Module 10 Homework Assignment M10 – HW1 A 0.90 C h.docx

Module 10 Homework Assignment
M10 – HW1
A 0.90 % C hypereutectoid plain-carbon steel is slowly cooled
form 900oC to a
temperature just slightly above 723oC. Calculate the weight
percent proeutectoid
cementite and austenite present in the steel.
M10 – HW2
What is the normalizing heat treatment for steel? What are some
of its purposes?
M10 – HW3
Describe the tempering process for a plain-carbon steel.
M10 – HW4
What are the advantages of the austempering process? What are
the disadvantages?

M10 – HW5
What are some of the limitations of plain-carbon steels for
engineering designs?
M10 – HW6
What are the principal alloying elements added to plain-carbon
steels to make low-alloy
steels?
1
Instruction
Conscious Capitalism Consultancy Project
The task of your team is to select a company to assess from the
perspective of being a conscious business. The primary
elements of “conscious capitalism” are: respect for private
property, freedom of contracting, freedom of trade, and rule of
law. The primary elements of “conscious business” are:

· Higher purpose beyond profits (the good, the true, the
beautiful, the heroic)
· Enterprise managed to optimize value for all
interdependent stakeholders
· Conscious leadership to the enterprise and stakeholders
Your task is to assess the business from that perspective and
provide recommendations to senior management as to how the
enterprise could become more of a conscious business.
The structure of your analysis should be developed by the team.
Some of the elements should include:
History
Higher Purpose
Core Values
System
Stakeholders -split
Conscious Leaders
Culture
Is there any evidence that the purpose or system has co-evolved
or changed over time?
When they started donating, how it came about
-history of conscious capitalism
- panera is committed to serving and sourcing high quality
ingredients
- how their values have changed
- if thye have had contriversy around concsious capitalism
Ecoli break out?
· Does the company have a higher purpose? How do you
know? Is it related to the True, the Good, the Beautiful, or the
Heroic?
4 tenants of concsious capitalism

· What are the core values of the company? Have they
changed over time?
o How were they developed? Were stakeholders involved?
· Describe the system in as much detail as possible – that is,
the specific stakeholders and how they fit into a synergistic
system. Does the company prioritize any stakeholders?
· How are stakeholders involved and treated by the
enterprise, including:
o Customers – e.g. customer feedback, involvement in product
design
o Employees – e.g. range of benefits, 360 feedback
o Investors—e.g. returns and involvement
o Suppliers—e.g. selection, financial support
o Communities—e.g. philanthropy, engagement, global and
local
o Environment—e.g. sustainability strategies
· How does the company develop conscious leaders?
· What are the ways that the company fosters a culture of
conscious business?
CC Project Assessment Guidance and Criteria
The Report
As a consultant report, I expect the following:
· Executive summary (see guidelines below)
· Introduction and overview of purpose and structure
· Analysis of the various elements—section headings for
elements
· Recommendations
o Would you recommend any strategies for further
evolution of the enterprise
o Would you recommend any revision to the purpose of
the company?
o Would you recommend any revisions to how the system
of stakeholders is conceived?

§ What would you recommend to increase the satisfaction of
these stakeholders?
· Conclusion

The beginning of the report :
Since the Panera Bread Legacy began in 1981, the company has
certainly changed. Previously known as, Au Bon Pain Company,
today, Panera has 2,024 bakery- cafes across the United States
and Ontario Canada. Since opening multiple bakery- cafes, the
company has begun evolving over time. Panera has steered away
from caring about their billion dollars in revenue a year to
taking a broader approach, giving employees, guests, and host
communities as much business decisions as the shareholders
(http://www.ronshaich.com/pdf/da081bfdb3.pdf). The company
has always been about capitalism according to Michael Simon,
Panera CMO. Mr. Simon states, ““It’s not always formally
stated, but it’s what Panera has always been about,” says CMO
Michael Simon. “How do we infuse more humanity into what we
do? It’s moving beyond our functional benefits, to our values,
beliefs and philosophies”
(http://www.ronshaich.com/pdf/da081bfdb3.pdf).
Panera has a higher purpose in what they do. They are not
just a bekery-café. The company focuses on a kinder capitalism
on four areas, food, setting, customers, and workforce. The
company does good in many ways but one of the biggest ways
they do good in the area of food is through the service they
provide. They are improving health and the quality of their food
at their own expense. The company changed the procedure as to
how their lettuce was harvested and transferred. They spend
more money on their lettuce in order to improve the health

