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Environmentally Challenges; Sustainable Work Practices; Implement and Monitor our planet earth.

Environmentally Challenges; Sustainable Work Practices; Implement and Monitor our planet earth.

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  • 1. Implement and Monitor EnvironmentallySustainable Work Practices By Software Publications Writing Team ISBN: 1-74123-950-8 BSBSUS301A WATER MATTERS
  • 2. Business Services Training BSBSUS301AUnit of Competency Implement and monitor environmentally sustainable work practices This unit describes the performance outcomes, skills and knowledge required to effectively analyse the workplace in relation to environmentally sustainable work practicesUnit Descriptor and to implement improvements and monitor their effectiveness. This unit requires the ability to access industry information, applicable legislative and occupational health and safety (OHS) guidelines.Employability Skills This unit contains employability skills.Pre-requisite Units Nil This unit applies to those with responsibility for a specific WATER MATTERS area of work or who lead a work group or team. It addresses the knowledge, processes and techniques necessary to implement and monitor environmentally sustainable work practices, including the development of processes and tools, such as: • identifying areas for improvement • developing plans to make improvementsApplication of the Unit • implementing and monitoring improvements in environmental performance A person who demonstrates competence in this unit must be able to provide evidence of the ability to implement and monitor integrated environmental and resource efficiency management policies and procedures within an organisation. Evidence must be strictly relevant to the particular workplace role.Competency Field No sector assigned
  • 3. Implement and monitor environmentally sustainable work practicesThis book supports BSBSUS301A, Implement and monitor environmentally sustainable work practices in theBusiness Services Training Package.© Copyright Software Publications Pty Ltd, January 2009Editors: Sandra Griffith & Lloyd JonesISBN 1-74123-950-8DisclaimerAll rights reserved. No part of this publication may be reproduced or transmitted in any form or by anymeans, electronic or mechanical, including photocopying, scanning, recording, or any information storageand retrieval system, without perm ission in writing from the publisher, Software Publications Pty Ltd . Nopatent liability is assumed with respect to the use of the information contained herein . While everyprecaution has been taken in the preparation of this book, the publisher and the authors assume noresponsibility for errors or omissions . Neither is any liability assumed for damages resulting from the useof the information contained herein . These learning materials have been prepared for use as part of astructured vocational education and training course and should only be used within that context. Theinformation contained herein was correct at the time of preparation. Legislation and case law is subjectto change and readers need to inform themselves of the current law at the time of reading.Publishers- Software Publications Pty Ltd {ABN 75 078 026 150)Head office- Sydney WATER MATTERSUnit 10, 171 Gibbes StreetChatswood NSW 2067Phone : (02) 9882 1000Fax (02) 9882 1800Australia Toll Free NumbersPhone : 1800146542Fax : 1 800 146 539Web addresswww.softwarepublications.com.auPublished and printed in AustraliaThe paper used in producing this work book is produced from Elemental Chlorine Free (ECF) pulpand is fully recyclable, which helps reduce landfill.
  • 4. Table of ContentsTable of ContentsWorkbook introduction ............................................................................................................................................... 1 How to use this Workbook .. ................ ........ ... .. ........ .......... ........ ...... ...... .... ................ ..... ...... ..... ....... ....... ....... .......... ........ ....... 1 Notes for teachers and trainers .. ....... .. ..... ........ ........ ....................... ... .. ..... .... .. .......... .... ....... ............ .. ....... ..... ...................... ... 1 Participant assessment ... ........... .. ....... ....... .............. ....... .... .... .. ..... .... .. .. .... .. ............. .... .... .. ..... ......... ............... ........ ........ ........ 1 Tasks ......... ...... ................ ........ ....... .. ........ ... .. .... ........ .... ..... .. ..... ........... ......... ....... .... ......................................................... .. ..... 1Performance Criteria ................................................................................................................................................... 3 Unit Competencies ... .. .................... ... ............ .................. ................................. .............. ............ ....... .. ............. .............. .... ...... 3 Required Skills and Knowledge .............. ... .. ........ ............................ ......... ... ... ........ ........ .. .. ...... ... ........... .................. ... .. ........ ... 5 Range Statement .. ....................... ........... .......... ... .. .. ..... ....... ..... .. ........ ................. ........... .. ..... ...... ......................... ......... ....... .. .. 6 Evidence Guide .............. ................ ... ............. ........ .................. .. ...... .. ... ................ ............ .. ........ ... ................... ............ .. ......... 81 Investigate current practices in relation to resource usage .................................................................................. 11 1.1 Environmental regulations .............. .... ..... ...... ......................... ..... ..... .. ... .. .. ..... .......... ................................ ................. 12 1.2 Procedures for assessing compliance .. ........... .......... .... .... .... .. .. ...................... ..... .. ............. ....... ..... ......... ..... .......... .... 18 Commonwealth laws ...... .............. .... .. ........ ................ .. ................. .................. ...... .. .......... .............. ... ........ ... .. .. ...... .. ........ .... 20 States and Territories ........ .. .... ...................................................... .............. .... ... .... ... ... ... ... ... .. ....... ..... ... ... ......... .... .... ............ 21 Local government ........................ ...... ........ ..... .......... ....... .. ..... ................ ........ .... ... ........... ..... ................. .......... ..... .. .......... .... 22 1.3 Collect relevant information for the workgroup ... ...... ...... ... ...... ......... ......... ... .......... ............ .... ......... .. .............. ........ 27 Researching resources systems and procedures .. ........ .......... ................... ........ ... ..... ............. ....... .................................... ... . 27 1.4 Provide information and advice for improvement opportunities .... ...... ................ .................... ... .. .......................... 33 How Environmental Management plans are created ....................... ........ ........... .. ...................... ............ .............................. 33 WATER MATTERS Operational advice and reporting procedures ........... .............. .. ... .... .... ...... ........ .... ... ................................................... ...... ... 37 1.5 Measuring resource usage ... ......... .... ........ .... .......... ........ ................ ........ .... ........ .... .... .. ....... ................... .................... 39 Energy ................................................. ........ ................ ..... ... ........ ....... ........... ............ ........ .... ............... ........ ..... ............. .. ...... 41 Water ........ ...... .......... ..... ... ... ..... ... ....... ... ..................... ..... ... ...... ..... ............... ..... ..... .. ..... .. ... ... ... ..... ... .. ..... ...... ............ ... .. ... .... 42 Waste ......... ..... .................................................... ......... .. ..... ............. .. ... ........... .. ....... .. ....... ........................... .. ........... ....... .. .. . 43 Employee resources usage .. .. .... ........ ....... .... .............. .. ... ....... ................. .. ..... ..... ............. ....... ............. .... ........ ................... ... 43 1.6 Purchasing strategies .... ................ .. .............. .......... ..... ................. .... .. ...... .......... ............................... .................... ..... 48 Internal purchasing audit ... .. ......... ... .. .. .... ............... .......... ..... ............ .. ................. ...................... .... .... ..... .......... ..... .. ... ....... ... 48 Externa l research ... ................ ...................... .................... ................ .. .......................... .. ..... .... ............. ................... .... ........... SO 1. 7 Areas for improvement ................. ... ............ ......... .......................... .. .............. .... ......... ....... .. ....... .. .... ... ...... ................ 52 Work process audit ....................... ...... ... ...... ........... .......... .. .. .. ... ... .. ... .. ..................... .. ... ........ . ,... ................. ....... ........ ........ ... 522 Set targets for improvements ............................................................................................................................... 57 2.1 Seek input .................................................................. .............. ........... ..... ..... .... .... ... ..... ............ ............. ..... .. ...... .. ....... 58 Who are your organ isations sta keholders? ... ........ ........ .. ... .... ... .... .. .... .... ............ ..... .................., .. .... .. ....... .... .... ........ ..... ... .. 58 Seeking input or consultation .......... ............................... .,............ .... .. ..... .. ........ ..................... .............. .............. .. ................. 59 2.2 External sources of information and data ..... ..... ............ ........ .................. .... ..... .... .... .. .... ....... .. ........ ... .. .. ....... ...... ...... 62 2.3 Evaluate alternative solutions .......... ..... .............................................. .. ............ .......................... ........ .... .. ................. 65 Practicality of solutions ........ .................. .............. ......... .. ....... ......... ......... ..... .. ............... ... .. ....... .......... .. ........ ........ ..... ........... 65 2.4 Efficiency targets .. .. .......... ..... ..... ... ...... ... ...... ........................ .. .... .......... ... .. .......................... .. ...................... .. .............. 68 Communicating targets ......... .. ...... ............. ...... ....... ..... ........ ................ ...... .. ...... .. ...... ....... ...... .. .............. ... ............ ........ ........ 703 Implement performance management strategies ................................................................................................ 73 3.1 Techniques and tools ........... ......... ..... .................... ..... .. .. .......... ................................ ....................................... ......... .. 74 Documentation .. ... .............................. ......... .................. ............. ............. ..... ....... .... ... .... ........................ ....... .. ....... ....... .... .... 74 Environmental Management Plan .... .. ...... .... .... .... .............. .. ......... ....... ......... .... ........ ... ... ............... ....... .. .... .. ..... .. ...... ........... 76 3.2 Continuous improvement strategies ........ ......... ...... ... .. ......... .. ... ....... ......... ........... ......... ..... .... ........ .......... ... .. .......... .. 82
  • 5. Table of Contents 3.3 Environmental and resource efficiency improvement plans ... ............................. .......................... .... ...... .... .......... .. 88 Implementation strategy ................ ... ..... ..... ..... ........ ................................................... .. .. .......... ... ...... .. .... ...... ...... ..... ..... ....... 88 3.4 Supervise team members ... ...... ................... .. .... ................................ .... .... .... ......... ................. ........... ............ .... ... ... .. 93 Observing and recognising potentia l improvements .................................... .............................. .... ....................................... 93 3.5 Seek suggestions for improvements .................................. .......... ... ............... .. .... ... ......... ..... .. ... ...... ....... .. .. ........ ....... 96 3.6 Costing strategies ...................... .................. ..... .... .... ........................ ..... .. .................................................................... 994 Monitor performance ........................................................................................................................................ 103 4.1 Tools and technology for evaluation and monitoring ................. ........................ ............... ... .... ....... ....... ..... .... ....... 104 Evaluating performance .. .. .................................................. .. ....... .. ....... ... .. .......... .............. .... .. .. ....... ... .......................... .. .. .. 104 4.2 Communicating outcomes .................... ....................... .... .. ............ ............ .. ................ ..... ..... ... .... ... .......... ....... ........ 109 Reports ... ...... .......... .......... .................... .......... ............. ..... ....... .. .... .... ... .. ...... ............. ... ......... ............. ........................ .......... 109 4.3 Evaluate strategies .... .. .... ........ .... .. ....... ....... ............................ ........... ......... ............ .................... ..... ............. .... ...... .. 112 4.4 WATER MATTERS New targets, tools and strategies .... ... ........... .... .......................... .... ................... ................... .. ............ ...... ......... ...... 116 Investigate workplace activities to address any conflicts with new target ............. .. ............. ............. ........... ...................... 116 Monitor and evaluate the performance of the target ..... ......... ....... .......... ......... ... .. .... .. .............. ........ .......... .... .. ..... ........... 118 4.5 Promote successful strategies .. .................................................................. .... ... ..... ........... .... .. .... ..... ... .. ..... ........ ...... 120 Internal promotion ......... ................ ... ........ .......... ..... ................ ............. ....... ... ............................ ......... ......................... ..... .. 1205 Assessment ........................................................................................................................................................ 123 Continuous Assessment against Unit Competencies ........... ....... .......... ........ ..... ......... ....... .... .. ........... ... .......................... 125 Continuous Assessment against Required Skills and Knowledge ..................................................... ..... .......................... 129 Student Assessment Activity .. ..... ........ ... ..... ..... ........ ............... ...... ................................................... .......... .. ..... ... ...... ... .... 133 Student Assessment Submission Form - BSBSUS301A ............. .......... ......... ..... ...... ..... .................. .. .......... ........... ........... 135 Student Declaration ................... .............................. ........... .................. ........................ ... .. ..................... .............. ............... 135 Course Completion Sign-off ........ ............ .......... ........ .................. ...... ...................... ................................................. ... ....... 137 Employability skills matrix .. ... .... ......... .... .. .. .......... .... ...... ... ............. .................................... ...... .... ... ... ......... ...................... 139
  • 6. Workbook introductionWorkbook introductionHow to use this Workbook Using this workbook is simple . Just follow the instructions. This book can be used for self-paced learning or in a class. It is always a good idea to learn with others, as you will get many additional ideas that cannot be covered in a book.Notes for teachers and trainers This course material is structured according to the Performance Criteria for the Unit. Each major heading represents a competency. All tasks under that heading relate to that competency. If the course is followed in its entirety, tasks will have been completed that demonstrate each of the competencies.Participant assessment Teachers can assess participants in two ways : • as continuous assessment, by ensuring all the exercises are completed to a satisfactory level • by requiring a final assessment activity to be completed and submitted WATER MATTERS Resources for both these approaches are provided at the end of this book.Tasks Throughout this learner guide, we suggest tasks for you to complete. In many cases, the output of those tasks will form part of your assessment. Activities As you work through the course you will be asked to research some background issue or gather data in order to do the related exercises or research project. Case Studies Occasionally, you will be asked to complete a case study either alone or as part of a group.BSBSUS301A- Implement and monitor environmentally sustainable work practices Page 1
  • 7. Workbook introduction Role Plays You may also be asked to participate in role-plays. If you are studying alone, will be provided with alternative activities . Research or Extension Activities You may want to find out more about a particular subject. You will have access to extension materials that give you additional information . WATER MATTERS Resource folder You w ill be given gu idance on the type of materials you may wish to collate in a resource folder for use in your workplace . Group Activity You will be asked to discuss things as a group or with others if you are working as part of a class or a group.
  • 8. Performance CriteriaPerformance CriteriaUnit Competencies Competency Element I Performance Criteria I I Performance Criteria describe the required performance needed to demonstrate Elements describe the achievement of the Element. Where bold text is used, further information is essential outcomes of a detailed in the Required Skills and Knowledge and/or Range Statement. unit of competency. Assessment of performance is to be consistent with the Evidence Guide. 1 Investigate current 1.1 Identify environmental regulations applying to the enterprise practices in relation to resource usage 1.2 Analyse procedures for assessing compliance with en vi ron menta 1/su sta inability regulations 1.3 Collect information on environmental and resource efficiency systems and procedures, and provide to the work group where appropriate 1.4 Collect, analyse and organise information from a range of sources to provide information/advice and tools/resources for improvement opportunities 1.5 Measure and document current resource usage of members of the work group WATER and documentMATTERS strategies 1.6 Analyse current purchasing 1.7 Analyse current work processes to access information and data to assist in identifying areas for improvement 2 Set targets for 2.1 Seek input from stakeholders, key personnel and specialists improvements 2.2 Access external sources of information and data as required 2.3 Evaluate alternative solutions to workplace environmental issues 2.4 Set efficiency targets 3 Implement 3.1 Source and use appropriate techniques and tools to assist in achieving performance efficiency targets improvement strategies 3.2 Apply continuous improvement strategies to own work area of responsibility, including ideas and possible solutions to communicate to the work group and management 3.3 Implement and integrate environmental and resource efficiency improvement plans for own work group with other operational activities 3.4 Supervise and support team members to identify possible areas for improved practices and resource efficiency in work area 3.5 Seek suggestions and ideas about environmental and resource efficiency management from stakeholders and act upon where appropriate 3.6 Implement costing strategies to fully value environmental assets
  • 9. Performance Criteria 4 Monitor performance 4 .1 Use and/or develop evaluation and monitoring, tools and technology 4.2 Document and communicate outcomes to report on efficiency targets to key personnel and stakeholders WATER MATTERS 4.3 Evaluate strategies and improvement plans 4.4 Set new efficiency targets, and investigate and apply new tools and strategies 4.5 Promote successful strategies and reward participants where possible
  • 10. Performance CriteriaRequired Skills and Knowl edge This section describes the essential skills and knowledge and their level, required for this unit. These skills • analytical skills to analyse problems, to devise solutions and to reflect on approaches must be taken assessed as part of this unit . analytical skills to analyse problems, to devise solutions and to reflect on approaches taken • change management skills • communication skills to answer questions, clarify and acknowledge suggestions relating to work requirements and efficiency • communication/consultation skills to support information flow from stakeholders to the work group . innovation skills to identify improvements, to apply knowledge about resource use to organisational activities and to develop tools • literacy skills to comprehend documentation, to interpret environmental and energy efficiency requirements, to create tools to measure and monitor improvements and to report outcomes • numeracy skills to analyse data on organisational resource consumption and waste product volumes • planning and organising skills to implement environmental and energy efficiency management polices and procedures relevant to own work area • WATER MATTERS problem-solving skills to devise approaches to improved environmental sustainability and to develop alternative approaches as required • technology skills to operate and shut down equipment; where relevant, to use software systems for recording and filing documentation to measure current usage; and to use word processing and other basic software for interpreting charts, flowcharts, graphs and other visual data and information • supervisory skills to work effectively with a team This knowledge • best practice approaches relevant to own area of responsibility and industry must be • compliance requirements within work area for all relevant environmental/ assessed as part sustainability legislation, regulations and codes of practice including resource of this unit hazards/risks associated with work area, job specifications and procedures • environmental and energy efficiency issues, systems and procedures specific to industry practice • external benchmarks and support for particular benchmarks to be used within organisation, including approaches to improving resource use for work area and expected outcomes • OHS issues and requirements • organisational structure and reporting channels and procedures • quality assurance systems relevant to own work area • strategies to maximise opportunities and to minimise impact relevant to own work area • supply chain procedures
  • 11. Performance CriteriaRange Statement The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Italicised wording in the Performance Criteria is detailed below. Compliance may • meeting relevant laws, by-laws and regulations or best practice or codes of include: practice to support compliance in environmental performance and sustainability at each level as requ ired (such as Environmental Protection or Biodiversity Conservation Act) : • international • Commonwealth • state/territory • industry • organisation Sources may include : • organisation specifications • regulatory sources . relevant stakeholders • resource use Purchasing strategies •WATER suppliers to take up environmental sustainability approaches influencing MATTERS may include: • researching and participating in programs such as a supply chain program to purchase sustainable products Stakeholders, key . individuals and groups both inside and outside the organisation who have personnel and direct or indirect interest in the organisations conduct, actions, products specialists may include: and services, including: • customers • employees at all levels of the organisation • government • investors • local community • other organisations • key personnel within the organisation, and specialists outside the organisation who may have particular technical expertise Techniques and tools • examination of invoices from suppliers may include: . examination of relevant information and data • measurements made under different conditions • others as appropriate to the specific industry context
  • 12. Performance CriteriaEnvironmenta l and • addressing environmental and resource susta inability initiatives such asresource efficiency environmental management systems, action plans, green office programs,improvement plans may surveys and auditsinclude: • applying the waste management hierarchy in the workplace • determining organisations most appropriate waste treatment including waste to landfill, recycling, re-use, recoverable resources and wastewater treatment • initiating and/or maintaining appropriate organisational procedures for operational energy consumption, including stationary energy and non- stationary (transport) • preventing and minimising risks, and maximising opportunities such as: • improving resource/energy efficiency • reducing emissions of greenhouse gases • reducing use of non-renewable resources • referencing standards, guidelines and approaches such as : • ecological footprinting • Energy Efficiency Opportunities Bill 2005 • Global Reporting Initiative • green office program- a cultural change program • green purchasing • Greenhouse Challenge Plus (Australian Government initiative) WATER MATTERS • ISO 14001:1996 Environmental management systems life cycle analyses • product stewardship • supply chain management • sustainability covenants/compacts • triple bottom line reportingSuggestions may include • prevent and minimise risks and maximise opportunities such as :ideas that help to: • usage of solar or renewable energies where appropriate • reducing emissions of greenhouse gases • reducing use of non-renewable resources • making more efficient use of resources, energy and water • maximising opportunities to re-use, recyc le and reclaim materials • identifying strategies to offset or mitigate environmental impacts: • purchasing carbon credits • energy conservation • reducing chemical use • reducing material consumption • expressing purchasing power through the selection of suppliers with improved environmental performance, e.g. purchasing renewable ene rgy • eliminating the use of hazardous and toxic materials
  • 13. Performance CriteriaEvidence Guide The Evidence Guide provides advice on assessment and must be read in conjunction with the Performance Criteria, Required Skills and Knowledge, the Range Statement and the Assessment Guidelines for this Training Package. Critical aspects for • knowledge of relevant compliance requirements within work area assessment and • developing plans to make improvements evidence required to demonstrate • planning and organising work group activities in relation to measuring current competency use and devising strategies to improve usage • monitoring resource use and improvements for environmental performance relative to work area and supervision • ensuring appropriate action is taken within work area in relation to environmental/sustainability compliance and potential hazards • WATER and resource efficiency issues, and reporting as required MATTERS implementing new approaches to work area in an effort to resolve and improve environmental • knowledge of equal employment opportunity, diversity and anti-discrimination policies and legislation . Context of and specific Assessment must ensure : resources for assessment • access to an actual workplace or simulated environment • access to a range of environment/sustainability legislation, standards, guidelines and procedural requirements relevant to specific work area, daily responsibilities and supervision • access to a range of information, workplace documentation and resources such as compliance obligations, organisation plans, work supervision and responsibilities • access to reports from other parties involved in the process of identifying and implementing improvements • evidence is relevant to the particular workplace role, including work area, staff, stakeholders, equipment, systems and documentation .
