment will be conducted. Who will staff the team that will
be used, and will there be a facilitator assigned to provide oversight to the process?
4.Identify the maturity level for each of the organization’ s individual processes. This is
accomplished by comparing what is observed during the assessment with what is listed in
the maturity grids, and by marking the elements that the organization is already applying.
The current maturity level will be the highest maturity level achieved with no preceding
gaps up to that point.
5.Consolidate the results into a report. It should provide a record of progress over time and
can be used to present information both internally and externally.
6.Assess the current performance of the organization’ s processes and operations identifying
the strengths and opportunities for improvement.
The successful use of the maturity matrix is measured with the following factors:
•Engaging with the internal and external stakeholders
•Monitoring changes in the organization’ s internal and external context
•Identifying possible scenarios for improvement and innovation
•Defining and deploying policies and strategies through the leaders
•Matching its strategic objectives with operational and tactical objectives
•Constantly improving its supporting process performance with lead indicators
•Managing the processes, resources, and interactions in the suppliers, inputs, process,
outputs, and customers (SIPOC) level of the value chain model

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