quality for their customers. With this new level of care over the
company’s lettuce, the cost to improve the lettuce would bring
it to about $12 quality salad while before the change they were
only about $8 quality. Instead of raising the price, Panera took
it upon themselves to endure the costs and continue to charge
the neighborhood price of $8. Panera recently updated their
menu, putting out a list of more than 80 items they planned to
eliminate from their menu to keep it healthier, including the
artificial additives. Shaich, the company CEO stated that the
company would not increase prices due to the healthier choices
they are making pertaining to their menu
(http://www.cnbc.com/2015/05/04/these-ingredients-are-
unacceptable-panera-says.html).
When it comes to the true, Panera is a company that fully
represents this idea. They strive for a deeper relationship with
their customers. Panera works to find out what it is they need to
improve on to make their customers happy in order to build an
open and honest relationship and differentiating themselves.
Panera’s founder Ron Shaich, stated “We live in an oversold,
over-hyped, over-commercialized society where people feel
gamed and manipulated. Those [companies] that stand for
something that consumers trust stand in stark contrast to the
more mechanistic model.” They help to give their customer’s
knowledge by giving them recipes or tips from their kitchen
while also offering to set them up with other customers that
enjoy cooking. Panera also puts a high focus on how their
employees are treated. They say that their employees are
expected to be treated by every member of the organization with
just as much respect and kindness as their customers and guests.
This also helps to offer a truthful workforce
(http://www.ronshaich.com/pdf/da081bfdb3.pdf).
When talking about the cultural values of the company,
CEO Shaich said ““Eighteen years later, that’s still our vision,”
Shaich says. “People are always asking me, ‘What’s new and
different for Panera?’ You know what I want to say? ‘Nothing.
We’re doing the same thing. We just want it to be better.’” This

is why Panera is a heroic company
(http://www.ronshaich.com/pdf/da081bfdb3.pdf). They want to
do what is right and keep evolving as the world does. By doing
this, they are doing what is right and necessary while helping to
improve the world at the same time. Panera started a Day- End
Dough- Nation Program where they give all of their leftover
baked goods to people in need. They are committed to selling
only freshly baked breads and for that reason, they do not let
their products sit on the shelf for more than one day. They
package up all perishable items and give them to different
charity organizations in need. Instead of just throwing the
products away, which would take much less time and energy
than packaging the food up, the company takes the extra time to
get their goods together and ready to move out of the store. The
employees at Panera say it makes them feel good, almost like a
hero themselves to help out those in need. Some companies sell
their old products the next day at a discounted price, but Panera
doesn’t care about the money. They would rather take the price
cut and help others (https://www.panerabread.com/en-
us/articles/day-end-dough-nation.html).
By caring so much, and doing what they can to help,
Panera is considered a beautiful corporation. They have strived
hard to get their Panera Cares program up and running. It all
started with what Panera called a beautiful question. They asked
“What does the world need most and what are we able to
provide” (http://amorebeautifulquestion.com/place-where-
questions-bakedin/)? They have leftover bread and baked goods
and have been a big contributor to community food pantries.
Panera did not stop there though, they wanted to know what else
they could do. They now have multiple Panera Cares programs
around the world serving over a million people
(http://amorebeautifulquestion.com/place-where-questions-
bakedin/). They are taking care of people and doing beautiful
things. Along with providing those in need with assistance,
Panera offers what many consider a beautiful atmosphere at
their different stores. They offer a calming, welcoming and