  • 14. Performance CriteriaMethod of assessment • direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate response to case studies • review of reports of activities of work group in relation to measuring resource use and developing improvement strategies • review of work plans outlining approaches to improved practices with documented benchmarks • analysis of the way in which advice is sought and suggestions are made about improvements • observation over time and in a range of situations in relation to review of overall work area and staff, to assess and measure resource use, hazards and compliance • WATER MATTERS review of checklists to identify and assess resource usage at the beginning and end of the unit; reports on meetings around procedures and improvement processes and monitoring within the workplace; lists of environmental hazards/risks or inefficiencies or opportunities for improvements identified in the workplace • analysis of implementation of programs such as a green office program, supply chain program for purchasing sustainable products, or an environmental management framework • oral or written questioning to assess knowledge of environmental and energy efficiency issues, systems and procedures specific to industry practice.
  • 15. Element 1 1 Investigate current practices in relation to resource usage When you have finished this section, you should be able to demonstrate your ability to:Performance Criteria • Identify environmental regulations applying to the enterprise • Analyse procedures for assessing compliance with environmental/sustainability regulations WATER • MATTERS Collect information on environmental and resource efficiency systems and procedures, and provide to the work group where appropriate • Collect, analyse and organise information from a range of sources to provide information/advice and tools/resources for improvement opportunities • Measure and document current resource usage of members of the work group • Analyse and document current purchasing strategies • Analyse current work processes to access information and data to assist in identifying areas for improvement
  • 16. Environmental regulations Investigate current practices in relation to resource usage1.1 Environmental regulations "Analyse procedures for assessing compliance with environmental/sustainability regulations" Environmental regulations Environmental sustainability is the responsibility of every Environment np: It takes 95% less member of the community, from households to energy to make Aluminium from businesses to international organisations such as the used cans then to make it from United Nations. To ensure that this responsibility is taken Bauxite- a non-renewable resource. seriously and put into effect, rules and regulations have Always think about recycling before been created as frameworks to encouraging sound disposing of products. environmental behaviour. These rules and regulations are often initiated by governments and international regulators, which have the power and the authority to pass environmental laws. Organisations must abide by these laws as they carry out their business activities, or face harsh consequences. WATER MATTERS Minimising environmental impact is so important that these regulatory bodies have taken on a collective responsibility to safeguard the environment on a global level and therefore create regulations with the aim of minimising harm and preserving resources . Governments hold themselves accountable for the global environmental impact. For example, over 178 countries have now signed the Kyoto Protocol, an international agreement that commits participating developed countries to targets for reducing greenhouse gas emissions largely through national guidelines (see http://unfccc.int/kyoto protocol/items/2830.php). In December 2007, the Australian Government ratified (agreed to) the protocol and this came into force in March 2008 . The Kyoto Protocol has a compliance agreement with signed partners. Governments that fail to meet the agreement are penalised, which includes an additional 30% reduction in emissions in the next reporting period. To successfully comply with the Kyoto Protocol, the Australian Government will need to work in partnership with the community and organisations to reduce greenhouse emissions. This support could be sought by a combination of compliance with laws, regulations and guidelines and by organisations and individuals voluntarily taking further action to assist emission reduction. Environmental rules and regulations are very specific and have strict compliance guidelines including obligations on organisations to report certain incidents with environmental impact, such as chemical spills. Organisations that do not strictly comply with the rules can face severe penalties, both legally and financially, and such breaches can also compromise the future of the organisation if licences or permits are revoked due to a bad environmental record .
  • 17. Investigate current practices in relation to Environmental regulationsresource usage These regulations also assist in framing the environmental policy of an organisation . By developing policies and procedures to meet the essential laws and legislation, an organisation can then begin to broaden its policies to include involuntary policies that will reduce its depletion of resources and therefore assist the environment. Why comply? Organisations comply with environmental regulations and best practices for a number of reasons : • Legal compliance : they are bound by laws Triple bottom line: An entitys report on its and regulations. Remember, as an performance, including environmental and individual you are also held accountable social dimensions, as well as financial. for adhering to laws. • Stakeholders: shareholders, investors, Ecological footprint: The full impact an entity community members, suppliers, (individual/organisation/country) has on the customers and employees will be environment through its everyday activities- reassured that the organisation to which from the energy used in the production of food, they are committing themselves, whether to greenhouse gases emitted, to the use of investing their money or time, is both water and other natural resources. environmentally responsible and adheres to rules and regulations. • Non-compliance could lead to serious breaches that could affect the community in close WATER MATTERS proximity to the organisation, e.g. contaminated water supply due to oil leakage. Therefore compliance is important to safeguard the community. • Protect the environment: by organisations complying with the laws set by these regulatory bodies, potential harm to the environment is minimised. • The organisation is seen as a good corporate citizen in the community. It assists their triple bottom line (communicated in environmental and sustainable development policies as part of the organisations official reporting) . • The organisation is reducing its ecological footprint, therefore preserving the environment. Identifying workplace environmental regulations Whether you work in a petro-chemical company that extracts and refines natural oil or gas or a motor mechanic workshop that fixes cars, your workplace will have an impact on the environment. Understanding and identifying the environmental im pact your organisation has will allow you to understand which legislation could be relevant. Activities in your workplace can affect the following components of the environment: • air • water • noise
  • 18. Environmental regulations Investigate current practices in relation to resource usage • soil- above ground • non-renewable resources- below ground • people • plants • animals To minim ise the impacts on the above, organisations need to adhere to different laws, depending on the ir size and business activities. For example, a large multinational company such as BHP Billiton with mining as its core business has the potential to affect the full range of resources listed above . Additionally, it has interests in most states within Austral ia and has large operations internationally. Therefore, BHP is likely to have many environmental laws and legislation imposed to minimise the impact on all of the above resources by many levels of government (Federal, State, local) in each country in which it operates. Its environmental accountability is large because of its widespread activities. In contrast, a mechanic/panel beating shop in a regional area may have fewer laws and policies to follow in order to run its business. However, the process of identifying these laws and policies will be similar to that experienced by BHP Billiton. In order to identify relevant laws and regulations, the business will need to : 1. Examine all the operations of the organisation, i.e. mechanic/panel-beating shop with WATER MATTERS petrol bowsers has a number of operational activities it will need to consider. 2. Examine its size, not only in terms of employees but in terms of outlets or affiliated subsidiaries. 3. Examine the organisations potential areas of environmental impact, e.g. water, soil, and air. Remember, even though an organisation is not mining non-renewable resources such as coal from the ground, it is impacting on these resources. For example, it is contributing to greenhouse gases by using electricity and can minimise waste and potential spillages depending on how it deals with waste oil and car parts . 4. Examine permits and licences the organisation currently holds and the laws that govern these permits. These permits and licences should be filed within the Environmental Management Plan and should be easily accessed . A yearly audit should be conducted to ascertain if changes have been made to the permits and licences. 5. Research any new laws that have been released that affect the organisation. This could include contacting the local council area in which the mechanic shop is located, or by contacting its relevant industry association i.e . Motor Trades Association of Australia . 6. Be aware of government environmental policies that govern your organisation on all levels, i.e. Federal, State and local, and be aware of when new laws come into affect.
  • 19. Investigate current practices in relation to Environmental regulationsresource usage ·············---··-····- ····-·····-··--------·-····-··--·---·-····--····----··--- -----··------·-·-······----··--··· Task 1: Environmental regulators Investigate the possible environmental regulators your workplace or the organisation that is coordinating your training needs to report to . Prepare a summary of your findings that identifies the name and contact details WATER MATTERS of the regulator and the organisations obligations and responsibilities . You should store this information in your resource folder so that you can refer to it in your job role . If you are completing this unit of study in a group learning environment, you should participate in a discussion with your colleagues, where you compare and contrast your findings.
  • 20. Environmental regulations Investigate current practices In relation to resource usage Task 2: National Greenhouse and Energy Reporting Act 2007 The National Greenhouse and Energy Reporting Act 2007, requires organisations to report on their greenhouse gas emissions, energy consumption and production of gas emissions. It is now mandatory for organisations to register and report on their consumption: 1. If the facility/workspace they control emits 25 kilotonnes or more of greenhouse gases or produces/consumes 100 terajoules or more of energy OR 2. As an operational group (i.e. all offices and facilities) the organisation emits 125 kilotonnes or more greenhouse gases or produces/consumes 500 terajoules or more of energy. Emissions cover- • the combustion of fuels for energy • emissions from the extraction of coal • WATER oil and gas MATTERS • manufacturing processes • waste management Corporations that fall under these guidelines needed to collate information and keep records from 1 July 2008 and w ill need to report in the 2008/2009 financial year. It is predicted that, by 2010-11, over 700 medium and large Australian organisations need to include this in their reporting systems. Observing this Act will depend on the size and nature of the organisations operations. Activity Refer to the case study above and identify three Australian organisations likely to be affected by the legislation . Give reasons as to why you believe they need to comply. For more information on the Act go to http://www.climatechange.gov.au/reporting/legislation/index.html --- · - - - - - - - - - - - - - - - - - - - -...
  • 21. Investigate current practices in relation to Environmental regulationsresource usage Conclusion Environmenta l regulators create laws and regulations to ensure everyday workplace practices create WATER MATTERS minimal harm to the environment and commun ities . These regulators affect individuals, organisations, commun itie? and governments at all levels. Non-compliance could mean tough pena lties and even cance llation of permits in order for regulations to be taken seriously and responsibly.
  • 22. Procedures for assessing compliance Investigate current practices in relation to resource usage1.2 Procedures for assessing compliance "Analyse procedures for assessing compliance with environmental/sustainability regulations" Governments and regulatory bodies have devised Environment Tip: Window tinting environmental laws in order to conserve resources and can reduce sun and heat entering a protect the environment. These laws have strict guidelines building and heat escaping. This that organisations, governments and individuals are legally assists in reducing energy required required to observe and operate under and impose financial to heat or cool and also reduces penalties and possible legal action if they fail to comply. costs. As we have seen in Section 1.1, organisations comply not only because of legal requirements and environmental protection, but also because of their corporate reputation . More and more, companies see the benefit of reporting their triple bottom line or their environmental record. A negative environmental record (particularly in the case of significant or recurring breaches) could damage the organisations relationship with its stakeholders and the flow-on effect could be a decrease in profits. In the case of large organisations, consistently negative environmental reports could mean investors WATER MATTERS or shareholders withdraw their support, thereby affecting the stability of the organisation. Equally importantly, customers and clients of organisations are becoming more environmentally aware and will often choose to give their custom to suppliers/organisations that support their views -loss of custom means loss of money. For example, if your car needed servicing, would you take it to the local mechanic/panel beating shop that has been repeatedly fined for incorrectly disposing of non-soluble paints and thinners, or would you consider the shop next door that has an unblemished record? Finally, an increasing number of organisations are very serious about the environment and wish to reduce their ecological footprint and preserve the environment. Environmental regulations There is a global recognition of the fragility of the environment by Governments, Non-Government Organisations (NGOs), businesses and the community. Governments and international regulators have taken responsible action by devising laws and regulations to minimise the impact society continues to have on the environment. Environmental regulations and laws come from a number of different areas- from international laws to local government perm its. They affect households, communities, organisations and even governments (see the Kyoto Protocol above) .
  • 23. Investigate current practices in relation to Procedures for assessing complianceresource usage Laws and regulations are usually formulated with much consultation and advice from key stakeholders (NGOs, environmentalists, community groups, indigenous populations, industry bodies and organisations) . They are devised to protect and preserve the environment whilst taking into account the needs of industry and commerce and attempt to find a balance where organisations can operate profitably with minimal environmental affect. The levels of regulatory bodies follow: • international • Commonwealth • states/territories • local government • industry associations • the organisation itself International laws WATER MATTERS International laws and/or protocols ensure that the global environment is protected. There are well over a thousand existing laws and agreements dealing with environmental matters. These laws can affect all levels of society from governments to businesses. Some of these are mandatory and some voluntary. The Kyoto Protocol is one example of a regulation that governments voluntarily ratify or agree to, but once agreed, the country has to comply or face penalties. An example is the United Nations Convention on the law of the sea, which includes provisions relating to the use of the sea and its resources- from rights to resources of the sea to the management and conservation of those resources. Such international laws are agreed to at the highest level of Government of countries, including Australia, and therefore are applicable to organisations in Australia. Another important International regulator is the International Organisation for Standardisation (ISO), which sets standards and laws for organisations and business on an international level. One of its most well known standards is ISO 1400 which outlines environmental management systems and tools. Most environmentally aware organisations will include ISO 1400 as one of the policies/procedures it needs to comply with (http://www.iso.org/iso/iso 14000 essentials).
  • 24. Procedures for assessing compliance Investigate current practices in relation to resource usage Task 3: Kyoto Protocol Conduct some research on The Kyoto Protocol and write a brief summary of: • its history • its compliance requirements • countries that have ratified the law • any success stories surrounding the Protocol The following website may be of assistance : http://unfcc.int/kyoto protocol/items Commonwealth laws These laws are made at the highest level of Government in Australia. The department that administers these laws is the Department of the Environment, Water, Heritage and the Arts (http :/ /www.environment.gov.au/) . There are five Councils that report to the department including: Nationa l Environment Protection Council (NEPC), Environment Protection and Heritage Council (EPHC), Ministerial Council on Energy (MCE), National Resource Management Ministerial Council WATER MATTERS (NRMMC) and the Primary Industries Ministerial Council (PIMC). These councils adm inister legislation and Acts to conserve the environment. Some of these acts include: The Protection and Biodiversity Conservation Act {1999} is a pivotal Act in the Australian Federal Governments environmental legislation. The Act allows the Federal Government to work with Australian states and territories to provide protection for the environment, biodiversity and our heritage . The Act applies to: • World and National Heritage sites • Wetlands of international importance • Nationally threatened species and ecological communities • Migratory species • Commonwealth marine areas 1 • Nuclear actions The Greenhouse and Energy Reporting Act {2007} is another Act passed by the Commonwealth. As discussed in Case Study 1, this Act calls for organisations to consider their greenhouse emissions and energy production/consumption and report this data if it is above the threshold amount.1 Environmental Protection and Biodiversity Conservation Act 1999 (EPBC Act), fact sheet,http://www.environment.gov.au/) .
