The hospitality industry generates substantial amounts of food waste. Although the issue has been politically recognised, it remains under-researched. Studies are limited in number and restricted in sectoral and geographical coverage. They have attempted to quantify and characterise food waste in hospitality ventures while the managerial approaches to its reduction have not been scrutinised. The coffee shop sub-sector of the hospitality industry has been entirely excluded from analysis. This study examined food waste in UK coffee shops through the managerial lens. While food waste represents a significant challenge, the managerial approaches to its minimisation are conservative and focus on disposal, rather than prevention. Lack of governmental support, imperfect legislation, irresponsible consumer behaviour and restricted internal resources inhibit application of more advanced managerial approaches. To enhance effectiveness of food waste management within the sub-sector, targeted policy interventions designed to strengthen corporate commitments and facilitate pro-environmental changes in consumer behaviour are necessary.

The restaurant sector imposes substantial impacts on the environment and society. A large share of the sector's negative impacts is attributed to irresponsible consumer choice. To enhance sustainability of food service provision, consumer choice ought to be architected to make it more responsible. Restaurant menu can be (re-)designed to inform customers about the environmental and societal implications of their choice and thus 'nudge' selection of more benign food options. This study explores managerial opinions on the role of menu design in shaping more responsible consumer choice. It finds that while restaurateurs acknowledge rising customer awareness about the ramifications of their food choice on personal health and the environment, they are sceptical about the use of menu design as a means to positively affect consumer choice. The lack of internal resources to implement and maintain the required menu changes, inconstant customer demand, organisational and operational complexities represent the key barriers.