comfortable atmosphere with free Wifi
(https://www.panerabread.com/en-us/our-beliefs/who-we-
are.html).
When it comes to the core values of Panera, they have
evolved over time but they have never fully changed their
beliefs. Shaich said, “Good strategy is continually changing.
Strategy begins with where we think the world is going”
(http://www.businessinsider.com/panera-bread-founder-ron-
shaich-on-growth-strategies-2014-11). Panera’s core values
include serving food they would serve to their own families,
giving back to the community, helping families, creating a
diverse workplace, and associate groups and networks. Panera
has used more and more conscious capitalism tactics over the
years to help make it a better company overall
(http://www.ronshaich.com/pdf/da081bfdb3.pdf). Over the years
the company has added more opportunities for them to give
back as a company. They have added different programs they do
to their values as the years have gone on. Their Day-End
Dough-Nation and Panera Gives have made significant changes
and many improvements throughout communities since the
company was formed in 1981. Panera donates their baked goods
and or certificates to local nonprofit organizations running
different fundraisers. Ultimately, by continuing to grow as our
society grows, Panera is and will continue to stay a frontrunner
when it comes to their conscious capitalism, after all they are a
values- driven powerhouse.
Panera was developed in 1981 by two men, Louis Kane and
Ron Shaich, with a vision to start a bakery- café chain. They
grew along the east coast and began spreading like wild fire
(https://www.panerabread.com/en-us/company/about-
panera/our-history.html). Once the company had established
themselves as one of the leading brands in bakery- cafes in the
nation, they began doing more for the community. They
developed their company based on conscious capitalism,
without even knowing those words
(http://www.ronshaich.com/pdf/da081bfdb3.pdf). When talking

about shareholders, Panera bread certainly has their fair share.
“You often hear CEOs say that their first obligation is to their
shareholders. I agree, but shareholders are served best when
CEOs focus on serving the range of stakeholders involved in a
company first,”Mr. Shaich stated. Mr. Shaich also talks about
the importance of taking care of your stakeholders and they will
take care of you. Customers, employees, investors, suppliers
and the community all play such significant roles as
stakeholders (http://www.ronshaich.com/pdf/da081bfdb3.pdf).
https://www.panerabread.com/en-us/our-beliefs/who-we-
are.html
https://www.panerabread.com/en-us/articles/day-end-dough-
nation.html
https://www.panerabread.com/en-us/error-page/404.html
http://amorebeautifulquestion.com/place-where-questions-
bakedin/
http://kevinkauzlaric.com/conscious-capitalism-book-review/
http://www.ronshaich.com/pdf/da081bfdb3.pdf
http://www.cnbc.com/2015/05/04/these-ingredients-are-
unacceptable-panera-says.html
http://www.businessinsider.com/panera-bread-founder-ron-
shaich-on-growth-strategies-2014-11
https://www.panerabread.com/en-us/company/about-panera/our-
history.html
Molly’s part ends:
Panera Bread’s System
Responsibility Strategy
Panera Bread operates based on a responsibility strategy which
includes four pillars, craveable food, ally for wellness, everyday
oasis, and relationships and warmth (see Appendix A). “In our
opinion, good food has flavor and flair; it is well-crafted and
curated, with nutritious ingredients; it is clean and simple; and
it meets our quality and safety standards” ().
In order to make food that their customers crave, Panera values
a respect for food and the craft of food, assure that the
nutritional qualities are seen and appreciated and maintain high