  • 25. Investigate current practices in relation to Procedures for assessing complianceresource usage States and Territories States and Territories have their own departments that govern environmental laws . The Department of Environment and Climate Change (DECC) is a relevant department in NSW, for example . This department s key environiT!ental regulation is the Protection of the Environment Operations Act 1997 (POEO Act) which enables the NSW Government to set Protection of the Environment Policies or PEPs. The POEO Act was initiated as the sole licensing requirement relating to air, water and noise pollution and to waste management. The act requires organisations that operate in industrial activities to apply for an environmental protection licence. Conditions of the licence include pollution prevention and cleaner production as well as other cond it ions. Non-compliance at the most serious level can attract a fine of up to $5 million and a seven-yea r jail term. Following are some the relevant state government departments that deal with environmental laws and regulations across Australia: STATE/TERRITORY DEPARTMENT/WEBSITE Australian Capital Territory WATER Municipal Services www.tams.act.gov.au Territory and MATTERSNorthern Territory Department of Planning and Infrastructure www.dgi.nt.gov.auNew South Wales Department of Environment and Climate Change www.environment.nsw.gov.au Department of Water and Energy (OWE) www.dwe .nsw.gov.auSouth Australia The Environment Protection Authority www.ega .sa.gov.auTasmania Department of Primary Industries, Water and the Environment www.dgiw.tas.gov.auQueensland Environmental Protection Agency www .eQa.gld.gov.auVictoria Environment Protection Authority www.eQa .vic.gov.auWestern Australia Department of Environmental Protection www.dec.wa.gov.au
  • 26. Procedures for assessing compliance Investigate current practices in relation to resource usage Undertake further research to determine if this affects the organisation you work in . Summarise your findings. You should store the information that you gather and a copy of your summary in your resource folder . Local government WATER MATTERS Local Councils also have a number of environmental laws and regulations for constituents, whether individuals or organisations. For example, Bankstown City Council has a large industrialised area within its boundaries (www.bankstown.nsw.gov.au ). This Council is ensuring its constituents comply with The Protection of the Environment Operations Act (as detailed above) and has initiated its Environmental Review of Industry Program which assists in the uptake and understanding of the Act. The Council has made a commitment to the following to minimise environmental damage within its area: Auto Dismantlers Environmental Review & Education Project-1997, Urban Stormwater Management in Local Council Operations -1999, CARE Companies Aware and Responsible for the Environment Project- 1999/2000, Cooks River Environmental Assessment and Education Project- 2000. Local governments are themselves required to comply with state or federal laws and regulations .
  • 27. Investigate current practices In relation to Procedures for assessing complianceresource usage Case Study: Government reporting to Government - The Department of Water and Energy has water sustainability campaigns that affect organisations, government departments and local councils. One regulation is in the Sydney Water Catchment area where organisations, councils, government departments with annual water usage greater than 50 ML must prepare water savings action plans. To ensure compliance, the Department of Water and Energy have: • documented guidelines for creating plans • a template tool to calculate and extract data to complete the plan • guide notes and detailed technical information on water saving plans • a help desk. The information OWE provides highlights the point that regulations WANT organisations and other enterprises to be successful, therefore they provide a range of assistance to promote this success. WATER MATTERS Industry bodies Industry bodies are formed in most industries to represent collective interests of member organisations . They provide assistance to organisations in the form of lobbying government and can also assist organisations by providing guidance on compliance with relevant laws. For example, the Australian Institute of Petroleum assists in developing legislation and develops best practice guidelines for its members. The Institute is also working with the Federal Government and its members to develop sound waste management and recycling programs to ensure minimal environmental damage. Case Study: Australian Institute for Petroleum The Australian Institute of Petroleum has worked with the Federal Government and its members to develop a program to recycle plastic oil containers so that they may be re-used as other industrial products. It estimates that over 30 million motor oil containers are used every year with most of these containers being disposed of in landfill. The program encourages end consumers to dispose of these containers in specifically designated waste collection facilities where the plastic is recycled and the residual oil is recovered for reuse .
  • 28. Procedures for assessing compliance Investigate current practices in relation to resource usage Assessing needs for compliance Assessing which permits or licences that an organisation needs to adhere to will require an audit of the organisations operations. An audit of the organisations operations includes: • business activity/ies • size of organisation in terms of human resources and premises • identifying current energy usage levels • location of all its premises (locally, interstate/internationally) • potential environmental impact/s • pollutants the organisation is likely to emit and proposed methods to minimise these pollutants • disposal of waste and proposed methods to minimise environmental damage WATER MATTERS • its commitment to environmental sustainability and to limit its ecological footprint Once this been established, the organisation would then go to the relevant authorities to assist with ensuring that the relevant licences/permits have been obtained and the relevant laws the organisation needs to operate under. As we have seen above, these include: • your industry association • local council • state government- contact the department that has responsibility for the environment (as listed above) relevant to your State. Such departments should also be able to advise what legislation at a Federal level the organisation needs to comply with . • Federal Government- as with the State Departments, Federal Government Departments should be able to advise what laws, regulations and licence the organisations needs to operate under. They should also advise if there are any international organisations the company is likely to need to comply with.
  • 29. Investigate current practices in relation to Procedures for assessing complianceresource usage .... ··········---------·-···-····-·-········-······-------···-······-·················---------·--···-·····-·-·····--·- Task 5: Identify environmental obligations You work at Dubbo Motor Mechanic and Panel Beaters. You have been asked to research the regulators and the laws and regulations you are required to co mply with . You need to consider: • Size: about 20 people work in the business. It has a large workshop for the mechanic and panel beating area (you are free to decide on the physical size). • Mechanic worksh,op : full mechanic service therefore dealing with oils, petrol, lubricants, spare parts etc. • Store has two petrol bowsers and sells oils/lubricants to customers . • Panel beating workshop: Full service, therefore dealing with paints and sealants, and car panels and replacements • Office: administration- faxes, photocopiers, printers etc . • Regulators: local council, industry associations, state and federal governments. Write a brief report summarising your findings . WATER MATTERS To illustrate the application of the environmental regulations detailed above, consider that if an organisation operating in NSW is involved in industrial production, it will need to contact the State Department of Environment and Climate Change (DECC) to ascertain if it w ill need to apply for an environmental licence under the Protection of the Environment Operations Act. Further, if it is producing or emitting greenhouse gas levels that fit into the reporting categories as set by the National Greenhouse and Energy Reporting Act 2007, it will need to gather the relevant data in order to comply with the reporting requirements . Finally, if it wishes to improve its environmental record and implement comprehensive environmental management systems, it could implement the International Standard ISO 1400. With a multinational company such as BHP Billiton, this exercise will have to be repeated with respect to each jurisdiction in which it operates . Ensuring compl iance is essential to every organisation, as failure to comply can lead to harsh financial penalties and potential damage to its environmental record . For example, Caltex has twelve environmental protection licences. In 2007, it recorded 21 instances of non-compliance and in four cases, it breached environmental legislation . These were reported and did not result in infringement notices. All cases were reviewed and plans put into place to ensure violation would not recur. The company, however, was fined for a diesel leak from pipe work at a depot in Moree. The company had to pay $12,000 for polluting the surrounding waters and a further $15,000 for failure to disclose.
  • 30. Procedures for assessing compliance Investigate current practices in relation to resource usage Conclusion It is vital that an organisation understands its legal obligations in terms of environmental WATER MATTERS management. Laws have been created in consultation with various stakeholders, including government departments, industry organisations and the community, so that organisations can continue to operate with minimal impact on the environment. The organisation should comply not only because of lega l impl ications but because of a competitive need to demonstrate environmental best practice .
  • 31. Investigate current practices in relation to Collect relevant information for the workgroupresource usage1.3 Collect relevant information for the workgroup "Collect information on environmental and resource efficiency systems and procedures, and provide to the work group where appropriate" It is best practice for an organisation to: • document policies and procedures • address environmental obligations • demonstrate how it will reduce resource wastage Commonly, this is to ensure compliance with environmental legislation, permits and licences the organisation operates under, but can also include other guidelines and policies the organisation has decided to implement to increase its resource efficiency, thereby being a more environmentally responsible organisation. Such guidelines and policies will vary from organisation to organisation . Many will implement an Environmental Management Plan . An Environmental Management Plan addresses the organisations business activities and cross references this with the organisations likely environmental impacts to determine key resource WATER MATTERS depletion issues and ways in which these issues can be addressed within the workplace . It becomes a blueprint for the organisation to achieve its environmental objectives . .---------------------------~ An important part of the process is the development of Environment Tip: One tonne of operational plans to include environmental and resource recycled paper saves 13 trees, 2.5 efficiency systems, reporting and workplace procedures. barrels of oil, 4100 kWh of electricity, 4 cubic metres of landfill, The development of these systems and procedures requires and 31870 litres of water. careful research to ensure that the plan achieves its (www.melbourne.vic.gov.au) objectives. Researching resources systems and procedures 1. Examine current procedures and systems Your organisation may have established an environmental file, which should include all the relevant information on the organisations environmental performance. It should include the current legislation and permits it operates under and the systems and procedures that have been developed to comply with the legislation . This file should also include audits to demonstrate compliance and any documentation relating to breaches.
  • 32. Collect relevant information for the workgroup Investigate current practices in relation to resource usage It is important to examine this file to ensure that duplication of systems does not occur and also to ascertain the relevance and quality of the procedures. For example, if there are continual breaches to established systems and procedures it could mean : • Training and education on the procedure has not been understood and needs to be reviewed. • Employees are not adhering to the strict guidelines therefore compromising the integrity of the organisation. • The procedure is flawed and needs reviewing. Further, when any new law or regulation affects the organisation, it needs to respond. New procedures and/or systems may need to be developed or existing procedures and/or systems modified to ensure compliance. 2. Legal reporting mechanisms Organisations can benefit by having a better understanding of their environmental impact and potential efficiencies in operation as a result of legislation. Each piece of legislation has set compliance guidelines, procedures and systems that need to be created by the organisation to ensure compliance . WATER MATTERS For example, the Protection of the Environment Operations Act 1997 (administered by the NSW Department of Environment and Climate Change (DECC)) has clear licensing conditions which could require an organisation to monitor the pollutants it emits. A workplace procedure/system would therefore need to be implemented to monitor its pollution production. 3. Research Environmental Plans of competitors and other companies Many organisations now report on their triple bottom line and proudly announce their environmental plans and procedures. This would typically be in their annual report or on their corporate website . By studying how these organisations have implemented environmental policies/ procedures and by analysing their environmental record, you will gain insight into the va lidity of the procedures and whether these could be relevant to your organisation. 4. Environmental regulators best practice guidelines Environmental regulators at all levels (from international to local government) will assist organisation in their attempts to comply with legislation and develop sound environmental policies and procedures . Whilst seeking information from relevant regulators regarding the legislation your organisations needs to comply with, you can also enquire as to any suggested policy and procedures guidelines the department may have.
  • 33. Investigate current practices In relation to Collect relevant Information for the workgroupresource usage For example, the Department of Environment and Climate Change (DECC) in New South Wales regularly conducts compliance and audit reviews on environmental management practices. Such reviews include an audit of premises, best environmental management practices and the development of educational material. Government departments want organisations to comply with legislation and therefore will assist organisations in achieving compliance. Industry Associations may also have information regarding best practice guidelines that will assist the ir members to comply with standards, rules and regulations and other initiatives. They can also advise on environmenta l trends in the industry, both nationally and internationally. Case Study: BHP Biliton BHP Billiton has a statement highlighting its commitment to meeting the climate change challenge (see www.bhpbilliton .com.au/sustainabledevelopment). For example, some of the targets include: • Individual site plans and targets where every site is required to create and manage a greenhouse gas and energy management plan. Targets are incorporated into the business plan, are monitored and reported . • Group targets for energy and greenhouse gas emission reductions targets of 13% and 6% respectively. • WATER MATTERS Working towards understanding full life cycle of products to reduce greenhouse gas emissions not just in production but in their final end use . By studying BHP Billiton s climate change documentation; other mineral exploration organisations across the globe could learn from BHP s commitment and implement similar action plans and targets. Task 6: Environmental policies Choose three large-scale multinational organisations in the same industry (for example, Hewlett Packard, Apple Computers and Dell). Research their environmental policy and prepare a short presentation on the : • similarities • differences • approach (i.e. is triple bottom line reporting important to them?) Task 7: Industry Associations Research your industry association and document any environmental best practice guidel ines it suggests for your industry. You should reta in the information that you gather in your resource folder.
  • 34. Collect relevant information for the workgroup Investigate current practices in relation to resource usage TaskS You are a supervisor at Dubbo Motor Mechanic and Panel Beaters in Central NSW. Your organisation offers a full range of mechanical repairs and panel beating services; has petrol bowsers and sells lubricants. The organisation is a high end user of lubricants and oil. Your customers are predominantly farmers and some of these customers regularly service their own vehicles. Tom, your boss, has recently attended a seminar run by the Australian Institute of Petroleum where he learnt about the recycling project. He has asked you to find out more information regarding the program and to make a recommendation on whether the business should consider promoting the program as part of its environmental plan. To assist in your research, the following websites are relevant: www.aip.com.au ; www.oilrecycling.gov.au www.vippackaging.com.au/sustainabilityservices You will need to prepare a report where you discuss your findings and make specific recommendations . Please refer below for important issues that your report should address .In your research and report, you need to consider: WATER MATTERS • This is not a legally binding initiative; does the organisation want to comply? • Is this an operational procedure the organisation wants to take on or does the business already comply with legislation regarding the disposal of plastic oil containers? If it is a new operational procedure, you will need to outline procedures to be written regarding recycling, i.e . will containers be delivered to the facility on a daily or weekly basis, for example. • Who will administer the policy? • What training needs to be conducted? • Will the organisation also encourage end users to participate and if so, how will it be communicated? Is there any supporting material available from AlP? • Would a survey of customers help in deciding whether the business will participate? • Is there any industry reporting mechanism encouraging end user participation? • Is the local council involved in the program? If so, what support does it provide? • Is there a waste collection facility in the local area to encourage customer participation? Remember that customers could be within a radius of 100 km, given it is a farming community. Could your business be a collection point and deliver the containers on behalf of customers to encourage participation? If so, what procedures will need to be created? • Will the organisation have a target for engaging customers and how will it measure and report this? (Note a positive article about the business environmental initiative in the local paper could bring more custom to the business!)
  • 35. Investigate current practices in relation to Collect relevant information for the workgroupresource usage 5. Customers/clients and other stakeholders As you are no doubt aware, society is becoming increasingly environmentally aware, including your customers, suppliers and other stakeholders. Suppliers are an important. source of information regarding trends in products. Some of the valuable information they can give could relate to more energy efficient methods of production, inclusion of recyclable products and more environmentally sound disposal methods of these products. By talking to suppliers, new purchasing procedures could be implemented to reduce resource usage. Additionally, business practices can be analysed and more efficient work practices can be introduced. For example, water and energy utility companies have very valuable information to impart. For example, we saw in an earlier Case Study that the Department of Water and Energy passed legislation that affects entities in the Sydney Catchment area . In order to assist organisations comply with this, Sydney Water altered its Every Drop Counts program (introduced in 2001) to work in tandem with the OWE action plans. Although the Every Drop Counts program is voluntary, over 300 businesses have incorporated the plan in their water management systems. The tools for the program includes software that enables an organisation to measure and rate its water management plan, which reduces costs and improves environmental performance . WATER MATTERS The electricity sector is the biggest contributor in Australia to greenhouse gas emissions. Therefore, this sector is extremely aware of the need to reduce their impact and to assist consumers to similarly reduce their usage . They, therefore, can advise households and business on available programs or alternative energy solutions that will reduce their ecological footprint. One such program is Greenpower- an initiative by the Federal Government that gives entities the opportunity to buy renewable energy through their energy supplier from biomass, hydro and wind power sources. You will find further information at www.greenpower.gov.au . Visy Close Loop is a supplier of recyclable and environmentally sound packaging for food in large venues and food outlets. It also has waste recycling capabilities and can suggest and implement educational programs to assist in training employees on these new recycling procedures. You will find more information about this organisation at www.visyclosedloop.com . This is but one example of how suppliers can impart sound environmental information on a variety of products. Other examples exist across a broad range of industries. Customers are also important, as they keep the doors of the business open . They can also make a business more environmentally accountable. For example, by surveying customers on their likelihood of becoming involved in the recycling of plastic oil containers, you may find that participation in the initiative could bring Toms business (refer Activity 8 above) more business!
  • 36. Collect relevant information for the workgroup Investigate current practices in relation to resource usage 6. Environmental websites and media The Internet is an invaluable research tool, as it allows you access to information across the globe. Websites such as www.energyrating.gov.au which gives information on the most energy efficient machines and equipment, are easily found. The information it provides could reduce resource consumption in businesses and therefore improve their environmental impact. Environmental media such as www.wme.com.au/magazine/ reports on current environmental issues within the business community and can give great ideas on environmental and resource efficiency systems . 7. Environmental consultants and not-for-profits There are many organisations whose core purpose is to assist businesses with their environmental reporting systems . The Global Reporting Initiative (www.globalreporting.org) is one such WATER MATTERS organisation. It gives organisations guidelines on environmental reporting (over and above compliance with legislation) on a global scale, and gives direction as to why such reporting is important. There are many Australian-based organisations that also assist businesses to form an Environmental Management Plan under which to operate. Conclusion As society becomes more environmentally aware, organisations are forced to find new methods and strategies to carry out their workplace practices whilst minimising harm to the environment. With this new awareness has come a plethora of new products and systems to assist organisations in their endeavours. These come from all levels of government, industry, and suppliers. Therefore, consultation with these stakeholders is important to enable organisations to make sound environmental decisions.
  • 37. Investigate current practices in relation to Provide information and advice for improvementresource usage opportunities1.4 Provide information and advice for improvement opportunities "Collect, analyse and. organise information from a range of sources to provide information/advice and tools/resources for improvement opportunities" After collecting information from a range of sources, an organisation is then able to consolidate its findings and develop policies and procedures best suited for its individual needs and to further improve its own Environmental Management Plan . By documenting a plan to meet environmental legislation and to implement a more environmentally sound work practice, the organisation is formalising its environmental commitment. Why create plans? Environmental Management Plans enable organisations to formally document their policies and procedures, to address their environmental obligations and demonstrate how they will reduce resource wastage . In the first instance, these are usually policies and procedures to ensure compliance with applicable environmental legislation, permits and licences. However, Environmental Management Plans can also include other guidelines and policies the organisation has decided to implement to increase its resource efficiency, thereby being a more WATER MATTERS environmentally responsible organisation. Such guidelines and policies will vary from organisation to organisation. For example, the project to recycle plastic oil containers in Activity 8, above is not something that Dubbo Motor Mechanic and Panel Beaters needs to comply with, but including it in the businesss Environmental Management Plan assisted in its triple bottom line reporting. Another example: a coffee shop may start to use recyclable cups and food containers after consultation with its waste disposal suppliers . How Environmental Management plans are created Environmental Management Plans take time to create, as the completed plan establishes how the business will be run in the future. It is a very important document, and to ensure it is relevant, technically and legally sound, is credible and achievable, will require a considerable investment in time and effort. This could include: 1. Information Gathering Information may be gathered from a variety of sources. As you have discovered in Section 1.3, this can include : • examining current procedures and systems • examining legal compliance requirements • researching environmental plans of competitors and other companies
  • 38. Provide information and advice for improvement Investigate current practices in relation toopportunities resource usage • contacting environmental regulators and seeking assistance with best practice guidelines • surveying customers/clients and other stakeholders • researching environmental websites and media • environmental consultants and not-for-profit organisations Analysing the environmental impacts of business activities (both positive and negative) is outside of the organisations legal requirements, and may not be included in all Environmental Management Plans. For example, whilst BHP Billiton poses many environmental threats through its business operations, i.e. mining and processing non-renewable resources, it is also contributing positively to the environment and the community in many areas. For example, its Research and Development policy has seen the organisation commit significant resources in improvements in efficiency and identifying alternative energy sources for its global operations . It is important that this is included in the Environmental Management Plan, as employees and other stakeholders can then see the many positive policies the organisation has in place to reduce its ecological footprint. 2. Analyse and consolidate findings After you have gathered all the relevant information, you and your team will need to analyse it and make considerations as to whether this information is relevant to your organisation. To establish the relevance to your organisation, you should consider the following: • Corporate commitment- is the organisation committed to improving its ecological WATER MATTERS footprint and in showcasing its triple bottom line or only to meet best practice guidelines and basic legal requirements? If the objective is only to meet basic legal requirements, the scope of the Environmental Management Plan will be narrowly focused. • Resources- does the organisation have both the human resources and facilities such as software that can support suggested resource efficiency systems? Will the new system place extra burden on staff members and if so, will this affect their productivity? • Cost analysis- this will involve researching the costs of implementing and maintaining the suggested system and then: (a) Comparing this to costs involved in the current systems. (b) Estimate or put a value on the positive environmental impact the system may have. (c) Estimate the level of extra custom this improvement may bring. (d) Ask if this improvement will lower the likelihood of non-compliance fines. (e) Determine feasibility of implementing the system on a stage-by-stage level- therefore spreading the cost over a period of time. • Organisation size- is the organisation too large or too small for the improved system? Is the organisation being too ambitious in attempting to make these improvements, due to its size? Do the improvements address all the various layers of the organisation or, due to its size, are some fundamental principles being ignored?
  • 39. Investigate current practices in relation to Provide information and advice for improvementresource usage opportunities • Legalities- is the organisation adhering to all its legal commitments? Do the policies and procedures it has in place address these commitments adequately, i.e. any reported breaches? Are there areas that need to be improved? • Reputation- will these systems improve the ecological footprint of the organisation and therefore its environmental record or is the organisations environmental stand ing already high, therefore negating the need for further improvements? • Industry- what is the industry standard and what are the likely consequences of not meeting this standard? Are your competitors meeting these standards and what lessons have they learnt? • Stakeholders- are the major stakeholders committed to the improvement process? W ill they be supportive of improvements? Is their support essential in making these improvements work? How can they be engaged? • Current systems- how reliable are the current efficiency systems? For example : have there been non-compliance issues? Are the systems reducing productivity? Are they easily executable? Are there any identifiable flaws? Is it the procedure/system that needs improving or are there other factors to be cons idered i. e. t raining? • Education- what education methods have been used in the past to ensure understanding of systems and procedures? These questions could be part of a checkl ist with yes/no answers and tallied to understand if the efficiency system shou ld be incorporated . WATER Analysis/evaluationMATTERS checklist Does suggestion fit with: Yes No Corporate comm itment Current resources (human) Current resources (infrastructure) Cost analysis Size of organisation Legal obligations of organisation Environmental reputation of organisation Industry standards Stakeholders needs
  • 40. Provide information and advice for improvement Investigate current practices in relation toopportunities resource usage Task 9: Waste disposal Observe your workplace or another organisation that you have access to and record staff activities in relation to workplace practice, e.g. garbage disposal. Research ways in which this practice could be improved . Your research could involve talking to the person in charge of garbage disposal, talking to the suppliers that are involved in garbage disposal and any relevant government departments, i.e. local government that has laws and regulations regarding garbage disposal. Write a brief report and give recommendations on new efficiency systems the organisation could put in place. Task 10: YXB Textile Company Case study YXB Textile Company is a large textile manufacturing organisation located in Bankstown, Sydney. WATER MATTERS It consumes more that SO ML of water every year and 100 terajoules of energy. It only operates one plant. The organisation not only wants to comply with legislation, but wants to make its own contribution to the environment by: • reducing water consumption by 15% by 2014 • reducing energy consumption by 10% by 2014 • implementing an 80% green purchasing policy by 2010 Activity You work at XYB Textile Company and have been asked to source information from a variety of internal and external stakeholders regarding: • legislation the organisation must comply with • strategies to meet all the goals the company wishes to meet Report on your findings and make recommendations on how the organisation can achieve its aims. Remember, you can also identify any goals that you believe are unachievable, however your recommendation must justify your argument.
  • 41. Investigate current practices in relation to Provide information and advice for improvementresource usage opportunities Operational advice and reporting procedures Once this analysis has been completed, you are able to start building ideas and information on the likely improvements that could assist the organisation in improving its ecological footprint and reducing resource usage. T.his information needs to be documented and disseminated so all stakeholders in the organisation understand the suggested improvements and how these will be implemented . This could include: • Organisational meeting- where your findings and analysis are discussed openly and honestly with all employees. The findings should state what your organisation is doing in comparison to others in the same industry. The meeting should encourage discussion and feedback, particularly from those responsible for ensuring compliance to permits/regulations. A full report on your findings should be available to meeting attendees, and include a handout outlining some of the main improvements you are recommending for implementation . • A detailed environmental plan that includes the legal requirements with which the organisation needs to comply, the likely consequences for non-compliance and new, proposed efficiency systems that could be implemented. Give industry standards as examples and competitors performance . The report could include recommendations on how to work more closely with suppliers, industry associations and governments to gain ideas and knowledge on best practice methods, implementation and training and communication techniques. The report could include policy and procedures recommendations for workplace duties to ensure: o WATER MATTERS duties and responsibilities are understood o compliance with legislation, permits and licences o breaches of compliance are reported • The report should encourage feedback from front line staff most affected by these policies and procedures and give a deadline to give a sense of urgency. By empowering staff to contribute, they are more likely to take up improvements and become more involved in the change process. • Initiating a monthly update report on new global resource efficiency systems by continuing to gather intelligence from regulators, environmental websites and suppliers. Call for feedback as to whether these systems could be implemented within the organisation. • Publishing an environmental report on a quarterly basis that demonstrates the organisations progress. This gives the organisation some benchmarks to follow and can instil a sense of pride and determination to improve on its last performance. • Creating education tools such as posters and check lists that easily communicate resource efficiency, such as, how to use the recycling bin, remember these key points when disposing of oil. Employees are more likely to adhere to the rules and look for new ways to improve them when the rules are displayed prominently. • Creating easy access to policies and procedures for stakeholders. Ensure that there is a dedicated Environmental File that contains all policies and procedures within one area. • Recommend an education program for internal stakeholders- this involves training, marketing and communication material.
  • 42. Provide information and advice for improvement Investigate current practices in relation toopportunities resource usage Conclusion WATER MATTERS There are many resource efficiency systems that can assist an organisation in achieving its goals of environmental responsibility. However, as every organisation is unique, it is important to determ ine which systems are more likely to succeed in each corporate environment.
  • 43. Investigate current practices in relation to Measuring resource usageresource usage1.5 Measuring resource usage "Measure and document current resource usage of members of the work group" According to Greenpower, a 20-storey office block could use 4 gigawatt hours (4 million kWh) of electricity a year or 4 000 tonnes of greenhouse gas . This is equ ivalent to pollutants emitted from almost 1 000 cars per year. To gain a full understanding of the ecological footprint of an organisation, an audit of resource usage is necessary. The audit will identify key areas where usage is high and, therefore, where possible improvements can be made . Some usage is easily identifiable and can be addressed very quickly, such as switching off a light, for example . However, others will not be so obvious as they form part of the everyday work and are rare ly questioned. Resources Organisations, families and communities in modern society cannot operate without using resources on a daily basis. From driving to work, to cook ing the evening meal, resources are used in almost every hour of our day. We rely on them as part of our everyday lives . WATER MATTERS Resources are all the materials and energy that go into producing the effect or product that results from your work. The resources that you use will vary, depend ing on the type of tasks that you perform and the industry you are employed in. There are several types of resource use that are common across all industries. We all need light to see what we are doing, and electricity to power any equipment or technology that we use . Medical office workers use a range of chemicals to sterilise their work area. Production workers will use exhaust fans to remove dust or fumes and may also use vast quantit ies of water in the production process. Office workers may consume la rge · quantities of paper printing reports and correspondence. Hospitality workers may use disposable cate ring supplies such as cardboard coffee cups. It is often easy to take the resources that we use in performing our daily work routine for granted . It may not occur to us to stop and think about the resources that were invested in manufacturing and producing the products that we use at work, and the amount we use. You will find it worthwhile to invest time and energy in recording and then analysing the resources that you use on a da ily basis . You may be surprised by the results! The resources used can include, but are not limited to : • energy • waste • water • pollutants and contaminants • chemica ls and other hazards
  • 44. Measuring resource usage Investigate current practices in relation to resource usage Resources can be split into the following categories: • natural- water, sunlight, oil/coal • Non-renewable- oil, coal, gold • Man-made- paper, refined oil, plastics, chemicals It is clear that our society is now highly dependent on these Environment Tip: If everyone in resources to function. However, in order to ensure that Australia recycled their newspaper society continues to enjoy this level of existence, we must everyday, we could save 2 million measure this dependency and find ways in which this usage trees. can be reduced to preserve the resources and minimise environmental impact. Resource usage within the organisation The business activities of an organisation are just one indicator of its resource usage. The manner in which it conducts its business activities could be more damaging. WATER MATTERS Therefore, it is important to examine resource usage from the top down, i.e. what the organisation as a whole consumes, and staff consumption patterns. Such an exercise not only outlines what the organisation can do to minimise its environmental impact, it could also minimise costs in various areas. This could be as simple as a comparison audit which looks at usage rates over a 12-month period to gauge if usage is increasing or decreasing. Resource Audit Usage rate of resources 1st Qtr 2nd Qtr 3d Qtr 4th Qtr Resource Energy • Electricity/gas • Petrol Water Waste produced
  • 45. nt practices in relation to Measuring resource usage Task 11: Resource audit Using the template provided below evaluate your resource usage at your home or office. Resource Usage rate of resources Resource • Electricity/gas • Petrol WATER MATTERS~<>riririfV m ade from coal is perhaps the major energy resource that is used in the workplace. From o com puters, photocopiers to lifts, electricity is required for the equipment and infrastructure• oil, gas and coal are finite resources greenh ouse gases are produced by burning these fossil fuels _ m ost obvious measurement of electricity usage is to examine the electricity bill which outlines usage rate for that time period and actually compares this to the same period twelve months · r. It also indicates the monetary cost of the usage. By recording this information as every "city bill comes in, you will be able to demonstrate the level of usage over a period of time . ill fin d it useful to consult with your energy supply company. Have they any suggestions on o lower energy consumption? ·ng down on the use of electricity by switching off non-essential equipment or by ensuring all ts are turned off after hours are the obvious areas to improve usage . Conducting an audit of thee ergy rating of equipment would also be prudent. The Australian Governments energy rating .energyrating.gov.au ) for appliances and equipment give an energy rating of 1 to 6- the higher e num ber, the less energy the appliance requires to function. By conducting an audit (where ctical) of equipment and their associated energy ratings, you can determine the equipment that isconsu ming the most energy.
  • 46. Measuring resource usage Investigate current practices in relation to resource usage Equipment Energy Efficiency Audit Equipment Energy efficiency rating Photocopier 4 Printer 6 Computers 3 Fridge 2 From this quick audit, you can see that the overall energy efficiency rating of the equ ipment the company has is low, therefore this could be addressed by a purchasing policy of buying equipment with an energy efficiency rating of 5 or above. Vehicles associated with the organisation should be considered when measuring resource usage levels. The consumption of fuel and other lubricants reduces precious resources. Some organisations may be transport-focused, for example, a trucking company, delivery company, or logistics company, and therefore their impact on the environment will be very high. In such cases, there would be WATER MATTERS documented evidence through fuel dockets of the amount of fuel consumed. You can collate and analyse this information to make comparisons once improved systems are in place. Fuel consumption depends heavily on how the vehicle uses the fuel, therefore relying solely on the amount consumed can be misleading. By consulting a website such as www.greenvehicleguide.gov.au , you could perform an audit of your fleet and ascertain whether a change in vehicles could not only lower your environmental impact, but also your fuel bill. Remember that some organisations provide employees with a company car as part of their salary package, an audit of these vehicles would be appropriate. Water Whether the organisation is a major manufacturing plant that uses water as part of its process or is an organisation that regularly hoses down the floor of its warehouse, both are drawing heavily on this precious resource. While 70% of the Earths surface is water, fresh, drinking-quality water is relatively scarce. Water is a fundamental component of human nourishment (humans are made up of 80% of water) and it also supports fish and other marine life . Whether fresh water or sea water, this resource needs to be carefully managed. Organisations that either use water as part of the manufacturing process or have the potential to affect waterways through leakage (petrol stations, for example) will need to comply with strict guidelines with respect to water usage and the impact on waterways.
  • 47. Investigate current practices in relation to Measuring resource usageresource usage Organisations not involved in manufacturing will also affect the environment. Again, by examining water bills you can establish usage rates. How water is used w ill determine whether this consumption can be lowered . Does the organisation use water unwisely, i.e . washing down workshop floors? Are there half-flush toilets installed? Are there any leaking taps? How does the dishwasher rate for water L!sage? Water utility companies such as Sydney Water can assist with software packages that can rate and measure water management levels. They also offer a range of other devices and systems that can reduce water wastage, thereby minimising environmental impact and minimising costs. Waste Every organisation generates waste, from paper to liqu ids such as oil, these used resources need to be disposed of. The level and type of waste will depend on the business activities of the organisation . Paper, cardboard, plastic are all examples of wastes found in an organisation every day. Examining usage can assist in decreasing waste. For example, establishing policies on non-essential printing such as emails and report drafts can decrease the amount of paper wastage in an office environment. Further, by introducing recycling stations, an organisation can assist in lowering waste products . An audit of the current practices of these mainstream waste products can assist in identifying waste issues . WATER MATTERS More dangerous to the environment are liquid wastes from manufacturing organisations or organisations that deal with chemicals or contaminants, such as oil. Such organisations would be required to adhere to strict permit pol icies and therefore being able to access and measure the usage would be a relatively simple exercise . As you have discovered, completing the audit document of the waste usage rate would assist in developing the Environmental Management Plan. Waste disposal companies such as Visy Closed Loop can make an appraisal of your current resource usage and advise on a waste management system that will suit your organisation s needs. Consumables such as printer cartridges, mobile phones etc. can be recycled . Is there any policy or program in the organisation? If so, what is the success rate? Employee resources usage Observing employees in their everyday activities provides an opportunity to gather data about individual resource usage. Are employees switching off computers and lights at night? Do they print emails when they could be read on-line? Are they using the recycling stations correctly? Are they observing protocols regarding waste management? To ascertain the level of usage and how this could be lowered, you might cons ider writing an audit questionnaire for employees to document their resource usage observing: • energy usage/observations • water usage/observations
  • 48. Measuring resource usage Investigate current practices in relation to resource usage • waste observations • handling and disposing of pollutants/chemicals observations. The audit could give examples such as Do you read ema ils on line?, Have you ever observed a breach when disposing of oil? . • Task 12: Resource usage audit You are to record in the table below the materials, services and equipment you use to do your job and to consider the main natural resources that are required in their production. You should then think about the amount of personal control you have over the use of these materials, services and equipment. Your objective is to identify whether it is within your power to use the resource more conservatively. Material/service/equipment What natural resource is used How much control do in its production? you have over wasted resources? Example 1: Lights Coal or water to produce I can control the light electricity used in my own office WATER MATTERS by turning off the light switch. I can assist by monitoring the use of lights in the general work area and lunch room . Example 2: Paper usage Trees, electricity I can be more aware when printing documents on a day-to-day basis .