standards of quality and safety. Panera values the health of their
customers and they understand that a healthy diet should be
balanced and include nutrient-dense foods and they make a
conscious effort to source and serve healthy choices of the
highest quality. “As we look to the future, our goal is to
establish a group of external expert advisors who can provide
insights and perspective on our menu offerings, nutritional
challenges, emerging issues and stakeholder expectations” ().
Panera Bread puts a high priority on the quality and safety of
the food they provide. One of the various practices that Panera
utilizes is the use of eggs that are pasteurized in-shell because it
eliminates salmonella bacteria. Panera has set a goal to ensure
that all of their major vendors are certified by the Global Food
Safety Initiative, currently, 92 percent of their vendors are GFSI
certified or in the process. Panera puts a strong emphasis on
providing high quality and safe food to their customers as well
as healthy food to help foster a healthier community nation-
wide.
Panera makes an effort to be an ally that empowers and enables
their guests to choose their own path of wellness. In 2014,
Panera announced their Food Policy which outlines their
commitment to remove all artificial colors, sweeteners, flavors
and preservatives from our food menu items in all U.S. Panera
bakery-cafes by the end of 2016. In November 2015, Panera
published a graphic visualizing their use of safe and sustainable
food (see Appendix B). Panera Bread’s commitments addressed
in their food policy are outlined below:
To us, it’s all about trust. To that end, we carefully evaluate
ingredients and menu items against three core areas:
· Clean Ingredients: We are advocates for clean food. We’re
committed to sourcing and serving high quality ingredients
without artificial additives including added MSG, artificial
trans fats, and ingredients we don’t believe need to be in your
food.
· Transparent Menu: Our menu is diverse. We’re committed to
transparency to empower guests to choose how they want to eat.

· Positive Impact: We are committed to making a positive
impact on our food system. We believe guests deserve to know
not only what is in their food, but where it comes from and how
companies are impacting the food system.
As the population grows and climate change becomes a more
concerning issue, Panera has put a large focus on sustainable
agriculture. They work with suppliers, farmers and fishermen to
provide traceability to the source, and are actively involved in
ensuring quality, taste and freshness. With stores located all
over the country, it is impossible to source locally. Instead,
Panera sources their core ingredients from ideal growing
regions mostly within North America. In addition, Panera Bread
committed to adopting and implementing new sustainable palm
oil sourcing standards throughout their supply chain. As an ally
for wellness, Panera believes that their guests deserve to know
not only what is in their food, but where it comes from and how
companies are impacting the food system.
“When it comes to cultivating an everyday oasis, our
priorities are delivering an engaging guest experience, ensuring
the guest experience is safe and secure and improving the
sustainability of our operations” (). Everything Panera does as a
corporation revolves around the 7.8 million customers that they
serve each week. Their customers are prioritized as
stakeholders. Panera views each customer interaction as an
opportunity to deliver a quality experience in order to
strengthen the trust of their guests. Panera Bread wants their
guests to feel comfortable and at home when they are in our
bakery-cafes as well as when they are utilizing their online
platforms. Ensuring their guests safety and security is
prioritized. Staff members are constantly on the look out for
potential safety risks and ways to mitigate them. “With 925
company-owned bakery-cafes in 2014, 22 FDFs with
distribution networks throughout the U.S. and Ontario, and
three support centers, we recognize that our operational
footprint has an impact on the environment” (). Panera works to
better understand and measure their impact in order to establish

the right goals, targets and strategies aimed at reducing or
mitigating their most significant effects. All these actions are
aimed at providing a better experience for their customers and
to have a positive impact on the communities they are located
in.
Panera Breads cultural values include: “No Jerks”:
fostering relationships based on respect and honesty, “Rule #1”:
forming a connection through authenticity and service, “No
Shortcuts”: getting the tough stuff done with optimism and
mastery and “Profit Drives Possibilities”: driving profit to
sustain the growth of our concept and our people. In order to
create a culture that is aligned with their values, Panera strives
to create a warm, rewarding and inclusive workplace, spread
warmth in our communities and build stakeholder relationships
based on trust.
Panera Cares Community Cafes
Since opening in 2010, Panera Cares Community Cafes
serve an average of 1 million guests each year. This donate-
what-you-can model is based on the concept of shared
responsibility, visitors are asked to donate any amount for their
meal. It is estimated that 60 percent of guests leave the
suggested donation amount, about 20 percent of guests pay it
forward with an additional donation and the remaining 20
percent donate what they can. The nonprofit venture is operated
by the Panera Bread Foundation and includes four community
cafes located in Clayton, Mo., Boston, Mass.; Dearborn, Mich.;
and Portland, Ore. The Panera Cares Community Cafes are
designed to help raise awareness about the pervasive problem of
food insecurity in our country. In addition, the cafes provide
job training programs to address the need for economic
opportunity in these communities and for long-term solutions to
food insecurity through job skills.
Day-End Dough-Nation
At the end of each day, Panera bakery-cafes donate the
unsold baked goods to organizations that provide hunger relief
in their local communities. Donation partners are required to be