  • 49. Investigate current practices in relation to Measuring resource usageresource usage Case Study: The Boardroom Kylie at Get Noticed Advertising has been asked to assist Eun, the Sales Manager, to organise the Boardroom for this months sales meeting. The sales meeting provides an opportunity for the metropolitan and regional sales representatives to come together to plan, report and share information . They have the opportunity to discuss issues over morning tea, lunch, and a short afternoon break. Kylie is dismayed to find that she is asked to arrange a large quantity of disposable cups, plates and cutlery for the participants to use . Kylie recalls a recent radio interview where the reporter explained that over 400 million takeaway cups are disposed of each year in Australia . Kyl ie asked Eun about the opportunity to use non-disposable catering supplies. " But t hen we have to wash everythi ng up," says Eun . " Surely that is just using a different resource- water! We re trying to save water. " Kylie was able to explain to Eun that over its life of about 3 000 uses, a non-disposable mug is associated with 30 times less sol id waste and 60 times less air pollution than the disposable ca rdboard cups that they had provided for the participants to use. WATER MATTERS Eun agrees that before the next meeting she will talk to the Office Manager about the costs of switching to non-disposable catering materials. " Great," says Kylie . " Next team meeting we can discuss changing to organic Fa irtrade- labelled coffee! " There are many things that you may be able to do in your organisation to help reduce its ecological footprint. By reviewing your own use of resou rces and the waste that your production generates, you can support your workplace in the development of procedures and work practices to reduce the waste of resources . This can be achieved by using resources more efficiently and conservatively, disposing of waste accord ing to the manufacturer s instructions, or adopting Government guidelines and developing work practices that demonstrate that you are taking responsibil ity for your own actions. You can use the information you have recorded about your personal resource use to question your own waste of resources. You will most likely f ind many small changes that you can implement. You w ill discover that when everyone in the team is making many small changes to their work routine t o reduce their environmental impact, the results can add up to be quite significant and effective. Create a checklist when recycling waste. Not all staff members may be aware of what they can recycle- th is checkl ist will assist in reducing resource depletion .
  • 50. Measuring resource usage Investigate current practices In relation to resource usage Task 13: Record your own resource use Use the record sheet provided below to monitor your own use of resources in either your workplace or place of study for one week. An example is provided for yQu . You should then use the form below to record the opportunities for improvement that you have identified, based on your analysis of the record sheet. Resource Unit of Date Period of Result Comment being measurement monitoring monitored Lighting- 100 Hours and Monday 7.00 am -5.00 Light on for Light on for 2 watt bulb kilowatt hours pm 10 hours hours when area was not being used WATER MATTERS Annual calculation of number of hours light is Opportunities for improvement on when the area is not in use This will direct attention to how employees can make simple adjustments to their work practices to reduce resources usage and reduce the organisations ecological footprint.
  • 51. Investigate current practices in relation to Measuring resource usageresource usage Conclusion WATER MATTERS By becoming more aware of the resource usage of employees and the organ isation as a whole, and documenting these rates, plans can be made as to how to lower future usage rates .
  • 52. Purchasing strategies Investigate current practices in relation to resource usage1.6 Purchasing strategies "Analyse and document current purchasing strategies" Purchasing products and supplies is a major cost to most organisations. Most organisations will have strict guidelines and procedures on purchasing to ensure expenditure is kept to a minimum, and often will limit responsibility for purchasing to a few people. However, a purchasing strategy based solely on cost-efficiency is limiting. As you have discovered in Section 1.5, the level of resources consumed (whether natural, non-renewable or man-made) can depend heavily on the equipment or infrastructure the organisation is currently using. Therefore, an organisation committed to minimising its ecological footprint should develop purchasing strategies that consider the cost to the environment. This is called green purchasing, and it demonstrates the organisations commitment to buy products and services that are less damaging to the environment and human health. Green purchasing involves examining the environmental impacts of one or more aspects of a products life cycle and then seeking alternatives that are likely to minimise these impacts or are less damaging. Your organisation is part of the supply chain that links Environment Tip: Purchasing computers, together to produce an end product- whether this monitors, printers, fax machines, be a cup of coffee, a motor vehicle, an advertising WATER billboard or a piece of clothing. By investigating the MATTERS photocopiers that have a sleep mode will decrease energy usage. resource efficiency of the supply chain of your organisation, you will be delivering to the end user a product that is environmentally sound . Internal purchasing audit In the first instance, an audit on the current purchasing Supply chain: Sequence of suppliers strategy should be developed. This will allow you to and purchases covering all stages of identify: production from raw materials to purchase by the end consumer. • current procedures • purchasing responsibility (should this responsibility be moved) • level of environmental awareness that exists • accountability for purchasing (are the current procedures followed) • supply chain A purchasing audit document could look something like the following and could be used as a questionnaire to gather relevant data .
  • 53. Investigate current practices in relation to Purchasing strategies resource usagePurchasing Procedures Audit1) Current procedures a) Is there a current policy on purchasing procedures? Y/N If yes, o Where is the documentation on the procedure located? o Is this readily accessible to those required to purchase? o What does this include? For example: • Preferred suppliers • Is there a register for preferred suppliers to assist in purchasing? Y/N • If yes, is this register adhered to? • Responsibility- who has responsibility for purchasing? • Centralised? • Ad hoc basis- whoever notices purchasing is required? • Thresholds • Number of quotes for purchases over set amounts • Responsibility for purchases over set amounts • Repeat purchasing behaviour • Are checklists available to assist in purchasing? • Have protocols been set to check invoices? • Is there a yearly audit on purchasing behaviour? o Was training delivered to those purchasing? o Is there a checking system to determine if policies are adhered to? o Has environmental sustainable purchase behaviour been considered/implemented?- i.e. recyclable products? If not, why not? b) Review of purchasing procedures o Call a meeting of all purchasing staff and seek their input and experience. Empower them to WATER MATTERS lead, to propose new ideas and to make suggestions . Some questions could be : • Are there any noticeable flaws in the policy? • How can these be rectified? • Are there any other suggestions? • What other intelligence have they gathered? o Do the yearly audit/invoices indicate the procedures are being followed? o Do preferred suppliers have energy-efficient products to offer? Have they ever suggested environmentally sound alternatives? If not are they willing to provide more energy efficient products? o Are purchasing officers aware of energy efficient information guides, alternative energy supply and waste disposal methods?2) Cost analysis o Perform a monetary cost analysis of regularly purchased products vs . environmentally susta inable products of a similar nature. For example, what is the monetary cost benefit of purchasing a photocopier with greater energy efficiency versus one with lower energy efficiency, or by using recyclable paper over non-recyclable? This is extremely important for all organisations. If the alternative is too costly to implement, senior management may not agree with the new policy. Therefore, be prepared to suggest ideas such as a gradual introduction of the policy over 5 years . o Carry out an environmental cost analysis. For example, what is the benefit of recyclable products to the environment compared to non-recyclable products?3) Supply chain o Have you mapped the supply chain? o Do suppliers within the chain adopt environmental susta inability within their work practices? o Do we have close relationships with suppliers, i.e. preferred suppliers, or is it an ad hoc approach?
  • 54. Purchasing strategies Investigate current practices in relation to resource usage Such an audit will be extremely valuable in determining the organisations current purchasing system. Through the audit, you will be able to determine what is currently working and what improvements can be made in areas that are flawed . The audit will also allow the organisation to view the attitude to environmental responsibility of not only its employees, but also of suppliers. For example, if preferred suppliers do not offer environmentally sound alternatives, this will not fit within the organisation s new purchasing pol icy, and therefore new suppliers will need to be considered. Task 14: Supply chain Choose the organisation of one member of the group and speak to the purchasing officer, asking for information on the supply chain of the organisation (to the end user). Once you have this information: • Map the supply chain, i.e. on a chart. • Research the environmental policy of each supplier in the chain . • As a group, write a report of the overall environmental efficiency of the supply chain. • Prepare a brief presentation on your findings . WATER MATTERS External research After completing the internal audit, it is wise to research the purchasing procedures of those outside the organisation. This will allow a comparison as to whether purchasing procedures are sound, or in need of change that could lead to possible cost reductions for the organisation. As identified in Sectionl.3, the external sources can also assist with ideas. 1. Research purchasing procedures of competitors and other companies. This could be accomplished by accessing their websites and other marketing material, or by speaking directly to the purchasing officers . Though competitors may at first be hesitant if you state that you are considering more environmentally sound purchasing patterns, you are more likely to ga in the information you need. 2. Contact environmental regulators and seek assistance with best practice guidelines into purchasing. You may also be able to observe their purchasing habits. For example, the Australian Government has designed an Environment Purchasing Toolkit to assist their internal procurement officers when purchasing products. The website can be found at www.environment.gov.au/settlements/government/purchasing/index.html. Some great tips on green purchasing can be found here .
  • 55. Investigate current practices in relation to Purchasing strategiesresource usage 3. Survey clients and suppliers. Suppliers should take the initiative and suggest what product solutions they can find. They are also a value source of information on what your competitors have developed and what policies worked or did not work. Clients will often be willing to share their experience and could also give you intelligence regarding what they expect from you as their supplier. 4. By examining the supply chain in detail, you will gain great insight into your suppliers green purchasing methods and how you may incorporate these . 5. Researching environmental websites and media . Researching websites such as WATER MATTERS www.greenvehicleguide.gov.au and www.energyrating.gov.au will build your knowledge of more environmentally sustainable products on the market. Conclusion Every organisation is part of the supply chain. If each organisation in the chain implements sound environmental policies, the final product can be delivered to the consumer with the minimum of possible environmental impact.
  • 56. Areas for Improvement Investigate current practices In relation to resource usage1. 7 Areas for improvement "Analyse current work processes to access information and data to assist in identifying areas for improvement" Whilst an organisation can implement green purchasing strategies, refine their waste disposal methods and create policies and procedures to ensure compliance with regulatory bodies, its efforts are wasted if employees are not held accountable for maintaining the standards as they carry out their workplace duties. Employees have a personal responsibility to be aware of the role they perform and the resources they require to complete their daily tasks, and to assess how they may be able to make a positive contribution to achieving the organisations sustainable work practice goals. The specific changes that an individual employee can make will vary depending on the tasks that comprise their daily work routine. However, they may find that by making relatively minor changes, i.e. remembering to recycle, this can have a profound effect on reducing the organisations environmental footprint . Workplace process WATER MATTERS Though employees can have identical workplace duties, the way they perform these duties can be totally different, and the processes they use on a daily basis to complete their duties can vary widely. By understanding what processes staff use and by suggesting alternative sustainable workplace processes, the environmental impact of production can be reduced, and the organisations bottom line can be improved by: • reducing costs through more effective and efficient Environment Tip: If cleaners light use of resources such as water, energy and raw only the area in which they are materials. cleaning, and turn off lights after • they have finished in the area, they cutting the cost of waste disposal by producing less will reduce energy use significantly. waste. • improving sales performance by developing a reputation as an environmentally friendly organisation . • reducing the incidence of both environmental and workplace health and safety hazards by minimising the use of hazardous materials, and through proper management of their use. Work process audit An audit of work processes is essential to building intelligence for possible improvements. It gives a micro view of how small changes can make a big difference and will be essential to building an Environmental Management Plan .
  • 57. Investigate current practices in relation to Areas for improvement W here organisations are structured with a range of work areas, divisions or departments, it is vital that the work process audit is tailored to each particular workgroup. Before producing the audit, it is im portant to meet the managers of each department and gain knowledge of the breadth of responsibility of employees and what tools they are given to carry out their duties. The questionnaire could look like this. Work process audit 1 - Dubbo Motor Mechanic and Panel Beaters What are your core responsibilities/duties? What additional responsibilities do you have? Is compliance with specific legislation or are permits required as part of these duties? Are employees aware of this responsibility? WATER MATTERS Training process- what does this cover, for example, if yes to above, have staff members been properly tra ined on compliance issues and are they are aware of the consequences to the organisation and themselves if they breach this compliance? Are employees aware of the organisations environmental ph ilosophy? What environmental sustainabil ity processes, if any, has the department developed and how has this been communicated? Once this has been completed, an audit paper can be tailored for each department. For example, a work process audit for a junior motor mechanic could look like the document overleaf.
  • 58. Areas for improvement Investigate current practices in relation to resource usageWork process audit 2- Dubbo Motor Mechanic and Panel BeatersName: Ahmed KhouryPosition : Junior Motor MechanicTime with the organisation : 2 years 1) Does you position include responsibility to ensure compliance with environmental permits? Y/N a. Can you name these permits? Y/N b. Can you describe the likely consequence if compliance is breached to both you and the organisation? c. What are the workplace procedures to ensure compliance? d. Did you receive adequate training on these procedures? e. Do you have easy access to these procedures on a daily basis? For example, are you required to perform daily checklists? Are there communication devices in the work- place detailing procedures? f. Have you observed a breach or a possible breach of these procedures? g. In your opinion, why do you think the breach occurred? h. Do you feel the procedures are adequate? Do you have suggestions for improvements? 2) Does your department encourage environmentally sustainable processes? a. Does your department have a recycling policy? WATER MATTERS i. What does the policy include? (e.g. the AlP initiative to recycle Australian plastic oil containers as detailed in Case Study 2 ) ii. Do you observe the policy and is there general compliance within the department? If not, what issues does the policy cause? iii. Describe recycling work practices you have initiated. iv. Are there improvements you can make to your recycling work practices? b. Does your department have a water conservation policy? i. What does the policy include? (i.e. sweep down workshop floor rather than washing it down, ensure leaky taps are reported, does it participate in water- saving initiatives from external stakeholders) ii. Do you observe the policy and is there general compliance within the department? If not, what issues does the policy cause? iii . Describe water conservation practices you have initiated. iv. Are there improvements you can make to water conservation work practices? c. Does your department have an energy conservation policy? i. What does the policy include? (e .g. ensuring all lights in workshop are switched off at night, all electrical equipment purchased has a high energy-efficient rating) ii. Do you observe the policy and is there general compliance within the department? If not, what issues does the policy cause? iii. Describe energy conservation practices you have initiated. iv. Are there improvements you can make to energy conservation work practices?
  • 59. Investigate current practices in relation to Areas for improvementresource usage The audit will quickly identify work process areas that need improvement, and possible catalysts for improvement. For example, the audit process may reveal there is a consistent lack of understanding of the issues and a high level of breach incidents, and therefore workplace training processes need to be refined . Alternatively, if an employee is aware of the recycling program but does not observe this, he must be made aware of his responsibilities. Other methods for analysing current work processes can include: • Attending breach debriefing meetings- these would occur when there has been a breach of compliance. Such a meeting gives all team members the opportunity to reflect on how the breach occurred, and if improvements need to be made to the policies and procedures. • Asking employees to conduct their own work process audit and report back to either their supervisor or yourself. This personal audit could be as simple as observing their workplace practices over a day and submitting a report on their observations and possible improvements. • Speaking to suppliers- remember they are dealing with your employees and can give great insight into workplace process. What have they observed in your workplace? What suggestions WATER MATTERS have they to improve the process? How is the organisation tracking against its competitors? Task 15: Work process audit Use the work process audit template provided in this Section to analyse: • your current workplace practices • a friend or colleagues workplace practices Compare the answers and write a brief report on your findings . Conclusion By investigating workplace practices, environmental managers will be able to identify potential flaws and will be able to take steps to solve issues to keep resource usage to a minimum .
  • 60. Element 2 2 Set targets for improvements When you have finished this section, you should be able to demonstrate your ability to:Performance Criteria WATER • MATTERS Seek input from stakeholders, key personnel and specialists • Access external sources of information and data as required • Evaluate alternative solutions to workplace environmental issues • Set efficiency targets
  • 61. Seek input Set targets for improvements2.1 Seek input "Seek input from stakeholders, key personnel and specialists" For an organisation to implement effective sustainable work practices, it must investigate the effectiveness of its current policy, discover where improvements can be made and make comparisons to competitors plans and to industry standards. It must engage and seek input from a wide range of stakeholders. Who are your organisations stakeholders? A stakeholder is an individual or group that has interest in, or is impacted on, by the operation or performance of your organisation. When you are considering or proposing innovation or change in your organisation, it is important that you consider the impact of your ideas on the stakeholders of your organisation . Your team or workgroup will have stakeholders within your organisation as well as those outside of the organisation. There are other individuals, teams or departments that have an interest in, or are impacted on by the operation or performance of your team or workgroup. You may wish to develop a chart to identify your Stakeholders: External and internal organisation s or teams stakeholders. You may then use groups that have a stake in the your chart as a template to record your reflections of the overall performance of the WATER likely impact of your proposal. MATTERS organisation. Your organisations stakeholders could include, but are not limited to: • Customers or clients -provide the income that sustains the organisation and therefore need to be nurtured. • Suppliers -provide excellent market intelligence, not only on new products and systems that are environmentally sound, but also on your competitors and industry trends. Suppliers rely on your organisation for income and therefore will work with the organisation to ensure it achieves its objectives. • Community groups- these stakeholders are those that can be affected by the organisations production of Environment Tip: Install motion goods and services. Community support can be gained detectors to turn off air conditioners by listening and adapting plans in accordance with the when people are not present in area. needs of these groups. • Government agencies- the organisation is likely to have permits from government regulators, legislation or guidelines that it needs to adhere to. By following best practice guidelines and seeking advice, an organisation is less likely to suffer compliance failures. • Competitors- by being aware of competitors procedures and their associated effectiveness, an organisation can learn and make informed decisions on adopting certain procedures/policies. • Shareholders/investors- a downturn in shareholder or investor satisfaction could de-stablise an organisation. Therefore, it is important that the organisation demonstrates that their investment in the organisation is valued and their ideas highly considered.
  • 62. Set targets for improvements Seek input Your teams internal stakeh olders could include a range of other departments or teams, such as: • marketing • accounts • warehouse and distribution • sales • finance • information technology Task 16: Key stakeholders Document the key stakeholders in your organisation or another organisation with which you are familiar, that you would need to consider when developing an environmental management plan. Seeking input or consultation Consultation is usually more formal than having an unplanned conversation with another team member over lunch about your ideas or work practices. Effective consultation requires that you WATER MATTERS firstly identify y~ur needs. In this instance, you are seeking information regarding efficient resource management. By consulting with customers, suppliers, shareholders and community groups, you can gain valuable insights as to how your organisations performance is perceived externally and the effect this has on its reputation. Consultation is more useful when you take th e time to ident ify an objective . Once you have done this, you are in a position to more effectively identify the appropriate people to consult with . The consultation process takes time to be effective. Before embarking on this process, you must have the commitment of the upper management of the organisation and your direct supervisor to go forward and secure any permission required, otherwise the process will not be effectively managed and the process may be flawed. There is a range of people that may prove useful in gathering information and providing feedback on sustainable work practices. These include: • members of your work group or team • supervisors or team leaders from other areas in the organisation • customers • shareholders/investors • suppliers • distributors • marketing specialists
  • 63. Seek input Set targets for improvements • research and development specialists • researching the Environmental Management Plans of other companies • local council or other regulators. Have they any suggestions as to how to decrease resource usage or how to improve work practices? Consultation methods Once you have decided on the list of stakeholders you wish to gain intelligence from, you can then plan consultation methods. What is the best method of approaching these stakeholders to gain maximum value? Do these stakeholders have time restraints? What level of authority do you have to make the approach? There is a range of methods that could be used, including: • a suggestion box in the work place • community consultation forums (where the community can openly comment on the practices of the organisation) • shareholder/investor information forums • meetings with suppliers and customers • attending industry events such as exhibitions, seminars, training events, etc. • a survey to gather staff feedback regarding your ideas or current work practices • WATER discussions with government departments MATTERS • one-on-one interviews with colleagues • forming an external sustainable review team that includes representatives from suppliers, clients, shareholders, investors, community leaders • the circulation of discussion points and the invitation of comments and feedback from employees • monthly team meetings where workplace practices are discussed • establishment of teams that are dedicated to one area of environmental performance, i.e. part of the Energy Efficiency team that seeks to reduce depletion of energy resources . Debriefing when breaches of compliance occur- in the event of a breach occurring, best practice includes calling a group meeting of the work area concerned so that circumstances of the breach can be identified and corrective action taken. It is crucial to identify whether this was an isolated occurrence or arose because a policy or procedure was not effective or was poorly structured . If the cause was due to poor structure of procedures, it is important to discuss this as a team to identify where the procedure/policy was flawed, and have the team consider an effective alternative to the procedure . It may also be pertinent to gain the opinion of external stakeholders such as legislative regulators. These stakeholders would have experience of breaches in other companies and may have great alternatives. Employee feedback- document issues, problems and inefficiencies that employees identify in the performance of their daily work routine so that they have specific examples that can be used as part of the teams investigations.
  • 64. Set targets for improvements Seek input Task 17: Consultation methods After identifying your stakeholders in Task 16, what consultation methods would you use in finding resource efficiency ideas? How would you implement the consultancy process? WATER MATTERS Conclusion Stakeholders are vital to the growth and profit of any organisation. They have valuable information on current practices and may have practical solutions on how these should be implemented .
  • 65. External sources of information and data Set targets for improvements2.2 External sources of information and data "Access external sources of information and data as required" Internal stakeholders are vital in analysing and critiquing environmental policies and procedures. Employees in the front line of the organisation hold valuable corporate knowledge that may be vital to making effective decisions as to environmental policies. However, to simply rely on internal corporate knowledge in shaping policy would be inadequate. For organisations to be relevant and to grow, they need to open their doors and gain knowledge from outside the organisation and adapt their learning into sound corporate practice . This is also true of finding avenues to improving sustainable work practices. By benchmarking the organ isation against external sources, Environment Tip: Reduce lift an organisation and its employees can feel confident that it operations by stopping lifts at the is achieving its objectives and will emerge as a responsible last station of each call. corporate citizen. External sources WATER MATTERS Triple bottom line reporting- Many organisations now proudly promote triple bottom line reporting. This information can be accessed via their corporate website, their annual reports and other corporate communications . By analysing what others do, an organisation can gather ideas and concepts that may be adapted to their own situation . What targets have they set and were they achieved? Government and regulatory bodies- Not only can these bodies advise on best practice guidelines, an organisation can also learn by how these bodies conduct their business. For example, the Federal Governments Environment Purchasing Toolkit assists their internal procurement officers when purchasing products. This document is a useful benchmarking tool. For information on purchasing the toolkit, go to www.environment.gov.au/settlements/government/purchasing/index.html. These regulatory bodies also offer information regarding changes to permit procedures and policies and how these should be implemented within the organisation with clear deadlines and compliance targets. Community and individuals- The following website requests input from community members : www.environment.gov.au/settlements/government/purchasing/index.html Your organisation can use this type of website and develop additional tools to invite and gather input, suggestions and feedback from community groups and individuals. Responding to the information gathered will assist in building the organisation s image of being flexible and outward-looking.
  • 66. Set targets for improvements External sources of information and data Industry associations- As you have discovered, industry associations can be great sources of knowledge. They will be able to advise on best practice guidelines and may also regularly conduct seminars and training which could include information on how to set targets and improve sustainable work practices . Industry exhibitions and seminars are an excellent source of new resource efficiency products. Industry experts often speak on the importance of environmental accountability and will share real life solutions. Environmental media- There is a lot of information to be found via the internet and through environmental magazines. Websites such as www.energyrating.gov.au, for example, posts information on the most energy-efficient machines and equipment. Electronic journals such as www.wme.com.au/magazine/ post up-to-date reports on environmental issues within the business community. Suppliers- Working with suppliers to set targets can be invaluable. They will be able to assist with cost anlaysis, the most efficient use of supplies and how they can assist in the implementation process. Sydney Water has many managerial tools to assist organisations in saving water through its Every Drop Counts program. Devices such as data loggers on meters can identify water usage patterns, leaks etc. Its one-2-five water diagnostics and Water Achiever diagnostics can assist large and small businesses manage water usage more effectively. Environmental consultants and not-for-profit organisations- There are many organisations whose core purpose is to assist businesses with their environmental reporting systems . Such consultants give organisations guidelines on reporting mechanics, setting targets and suggestions for continuous improvement. WATER MATTERS Task 18: Water-soluble dyes You and your colleagues have been asked by management to investigate water- soluble dyes for use in the manufacturing process in an effort to reduce the team s ecological footprint . You are to make recommendations on the purchasing of such dyes and prepare a report and a presentation. You will need to consider: • Sources you can contact (remember you need to ensure that these dyes comply with legislation) • Costs involved in using dyes • What is the industry standard? • Disposal methods of these dyes • Any other relevant information i.e . is there less colour choice with water-soluble dyes?
  • 67. External sources of information and data Set targets for improvements Conclusion WATER MATTERS By obtaining advice and data from external sources, an organisation can ensure it is benchmarked against industry and environmental standards.
  • 68. Set targets for improvements Evaluate alternative solutions2.3 Evaluate alternative solutions "Evaluate alternative solutions to workplace environmental issues" Information gathering from internal and external sources is a major step towards improving sustainable workplace practices. There will be many ideas and opinions, case studies of success and warnings of policies gone wrong. However, no two Environmental Management Plans are the same. There is no right or wrong plan . There is not a one size fits all as every organisation is slightly different and therefore its sustainable work practices will differ from others to suit its own needs. Practicality of solutions Although many of the ideas that you have gathered will have great merit, not all can be employed at once and some may never be employed. Too many changes can be overwhelming for employees, and too few could indicate a reluctance of the organisation to change. Therefore, getting the mix right is very important. There are four main considerations: 1. Economic gain . This can be determined by cost analysis, wh ich involves researching the costs for implementing and maintaining the suggested system and then : • compare these costs to current systems • WATER MATTERS determine if this will decrease the incidence of costly non-compliance fees • estimate the level of extra custom this improvement may bring • determine if the system should be implemented on a stage-by-stage level- therefore spreading the cost over a period of time 2. Environmental gain. • What is the potential effect on the environment? 3. Transferability. • Is the organisation too large or too small for this solution? • Is this an easy solution to implement, will extra training be required? • Does the organisation have both the human resources and facilities such as software that can support suggested research efficiency systems? • Will the new initiative place an extra burden on employees, and if so, will this affect their productivity? • Is this a real improvement on previous systems? • Will this be easily integrated into current protocols or do new policies need to be written? 4. Corporate accountability should consider- • the organisations position on environmental sustainability • triple bottom line reporting/environmental reputation • legalities of change
  • 69. Evaluate alternative solutions Set targets for improvements • stakeho lders commitmentStep 1 Questionnaire In the first instance when evaluating systems it is helpful to work through each suggested solution and address with a questionnaire with yes/no/maybe responses. Each response is rated and which- ever has the highest rat ing w ill determ ine if the solution should be considered. If a maybe rating is the highest, more investigation is required before abandon ing the idea. The questionna ire could look like this : Suggested solution Practicality of implementationImplement new solar power lighting Has a cost analysis been conducted? Y/N/Maybesystem If so, would th is be an economic gain to the organisation? Y/N/Maybe If No/Maybe, can th is solution be implemented over a time pe ri od to reduce expend iture? Y/N/Maybe Would this suggestion bring new custom? Y/N/Maybe WATER MATTERS Will this suggestion affect compliance standards? Y/N/Maybe If yes, is th is an improvement on past systems? Y/N/Maybe Does th is solution reduce resource consumption? Y/N/Maybe In your opinion, is our organisation too small to implement th is solution ? Y/N/Maybe Wi ll this solution be easily to implement? Y/N/Maybe Does the organisation have the infrastructure and human resource levels to support the suggestion? Y/N/Maybe Will this solution cause serious down t ime that will affect productivity? Y/N/Maybe Is this solution relevant to the organ isation s Environmental Plan? Y/N/Maybe Is th is sol ut ion triple bottom line reportable? Y/N/Maybe After th is questionna ire has been conducted, you can now pinpoint those solutions w ith rea l merit and ma ke further investigations on their viability.
  • 70. Set targets for improvements Evaluate alternative solutionsStep 2 Detailed reports The responses you have gathered in your questionnaire should be summarised and analysed in a detailed report. The questionnaire may have revealed several aspects of your operations that need to be investigated further before recommendations can be developed. Your detailed report should address: • detailed outline of suggested improvement • positive aspects of the suggested proposal • negative aspects of the suggested proposal • cost analysis of the proposed suggestion • recommendations of either adoption or rejection of plan • implementation strategy • proposed deadline WATER MATTERS Task 19: Solar power Using the format described in this Section of the work book, prepare a questionnaire that you could use to evaluate the practicality of implementing solar power in your organisation. Prepare a detailed report on your findings. Conclusion Whilst many suggestions for improvements may have merit, not all will be relevant to your workplace. By using evaluation methods to determine the practicality of the suggestion, you will be in a better position to evaluate its worthiness of introduction.
  • 71. Efficiency targets Set targets for improvements2.4 Efficiency targets "Set efficiency targets" After consultation with stakeholders and evaluating the energy efficiency ideas, the organ isation is now in a position to set efficiency targets .Setting targets is an important step in the development and planning phase of any plan . Targets give direction, are measurable, align thoughts and demonstrate a commitment to change or improvements. Once targets are set, there is a collective respons ibility to ensure these are achieved . Therefore, targets should be measurable, quantifiable and achievable otherwise belief in change may falter and the environmental plan will not be successful. Efficiency targets Efficiency targets in the context of this workbook refer to Environment Tip: When using targets that will reduce the ecological footprint of the washing machines or dishwashers, organisation . always make sure there is a full load to minimise energy and water WATER MATTERS Efficiency targets should reflect the aims and objectives of the Environmental Plan and be specific in their goals. wastage. The organ isation must be very mindful about what targets they wish to measure and how they will define the target. Targets can be large in scope, for example, to reduce greenhouse gas production by 15% within 5 years through initiating energy reduction campaigns, or simply be a date for implementation of a revised policy or plan. As long as the plan is measu rable, i.e. reduce by 15% in 5 years, it has the abil ity to be achieved . Undefined targets are less likely to be achieved, as there is no sense of commitment or urgency. For example, co nsider the two follow ing statements : 1. Our t arget is to review all purchasing documents to ensure compl iance with the purchasing procedure 2. Our target is to review purchasing documents on the first Friday of every month to ensure compliance with the purchasing procedure. Wh ich statement shows more commitment and is more likely to be successful? Targets shou ld be actionable and realist ic. They should have the backing of those stakeholders most likely to be affected by ach ievement of the targets and of the employees involved in delivering that achievement.
  • 72. Set targets for improvements Efficiency targets Task 20: Efficiency targets Research any efficiency targets of your workplace or another organisation you are fam iliar with . What targets have they established in regard to their environmenta l performance? The following should be considered when creating efficiency targets: Key Performance Area Possible targets Legislation or permits the organisation operates An annual review of the current policies to under ensure compliance, a zero breach record for a 5-year period, commitment to send a representative to every educational seminar relating to legislation compliance. Environmental resources The organisation wi ll switch to Greenpower Energy by 2009, purchasing policy to buy equipment with energy efficiency rating of 5 or above, and a complete conversion of the company fleet to green cars by 2010. Water WATER MATTERS Commitment to industry-endorsed water reduction scheme by 2010, reducing industrial wastes to 10% below compliance standards, purchasing policy to buy only water- soluble paints/dyes . Waste Reducing overall waste by 10%, introducing a purchasing policy to buy only recycled products such as paper, introduction of recycled packing into product as part of supply chain responsibil ity. Policies and procedures A monthly staff meeting to discuss relevance of policies and procedures, clear communication devices such as checklists/posters to be accessible in all work areas w ithin six months . Stakeholder Commitment to a six-monthly community consultation forum to ensure the organ isation is meeting the expectations of the commun ity with regards to its environmental plan, commitment to a quarterly update on targets for all employees, 100% commitment to use suppliers with energy-efficient programs, seek 100% employee commitment to environmental policy.
  • 73. Efficiency targets Set targets for Improvements Financial A reduction in energy costs by 10% through energy reduction program, a 5% increase in profits due to its triple bottom line reporting. Corporate reputation A commitment to include triple bottom line reporting in the 2009 annual report communicated via the organisations website by the end of the 2nd quarter. Task 21: Targets You will need to refer to the work your group completed in Task 18 to complete this task. You are to develop targets that would apply if the organisation committed to implementing your recommendations. Your targets could reflect such issues as: • date for implementation • percentage of soluble dyes purchased • percentage of fabric to use soluble dyes -------··--·-···------------- ---------···-·--······-- ··························---··········--·-·-···-····-· - - - - · WATER MATTERS Communicating targets Once established, targets should be promoted and communicated to the relevant stakeholders. This marks a further commitment by the organisation to improving its ecological footprint, as this information is now in the public domain and therefore failure to meet the targets would be broadly known. Following are some methods you may consider adopting to communicate targets to relevant parties: Internally • internal newsletter • internal email from Managing Director/CEO • posters/register announcing targets • posters demonstrating progress of targets • checklists to assist in meeting targets • staff meetings • training • official launch (PRevent) • website
  • 74. Set targets for improvements Externally (key stakeholders including: clients, suppliers, community groups, shareholders, investors and government/regulatory bodies, local media) • letter from Managing Director/CEO announcing its new plan and detailing its targets. This should be sent to all key stakeholders • officia l launch (PRevent) • community consultation forums • website • promotional material • annual report • Annual General Meeting WATER MATTERS Once set, targets should be monitored and reviewed as part of the continuous improvement strategy. Conclusion Targets are extremely important in focus ing and committing the organisation and its stakeholders to environmental management. By ensuring goa ls are achievable, measurable and flexible, they are more likely to be successful.
  • 75. Element 3 3 Implement performance management strategies When you have finished this section, you should be able to demonstrate your ability to:Performance Criteria • Source and use appropriate techniques and tools to assist in achieving efficiency targets • Apply continuous improvement strategies to own work area of responsibility, including ideas and WATER MATTERS possible solutions to communicate to the work group and management • Implement and integrate environmental and resource efficiency improvement plans for own work group with other operational activities • Supervise and support team members to identify possible areas for improved practices and resource efficiency in work area • Seek suggestions and ideas about environmental and resource efficiency management from stakeholders and act upon where appropriate • Implement costing strategies to fully value environmental assets
  • 76. Techniques and tools Implement performance management strategies3.1 Techniques and tools "Source and use appropriate techniques and tools to assist in achieving efficiency targe~s" Planning environmentally sustainelble improvement strategies or developing an Environmental Management Plan is a very positive experience for the organisation . It enables the organisation to start afresh, to be open and accepting of new ideas whilst relying on the wisdom of past experience to make sound judgements. Planning demonstrates the organisation s determination to Environment Tip: Inspect remain relevant, successful and make a valuable insulation on all storage tanks and contribution to the community by openly attempting to pipes to avoid leakage. maximise its environmental efficiency and reducing its resource usage. As we have discovered, by analysing past practices, gathering intelligence from external sources, evaluating the worthiness of ideas and solutions and defining clear objectives and targets, the organisation possesses all the data and intelligence to begin the improvement and implementation process. WATER MATTERS As part of this process, techniques and tools must be applied to assist employees with workplace procedures. It is important to remember the vital role employees play in helping the organisation achieve its targets. Individual employees can make a significant contribution if properly briefed and educated on sustainable work practices. Such techniques or tools include: • documentation • training • meetings Documentation Once targets and plans are documented, it becomes easier for an organisation to begin the task of achieving the targets and plans. It indicates the direction the organisation is heading and clearly demonstrates a commitment to the plans and targets. • Strategic plans Strategic plans are used to describe the plans that the organisation has developed to cover its operations, usually over at least two years. It defines the aims and goals of the organisation and this should then be reflected in the operational plans of the organisation .