a 501(c)(3) charitable organization, or a tax-exempt church or
religious organization or public school, serving those who are
food insecure. Panera partner organizations include Food for
Thought Outreach and Craine House. In 2014, Panera bakery-
cafes donated a retail value of approximately $100 million
worth of unsold baked goods to those in need. Panera Bread
values the communities that they are placed in and utilize the
business they provide to assist these communities.
Panera Bread’s Stakeholders
“To build trusting relationships with our stakeholders, we focus
on three key areas: business integrity and ethics, governance
and stakeholder engagement” (). Panera Bread’s business
integrity and ethics are formalized via their Standards of
Business Conduct and provide a framework to support their core
beliefs about the right way to do business. Their governance,
overseen by their Board of Directors, ensures that they operate
in ways that meet the expectations of stakeholders. Stakeholder
engagement allows Panera to gather feedback from all
stakeholders, understand and reach alignment on important
issues, and build lasting relationships. Panera Bread believes
that the relationships created with their guests are most
important, making the customers the most valued stakeholder.
Customers
Employers
Investors
Suppliers
Communities
“At Panera Bread®, we believe we’re more than a restaurant;
we’re a member of each and every community we serve. As a
member of your community, it's important to us that we do what
we can to support you” (PaneraBread.com). Panera Bread makes
an effort to benefit the community in many ways beyond Day-
End Dough-Nation, where unsold breads, pastries and bagels are
donated to local charities, and Panera Cares Cafes, the non-
profit venture launched in 2010 with the objective of feeding
anyone who needs a meal. “Giving back to our communities is

something we are passionate about, and we’re especially
passionate about helping to feed those in need with high-
quality, nutritious food” ().
Panera Cares Community Breadbox is another one of Panera’s
initiatives to support hungry individuals in our country.
Through Panera’s relationship with Feeding America
participating member food banks are able to provide Panera
soup to local food pantries. The program is supported by cash
donations, half of which support to production of Panera soup
and the other half which supports Feeding America food banks
in their path to serving quality, nutritious food. “In 2014,
donations raised through Community Breadbox provided 1.7
million meals to clients served by Feeding America food banks”
(). While, Panera Bread focuses mainly on providing food to
those that need it, they do many other things to help the
community.
Organizations that are looking to raise money are able to set a
date with their local Panera location and for one evening, the
organization can receive a portion of the sales received from
their supporters. This is a successful way to raise money for a
school, nonprofit or community organization. “More than 1,900
fundraising nights were held in 2014, yielding more than
$187,000 in funds donated back to these worthy organizations”
(). Panera also makes an effort to donate “Bread-for-A-Year”
and “Bagels-For-A-Year” certificates to organizations for them
to auction off at their own fundraisers.
In an interview with _____, Panera CEO Ron Shaich spoke of
the corporation’s relationship with the community.
Traditionally, “our higher purpose was very simple: To make a
difference in the lives of our guests and our people,” says
Shaich. “Profit is not the end, but it is a byproduct.” Overall,
Panera believes that the “dollars-and-cents cost of any initiative
is a lesser priority than its effect on guests and employees”
(article).
Environment
Panera’s Conscious Leaders

Panera’s Culture of Conscious Business

Module 10 Homework Assignment M10 – HW1 A 0.90 C h.docx

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