  • 77. Implement performance management strategies Techniques and tools For example, a target in the strategic plan could be to reduce greenhouse gases by 10% within 2 yea rs. To support this strategic objective, policies and operational plans need to be developed. For example, purchasing equipment that has an energy efficiency rating of 5, or, in consultation w ith your energy supplier, buying green energy . Therefore, it is important ~hat employees have access to and understand the strategic plan, as it gives guidance as to why other policies have been put in place. Note: depending on its size, an organisation may include its environmental plans w ithin its strategic plan . • Environmental policy or environmental position In those cases where an organisation has committed to reducing its impact on the environment, this commitment should be documented and accessible to all employees. Documenting the policy helps to clarify the views of the organisation and is a physica l demonstration of its commitment. The environmental policy can be as simple as a summary of the efficiency targets that the organisation has set or as a general outline of what the organisation is trying to achieve. Like the strategic plan or the environmental plan, the policy outlines its main aims under which all other policies should be formulated to achieve these goals. Publicising policies such as these, ensures the organisation is accountable for achieving its objectives . An environmental policy may look like the following: WATER MATTERS Dubbo Motor Mechanic and Panel Beaters Is committed to minimising our ecological footprint on the environment and as such are committed to ensure our organisation is managed in an environmentally responsible manner at all times. As part of our commitment we will : 1. Ensure we comply with all Government Environmental Legislation and aim to : • Ach ieve zero breach record • Prevent damage to the environment from our activities and operations • Continue transparent public reporting 2. Develop and adhere to a continuously improved Environmental Management Plan which will include: • Reducing usage of non-renewable resources by a sound energy management plan • Commitment to waste reduction and environmentally sound waste disposal plans
  • 78. Techniques and tools Implement performance management strategies 3. Consult with internal and external sta keholder s to work together to create a continuously improved Environmental Management Plan . 4. Work w ith and gain commitment from staff at all levels, suppliers and clients to ensure that the Environmental Management Plan is adhered to in all relevant work practices Signed : .... ........... ........................ ....... ......... ............ ........ ...... ...... Position : ........... ..... ..... ... .. ... .. .. .... ...... .. ... ....... ...... .. .. .. ... .. .. ........ .. . Date : .............. ... .............. ....... ..... ..... .. ....... .. .... ... .. ........... .......... . Alternatively, it can be as complex as the BHP Billiton position on climate change discussed in an earlier Case Study. The one-page document from BHP Billiton clearly defines four main focus areas that it intends to achieve, and this is supported by its action plan. Additionally, it reinforces to both internal and external stakeholders that it is committed to continuously improving its environmental performance . Environmental Management Plan An Environmenta l Management Plan should be more detailed than the Environmental Policy. It should address all areas of identified environmental factors and cross-reference with the organisations strategic and operational plans to determine key resource depletion issues and ways in which these issues can be addressed. WATER MATTERS It should also include: Compliance w ith legislation and legal requi rements • Stakeholde r involvement: o consultation o acceptance o education on applying plan o responsibil ities • Development of operational plan and reporting procedu res, i. e. checkl ists • Implementation of procedures and deadlines • Set t argets • Checking and amending plan as required Policies and procedures These are written documents re lating to wo rk place practices and duties to increase resource efficiency. For example, in the case of Dubbo Motor Mechanic and Panel Beaters, procedures on how to handle and dispose of oil and other lubricants would be well documented to ensure compliance.
  • 79. Implement performance management strategies Techniques and tools Checklists Checklists can be as simple as examining and recording resources in your own workspace, to recording energy usage rates through to ensuring that all environmental impacts identified in the workplace have been considered when drafting an Environmental Management Plan . A workspace resource checklist can help you in identifying what resources you are currently using on a daily basis, and remind you of the organisation-wide commitment to reducing usage . A workspace resource checklist for an administrative assistant could look like this. Workspace resource checklist Name: Operational area: Administration Are you the last to leave? Ensure all non-essential energy 0 WATER implements are switched off MATTERS Remember to turn off your computer when leaving 0 Remember to turn off your desk light when leaving 0 Minimise paper usage by using scrap paper for drafts 0 Remember to order recycled paper only 0 Use recycling stations when disposing of waste 0 Double-check documents for accuracy before printing 0 Remember the organisations commitment to reduce its energy usage by 10% by 2011
  • 80. Techniques and tools Implement performance management strategies Purchasing checklist Once a policy on purchasing has been created, a checklist should be developed to ensure that consumables purchased align with the Environmental Management Plan. The term green purchasing is used to describe the activity of choosing to buy products and services that are less damaging to the environment and human health. Green purchasing involves examining the environmental impacts of one or more aspects of a product s life cycle and then seeking alternatives that are likely to minimise these impacts or are less damaging. Has this supplier been used by the company before? Yes/No Is this supplier aware of the company s commitment to minimising environmental impact? Yes/No If no, please explain commitment to supplier. Is the product able to be recycled? Yes/No If yes, have you ordered the recycled vers ion? WATER MATTERS {If relevant) What is the energy efficiency level of this product? 1234 56 Does this energy rate fit within the company policy of 5? What is the cost of the product? How does this compare to past costs? Is this at cost range of $1,000 that requires 3 quotes? Yes/No If yes please obtain 3 quotes. Has the supplier any suggestions of alternative products that could be used ? Have you done any research of alt ern ative products that could be used? By completing the checkl ist, t he employee w ill be reminded to examine all appropriate environmental options prior to purchasing and therefore will be assisting in achieving set goals for lowering green house gases.
  • 81. I plement performance management strategies Techniques and tools Task 22: Purchasing checklist Using the purchasing checklist above, research the purchase of the following (note all three items will be over $1,000). • fridge • photocopier • printer Activity Write a report on the following: • Which make and model of product do you recommend? • Why you made this recommendation. • Energy efficiency comparison of the products you considered . • What is the likely energy saving in buying this product? • WATER MATTERS Other information you find interesting and relevant. The Australian Federal Government has designed an Environment Purchasing Toolkit to assist their internal procurement officers when purchasing products. The website can be found at www.deh.gov.au/settlements/government/purchasing/tools.html and www.environment.gov.au/settlements/government/purchasing/index.html Other documents Posters placed around the office are a very visual way of educating and rem inding people about reducing resource usage . Case Study: Recycling at Get Noticed Advertising It has come to the attention of the Office Manager at Get Noticed Advertising that people in the administration area are not using the recycling bins correctly. The Office Manager asked her team to develop a poster giving clear guidelines about the use of recycling bins. It is reproduced overleaf.
  • 82. WATER MATTERS
  • 83. Techniques and tools Implement performance management strategies Recycling is an important part of Get Noticed Advertising Environment Policy. Please remember the following when using the recycling bins: There are bins for: • Glass and plastic- bins with black lids • Paper and cardboards- bins with blue lids • Food- bins with green lids When disposing of your waste, it is important that you place it in the appropriate bin . If it is not placed in the correct bin, it could contaminate the entire contents and therefore will not be appropriate for recycling. Think before you bin! WATER MATTERS There are other small, but very effective methods of communicating more efficient resource usage. For example, you could include the following when you send emails: Think green: do you need a hard copy of this? after your signature . This is a simple message but can be very effective in lowering paper usage. What other documents could be used? Task 23: Poster to promote water conservation Create a poster to promote water conservation and water saving tips in your workplace. What outside sources could you call on to assist you in gaining these tips? It is good business practice to have a central file that includes documents your organisation believes are relevant to its environmental performance or will assist in its reviews . This should be a physical file with hard copies of all documents, policies, procedures, and checklists. This central file should also contain a file for completed forms for historical records. In some instances, there may be legal requirements as to the length of time they are retained.
  • 84. ent performance management strategies Techniques and toolsTrainingIt is im portant that all relevant, internal stakeholders receive adequate training and education onimplementing the policies and procedures.Employees should be fully aware of the legislation relevant to their work practices and the relatedres ponsibility the organisation and individual employees have to ensure that this legislation isadh ered to .Th e organisation should clearly communicate why it has committed to the targets and programs inits Environmental Management Plan and its relevance in its strategic plan. Employees that are awareof the importance of environmental improvement (i.e . triple bottom line reporting, shareholderconfidence) are more likely to support the organisations attempts to meet its objectives .Training manuals should be included with educational programs. These should contain the workplacepolicies and procedures and possible scenarios of non-compliance issues.MeetingsMeetings are an excellent way of delivering tools and techniques to the work place. You can usemeetings to introduce new policies and procedures and explain their relevance. You can deliverdocumentation first hand and go through the documentation step-by-step. WATER MATTERSYou should encourage openness and honesty. Ask for employees opinions and inquire about theirlevel of understanding. Encourage feedback on the proposed tools and invite suggestions. Themore education and reassurance employees have, the more likely they are to achieve the goals set. Task 24: Team meeting In Activity 18, you worked as a member of a small group to develop a procedure for the safe use of water-soluble dyes for textile production. You are now required to extend this earlier activity by participating in a simulated team meeting where the production team discusses the implementation of this new policy. As a group, discuss the pros and cons of the introduction of this new procedure. One person should act as group leader.ConclusionIn order for new efficiency methods to be understood and implemented, they must becommunicated and understood. Therefore, careful planning and thorough consultation with keyinternal stakeholders will ensure their uptake and success.
  • 85. Continuous improvement strategies Implement performance management strategies3.2 Continuous improvement strategies "Apply continuous improvement strategies to own work area of responsibility, including ideas and possible solutions to commun icate to the work group and management" Continuous improvement allows for new initiatives and ideas to be implemented and replace outdated workplace methods or methods that are no longer relevant. If an organisation did not seek to improve its workplace practices, it would become static, would not grow and eventua lly would fail to operate . For improvement to be effective, every area of the organisation must be engaged in its own continuous improvement process. By each depa rtment being revital ised through fresh new ideas, the organisation as a whole will be more innovative in its approach . What is continuous improvement? Environment Tip: Turn off air- conditioners in unoccupied areas There are three major components to be considered : and install zone dampers if they do not exist. Planning stage. This has been discussed extensively in sections 1 and 2. Planning can be summarised as follows : • WATER MATTERS determining the environmental impacts the organisation poses • understanding legal compliance issues • collecting data and intelligence on work place practices Continuous improvement can be from internal sources defined as striving to continually improve on policies, procedures, • collating improvement methods from external sources targets, production or whatever • analysing the data to create improvements activity the organisation, or indeed the individual, is aiming to achieve. • proposing improvements and setting targets for achievement • ensure plan is f lexible to change . Implementing the plan. This w ill be discussed in detail in Section 3.3. Monitoring and evaluating plans. Reviewing plans is important to ensure that performance is improved and policies and procedures are working. Examin ing operations to ensure their impact is positive must be done regularly in order to be effective. Avenues to mon itor and evaluate plans include: • Consultation with employees Employee involvement is crucial in the continuous improvement process of the plan. It is the employees who are using the procedures and policies on a day-to-day basis who will be able to give critica l feedback as to the effectiveness of the policies and procedures, and what improvements can be made .
  • 86. Implement performance management strategies Continuous improvement strategies Involving employees and paying attention to their ideas and experience not only potentially improves the environmental standard of the organisation, it also increases employee morale, as they feel they are valued and empowered. Additionally, listening to employees demonstrates the organisations commitment to improving its environmental record, therefore increasing employee commitment. By staff and management working together as a team, the Environmental Management Plan can become stronger, more manageable and more effective, assisting the organisation in its attempt to increase resource efficiency and reduce its ecological footprint . Remember, employees may also be reluctant to change if they have been operating within the same workplace practice for some time, or they may not have the same personal commitment to sustainability as the organisation. By listening to employees and acknowledging their concerns, you are more likely to come to a compromise or solution . Ignoring objections does little for employee morale and does not assist the continuous improvement process. There are a number of avenues to collect employee and team, including: • Meetings- where employees can openly discuss concerns or bring new initiatives. • WATER MATTERS Weekly meetings where other business is discussed • Breach debriefs- when a breach occurs, this is a perfect time to discuss policies and procedures. Why did the breach occur? Is the policy flawed or was it human error? If human error is responsible, what can be done to prevent it from happening again? • One on one- empower staff to come to you personally if they have issues w ith policies. • Training sessions- these allow you the opportunity to deliver all the information necessary to employees so that they may perform work duties to the best of their ability. Training sessions should also allow staff members to seek clarification if they do not understand pol icies or procedures or can see issues or problems with the plan. Remember, if one employee does not comprehend, there may also be others . • Suggestion box- set up a suggestion box so that employees can comment on new improvements or procedures or initiate new ideas. • Develop an improvement team within your work area where representatives from all levels of staff meet regularly to discuss ideas and make recommendations as to whether the ideas and initiatives should be implemented .
  • 87. Continuous improvement strategies Implement performance management strategies Task 25: Get Noticed Advertising You are the administrative supervisor at Get Noticed Advertising. A new green purchasing policy has been implemented. The purchasing officer, Essie, has been with the organ isation for 10 years and does not see the value in the WATER MATTERS purchasing policy and refuses to comply. How would you manage the situation? How would you convince her of the relevance of the policy? Remember that it is crucial that the organ isation achieves the targets of the purchasing policy.
  • 88. Implement performance management strategies Continuous improvement strategies Task 26: Solar-powered lighting You work at Dubbo Motor Mechanic and Panel Beaters. In your workplace improvement meeting there was a suggestion that solar-powered lighting could reduce the impact your organisation has on the environment. You took this to your supervisor as part of the organisations monthly continuous improvement meeting. Your supervisor thinks this is a good idea but wants you to work with your continuous improvement team to look at the financial cost benefit to the organ isation, and the impact this will have on the environment and whether this is something that can be reported in its triple bottom line. As a group, you will need to consider the following : • How big is the building- how many lights are currently being used? • Estimate and compare the costs of the current electricity bill with what the bill would be if solar power was used . • Estimate the costs of installing solar power. • Can th is insta llation be done over a period of t ime, i.e. half WATER electricity, half solar? MATTERS • Identify if the installation will mean loss of production . • Identify the cost benefit to the environment in using solar power. • Give suggestions as to how you would sell th is to the Boa rd of Directors and investors. • Recommend how th is policy could be implemented in the Environmental Management Plan. Prepare a report based on the above, and an oral presentation. Monitor non-compliance activities Continual non-compliance is an indication that the policy or workplace practice is fundamentally flawed and t hat the process needs to be reviewed and corrected. This could include po licies that are linked to legal obligations, e.g. oil leakages to waterways, toxic land contam ination . Such a breach is extremely serious and could incur expensive fines for the organisation . Therefore, it is vital that this policy be reviewed as part of the continuous improvement cycle to ensure that breaches are kept to a minimum, or elim inated .
  • 89. Continuous improvement strategies Implement performance management strategies Policies linked to resource reduction should also be monitored. If, for example, electricity accounts do not shift significantly to achieve Dubbo Motor Mechanic and Panel Beaters goal of reducing energy usage by 10%, there needs to be an investigation as to why this is not being achieved. Is this because the reduct ion rate proposed was too high or is it because employees within your work area have not been adhering to the procedures? Isolated non-compliance incidents should be investigated as a matter of urgency, particularly if there is a risk of a repeat incident. By monitoring breaches in your work group, you are able to isolate and solve problems as they arise . It is a good idea to bring the information you have collated from the monitoring process back to employees either through meetings, breach de-briefings or through the improvement team . By discussing your observations with employees you may be able to pinpoint the pivotal issue and come up with concrete solutions to solve the problem. Yearly audit of activities WATER MATTERS By conducting an audit of performance improvement strategies, you will be able to determine if the environmental plan has been effective. An audit should include: • Efficiency targets- have they been meet? • Education and communication- have staff received training and have improvement strategies been promoted and understood? • Is the work group operating under any permit guidelines- if so, has this been addressed in the policy? • Has monitoring and reviewing taken place? • Have milestones been met? • Breach or non-compliance record. The audit will give a clear picture of the success of the plan and where improvements can be made .
  • 90. Implement performance management strategies Task 27: Breaches of environmental regulations Dubbo Motor Mechanic and Panel Beaters has had 3 breaches of oil leaking into waterways . Three different people have been involved; the policy was formed under support from best practice guidelines and is similar to competitors which have had no breaches . Training was conducted and policies and procedures were developed. As a group, hold a debriefing meeting to discover what the issue is . You w ill need to cons ider: • Is it human error- are people not observing the rules? • Is it the policy? WATER MATTERS • Is it the training -was it ineffective? Why? • What recommendations can the group make to stop repeat breaches? Conclusion Continuous improvement is essential to keep an organisation fresh and relevant and will contribute to its longevity and continued success.
  • 91. Environmental and resource efficiency Implement performance management strategiesimprovement plans3.3 Environmental and resource efficiency improvement plans "Implement and )ntegrate environmental and resource efficiency improvement plans for own work group with other operational activities" Implementing efficiency plans is a major step in the continuous improvement cycle. It is the managerial and administration step that translates plans into action. The process should be carefully considered and planned so it runs as smoothly as possible and the implementation of ideas and innovations is successful. Whilst each work group will roll out its individual Environment Tip: When choosing efficiency plans, it must be cognisant of the activities colour schemes, remember dark of the other groups and how this may affect their colours absorb light, light colours improvement plans. Though the organisation has reflect light. overall targets that it wishes to meet, these targets may not be reflected in individual workgroup plans but should be reflected when these targets are combined. For example, the management of XYB Textiles may wish to implement an 80% green purchasing policy and to reduce water consumption by 15%. Whilst this is a plan for the entire organisation, not all the work groups will have a similar percentage reduction in their work group plans due to WATER MATTERS the nature of their core duties. Thousands of litres of water are used every day to manufacture textiles. Therefore, at XYB Textiles, the production area would be in a better position to assist the organisation achieve its water target than the administration/delivery area, which would have a much lower consumption rate . Conversely, the administration/delivery area, due to it core duties, will be in a better position to buy green products. Implementation strategy An implementation strategy should clearly communicate how plans will be executed. The following should be included within any implementation strategy: Legal requirements for execution It is important that any resource efficiency improvement plans that require legal compliance are fully understood by all stakeholders. The core duties of the workgroup will dictate whether these legal requirements are comprehensively dealt with or a basic knowledge of the permits is required. In the case of XYB Textiles, if a new permit or emission law is passed, the production area would need a comprehensive compliance policy, written and approved, documentation distributed and training conducted as part of the implementation process. The administration area would only need to know that the organisation complies with the permit and the organisations breach record, as general information to aid in their dealing with customers and suppliers .
  • 92. Implement performance management strategies Environmental and resource efficiency improvement plans Acceptance of policy by internal stakeholders As we have seen, communicating with employees is likely to produce vital feedback, commitment to the aims and objectives, and a greater sense of loyalty to the organisation . Remember that employees in different areps of the organisation will have differing views on the improvement strategies . Task 28: Negotiating goals XYB Textile Company has implemented a policy to reduce water consumption by 15%. The sa les people have complained that the policy falls below its major competitors goal and they feel th is should be raised to 20%, or they wi ll lose customers. However the production area will need to implement strict guidelines in order to meet this target, and complain that an increase to 20% would not be possible unless new equipment is purchased now. You have been asked to resolve this issue. Do you : • raise the target to benefit the sales? • keep the target so that production can ach ieve the policy? • purchase equipment and raise the target? • WATER seek a suitable comprom ise? MATTERS Deta il how you resolved the issue and why you came to that conclus ion . Clearly defined reporting lines and areas of responsibility To ensure effective implementation of the Environmental Management Plan, all components need to be allocated to a responsible officer. Exactly how this is done will depend on the size, diversity and structure of the organ isation . The flowchart for responsibility at XYB Textile Company could be as follows: Reporting line Key Personnel Responsibility Area Sen ior management CEO, Director of Production, This group will direct and sanction the Director of Sales, overall environmental policy, be Administration Manager, accountable for legal compliance to Company Lawyer, environmental regulators, direct the Environmental Officer environmental audits and reviews .
  • 93. Environmental and resource efficiency Implement performance management strategiesimprovement plans Reporting line Key Personnel Responsibility Area Environmental task force Environmental Officer, Research, develop, set targets, managers and staff from a monitor and aud it the efficiency cross-section of all work improvement plan, deliver plan to groups. workgroups via documented policies and procedures, tra ining, communication devices, review compliance breaches . Workgroup supervisors Department heads, team Implement plan within work group, leaders report issues problems, set goals and targets for workgroup, motivate employees, report back to Environmental Task group, report breaches . Workgroup members Employees, team members Execute plan to best of their ability, engage in feedback, and report breaches. WATER MATTERS Task 29: Organisation chart Draw an organ isation chart that depicts the reporting line in your organisation. Create easy access to policies and procedures for stakeholders. It is good business practice to have a central file that includes documents your organisation believes are relevant and assist its environmental performance or its continuous improvement plan. Th is central physical file should have hard copies of all documents, pol icies, procedures and checkl ists in one area . All these documents shou ld also be available in soft copy on a relevant file in the central computer network. However, they should be stored as a PDF or have read-only privileges as it is vital that the approved version of the document is not altered except when change has been agreed to. There should also be a central file that contains completed forms, permits, audits for historical records . In some instances, there may be legal requirements as to the length of time records are retained. Some organisations may have a specific software database to store their environmental information . Such databases are an excellent way of keep ing all information stored and relevant and will make environmental reporting easy. However, it is important that such database have high security access so that information is not corrupted or erased by those with less knowledge of the database.
  • 94. Implement performance management strategies Environmental and resource efficiency improvement plans Accessing information and filing instructions should be clear, concise and easily understood, otherwise miscommunication could occur. Whilst it is important that each work area is aware of the file, only those work areas that deal with highly sensitive and critical issues should have access to the files, i.e. completed breach documents. For example, if a major breach occurred, and the appropriate form was completed but ~as misfiled and was not included in an environmental audit, the organisation could be legally charged not only with non-compliance but with non-disclosure. In the case of XYB Textiles, those that would have access to the water breach file could be : Manufacturing area senior management, Continuous improvement task team, Compliance/Legal department. Set clear targets As we have discussed, it is very important to have well defined targets so that concrete plans can be created to achieve the targets. However, no work group areas will be able to offer the same level of compliance . Taking the example of XYB Textiles, the organisation as a whole has decided to commit to an 80% green purchasing policy. If only 10% of dyes are green this means that in order to comply, the production area would have limited choice in colours. A limited choice of colours means limited customers, which means a decrease in sales. It is clear that, in order to keep customers, the production area cannot make this commitment. A compromise needs to be made, which could be that the sales/distribution areas will WATER MATTERS have higher green purchasing targets than the production area, so that the organisation as a whole will meet its target. Set clear timeframes As with targets, if there are no set deadlines then there is less likelihood of a commitment to the policy. In the case of legal compliance policies, there will be set dates that the organisation will need to have policies in place by and these should be considered as a priority when setting dates. Education program for internal stakeholders This involves training, marketing and communication material. Whilst the organ isation as a whole should receive a documented copy of the new resource efficiency plans, not all workgroups will need to receive the same education programs or communication material. For example, if a new legal regulation was to be sanctioned by the Federal Government that affected industry water waste disposal, the entire production team from managers to junior employees would need extensive train ing on the policies and procedures to ensure compliance. Their training manuals will include detailed information of their new workplace procedure and action items in the case of a breach, and they would need new checklists and new information posters. The sales and distribution team would merely need only to be advised that a change in legislation has occurred . They would receive an updated copy of the efficiency plans that includes the new procedure and would be made aware that the organisation is compliant with the legislation .
  • 95. Environmental and resource efficiency Implement performance management strategiesimprovement plans Conclusion WATER MATTERS Implementation of new resource efficiency programs needs the buy-in of all work groups to be successful. Therefore, compromise and consultation is necessary to ensure all parties have input and all areas of concern have been dealt with.
  • 96. Implement performance management strategies Supervise team members3.4 Supervise team members "Supervise and support team members to identify possible areas for improved practices· and resource efficiency in work area" It is important to encourage and empower employees to suggest improvements to workplace practices and to continuously improve their workplace practices and environmental performance. Observing and recognising potential improvements Remember, environmental improvements are not limited to the rules and regulations the organisation must adhere to. Initiatives to reduce the organisations ecological footprint, and therefore improve its environmental performance, are also extremely important. By empowering and encouraging staff to provide feedback and their opinions, you will be able to evaluate if the suggested efficiency systems are working. There are many way in which opportunities for improvements can be observed and recognised : WATER MATTERS Auditing environmental performance for permits and licences From time to time, the organisation will need to apply or reapply for permits/licences or offer evidence of compliance with environmental regulations. This process offers a perfect opportunity for reflection and for voicing new ideas. Not all staff would have been directly involved in the application process so their observations may have gone unnoticed by others . You should, therefore, encourage a system of rotating staff to have some input into the process- this shares the wisdom of staff experienced in permits and innovation with others in the organisation . Debriefing after breaches or non-compliance Debriefs are held to develop a clear picture of the issue that arose and to gain information as to how to make Environment Tip: Investigate improvements to avoid a similar situation arising again. natural ventilation as an alternative It is important that all team members are given an to air-conditioning. opportunity to voice their opinion. Monthly resource efficiency meeting Implement a monthly meeting where team members are encouraged to initiate one new idea either by themselves or as a team . Ensure at least one idea every month is researched and the outcomes of the analysis communicated back to the team at the next meeting.
  • 97. Supervise team members Implement performance management strategies Task 30: Evaluating options You should complete this task with a partner. Suggest two resource efficiency methods to your partner. Research the idea put forward by your colleague and ascertain whether you would consider implementing the idea into a workplace . Report back to your colleague on the analysis you have conducted and your recommendation as to its implementation. (If you are not recommending implementation how would you communicate this to your colleague?) Training days Training days are a perfect opportunity to revisit plans and establish if employees are fully conversant with efficiency improvements and discuss in detail any issues they have encountered. Task 31: Energy efficiency methods WATER MATTERS Ask your supervisor for permission to speak to one of your suppliers/clients. Ask your supplier about any energy efficiency methods they have in place, or any new energy efficient products it may have that your organisation can use . Write a brief report on your findings and discuss whether these methods could be implemented in your organisation . Industry training sessions or educational institutions Training and educational seminars are usually at the cutting edge of industry knowledge . Create a policy that staff returning from educational activities must write a brief report on any areas of improved resources efficiency they encountered. Remind staff of the value of customer intelligence In those cases where the sales team is generally concerned that, due to their competitors stricter green purchasing policy they are losing sales, this needs to be investigated. No sales equals no business. Assisting team members to write or communicate suggestions Remind team members that suggestions and ideas for change need to be clearly structured . Suggestions or ideas that are easily understood and supported by well-reasoned recommendations have greater impact.
  • 98. Implement performance management strategies Supervise team members Ask employees to clearly identify how they believe their idea will assist the organisation, i.e. stop a potential breach from occurring, reduce environmental risk, increase customer satisfaction, or reduce costs (by being more prudent with energy usage electricity so that costs go down) . Ass ist team members to prepare a cost analysis report. Remind them that if the suggestion is too costly to implement relativ~ to the benefits, the idea will not proceed . Advise them of the value of staged implementation. For example, if they made a suggestion to convert to solar lighting and the cost analysis was sound except for the down time in production during insta llation, suggest they recommend a gradual introduction of the policy over a few years . WATER to internal and external stakeholders. MATTERS Atk how the jde.a I:DJJJa be J»££J.rp£JM!P.d i»t.9 .rhP E1.~/1".91.mc>l.t.:?) M.:?r"tdS"Cmeon>t .P!?n;: Or co-mm««ic c c?ted Conclusion It is important that employees are encouraged to communicate suggestions for improvements to workplace practices so that the organisation can continuously improve its environmental record . Suggestions should be well formatted to make it easy for management to make decisions on its implementation .
  • 99. Seek suggestions for improvements Implement performance management strategies3.5 Seek suggestions for improvements 11 Seek suggestions and ideas about environmental and resource efficiency management from stakeholders and act upon where appropriate" As we have seen, reviewing and monitoring policies is an important part of the continuous improvement cycle. In Section 3.4, we learnt that improved practices can result from supporting employees to put forward ideas. The organisation can also look to other stakeholders for assistance. Government agencies and regulatory bodies can provide a significant amount of information to assist WATER MATTERS the organisation . As well as assisting organisations to comply with legislation and permits, these bodies have a myriad of information to assist environmental productivity. The Department of Climate Change has made a commitment to reduce national greenhouse emissions, and therefore needs the support of business to assist with this endeavour. To assist business assist them, the Department has provided some excellent suggestions on how to reduce greenhouse gas emissions and limit environmental impact. They can also advise on carbon trading methods. Working with suppliers can assist in gaining excellent intelligence on best practice in the industry and new developments in products and processes. In the case of XYB Textiles, consultation with its waste disposal suppliers led to new handling methods for its empty chemical containers, to reduce the risk of contamination, were learnt. They also gained ideas on how it can re-use some of these chemicals. Companies such as Visy Closed Loop can give ideas from green packaging to comprehensive waste disposal methods.
  • 100. Implement performance management strategies Seek suggestions for improvements ---·····················-·--·----···· ·················---·-·-·- ...................-···-·----·-···--··········-·······--·-··----·- ···················--·-·-- - · Case Study: Sydney 2000 Olympic Games and green packaging and recycling Sydney Olympic Games were known as the Green Games, and the organisers went to great lengths to ensure 2000 Olympics lived up to this name. As part of this, they contacted Closed Loop to assist monitoring the recyclability of all items needed to make the Games run . This included: • food and other packaging • furniture • signage • equipment and building infrastructures Closed Loop introduced the following to the Games to assist in its aims of reducing resource usage. This included: • 100% recyclable or biodegradable catering packing products to over WATER MATTERS 9 million spectators, 10,000 athletes, 40,000 volunteers and 15,000 media . • Recycling equipment at all venues at front and back of house • Provision of 9 km of facia boards and signage made from 100% recycled plastic. By getting the supplier involved, the following was achieved: • 500 T of cardboard recycled • 2 million PET bottles were recycled • 630000 aluminium cans were recycled • 1200T of compost collected . (source www.visyclosedloop.com) The case study demonstrates that working closely with your supplier, and setting targets, can assist you with your Environmental Management Plan .
  • 101. Seek suggestions for Improvements Implement performance management strategies Utility supply companies can offer great assistance to business focused on responsible environmental management. For example, the utility company Sydney Water has a host of information for organisations that wish to make more efficient use of water through its Every Drop Counts scheme, and has software and other tools to manage water usage and measure its results. By working with one of Sydney Waters Industrial Environmental Officers, XYB Textiles may be able to gain greater waste water disposal management skills. Likewise, if it is serious about reducing its energy consumption by 10%, it could liaise closely with its energy company to gain up-to-date advice on energy reduction solutions or advice on alternative forms of energy such as Greenpower. By careful consultation with these suppliers, XYB Textiles could significantly reduce greenhouse gas emissions and improve its water usage. ,------------------------------------------------------------------- Task 32: Resource savings Contact the utility companies that either your household or your organisation uses. Give details on your needs either at home or at work and seek suggestions for improvements on resource usage. WATER MATTERS -----------------------·--·- The Australian Institute of Petroleum is one example of an industry association that has taken the green initiative seriously and has contributed ideas and participated in campaigns to minimise its industrys effect on the environment. Industry associations and media can also impart important information on cutting edge and environmentally sound equipment and supporting consumables. By attending industry exhibitions, subscribing to industry magazines and researching supplier websites, an organisation can access valuable information on new equipment, and new green workplace practices such as reducing chemical usage in the textile production phase. Finally, environmental management consultants are growing in number. As environmental management is their core business, they are able to quickly identify gaps in the resource efficiency management plans and can advise organisations on how these gaps can be filled .
  • 102. Implement performance management strategies Costing strategies3.6 Costing strategies "Implement costing strategies to fully value environmental assets" As we have seen, Triple Bottom Line reporting promotes the success of an organisations environmental management and its commitment to lowering its ecological footprint . Thus Triple Bottom Line reporting goes one step further than the more traditionalfinancial reporting to gauge the success or otherwise of an organisation. It recognises the environment as an asset, and any negative impact to the environment is therefore a cost. Whilst this certainly makes sense, how do you put a value on the asset of an unspoilt water source or the cost of a lost species or damaged land? Whilst not all these costs are able to be measured, Environment Tip: Food waste can organisations are now looking at and incorporating new be composted and reused as soil accounting practices to more completely reflect the value conditioner. of the environment. Costs In accounting practice, there are many different terms for costs. These can include: Cost WATER MATTERS Description I I Direct costs Costs that are directly related to a particular division in the organisation or product, i.e . in XYB Textiles this would include fabric dye or disposal costs for waste products. I Indirect costs Costs indirectly associated with the division or product, building in which XYB Textiles manufactures the fabric. I Variable costs Costs that vary over a period of time and with production. Examples of variable costs include: wages in a shift production line, cost of electricity, penalties for non-compliance. Fixed costs Costs that do not vary over time, such as equipment, or executive salaries, permits for operating. Activity-based costing This method allocates costs to activities which relate to the range of processes that must be performed in the organisation to create or sell a product. For example, a sales meeting is an activity, creating marketing material is an activity, and producing fabric is an activity.
  • 103. Costing strategies Implement performance management strategies There are often two sets of costs in this type of accounting system. One is used for product costing and one for management purposes. Product costing is usually dictated by financial accounting or tax regulations. However, management may wish to include selling and administration costs to get a broader picture of what this fabric costs as a whole to the business. This sort of costing allows managers to make decisions about the operational efforts of the organisation . For example, the Production Manager at XYB Textiles may find that a new workplace procedure is creating too many errors when cutting the "fabric- therefore, this procedure will need to be addressed. Total-cost accounting This is a traditional method of costing and looks at only variable and fixed costs to determine the total cost of production . Variable costs change according to the volume of production or activity and the cost associated with this activity (i.e . electricity- the more production, the more electricity is used) . Full-cost accounting Full-cost accounting involves reflecting all the costs that go into goods and services the organisation may provide, including environmental and susta inable development costs. Full-cost accounting focuses attention on environmental issues by viewing costs in a slightly different way to the traditional methods. Full cost accounting incorporates: 1. Hidden costs: These could be costs that are hidden in other areas of operation but WATER MATTERS should be directly assigned to environmental cost. These could include environmental permits that must be paid in order for the organisation to operate, recycling activities, environmental impact statements, fines for breach ing compliance. 2. Operating/overhead costs: Costs traditionally connected with the product, i.e. equipment, material, building, labour, costs of waste disposal. 3. Contingency/future costs: Costs that are estimated to be required in the future, i.e. fines or penalties of breaches to the environment, green purchasing programme to decrease energy costs. 4. Outlays: Costs that are incurred over a period of time, i.e. purchase of equipment where cost is spread over five years, total packaging and recycling commitment. 5. Goodwill costs: Costs that build corporate image, i.e. community service days for employees, promoting recycling efforts etc. The difficultly with employing Full-cost accounting is that it is hard to estimate the value of environmental costs and requires an appreciation of the life cycle impacts the product has on the environment, i.e. plastic chairs when thrown away by the end consumer. However it does allow for the environmental costs to be included in the price of the product or activity. Full-cost accounting allows organisations to gain a greater appreciation of environmental costs and therefore more appropriate costing methods for their products.
  • 104. Implement performance management strategies Costing strategies Task 33: Costing system Speak to your company accountant or the accountant at your college or school. Ask what costing system they currently use. Does it take into account environmental costs? WATER MATTERS Conclusion As Triple Bottom Line reporting becomes a more prominent feature of organisation reporting, it is vital that environmental factors are incorporated into product costing to gain a true picture of the cost of production .
  • 105. Element4 4 Monitor performance When you have finished this section, you should be able to demonstrate your ability to:Performance Criteria • Use and/or develop evaluation and monitoring, tools and technology WATER • MATTERS Document and communicate outcomes to report on efficiency targets to key personnel and stakeholders • Evaluate strategies and improvement plans • Set new efficiency targets, and investigate and apply new tools and strategies • Promote successful strategies and reward participants where possible
  • 106. Tools and technology for evaluation and Monitor performance monitoring4.1 Tools and technology for evaluation and monitoring " Use and/or dev~lop evaluation and monitoring tools and technology" Evaluating, mon itoring and reviewing are important steps in the continuous improvement cycle. By monitoring and evaluating its progress, an organisation gains vital feedback. This feedback, positive or negative, demonstrates whether the actions the organisation has taken to improve its environmenta l performance have had the desired impact. Either way, the organisation learns from the experience and can alter its behaviour accordingly. Risk taking, making errors and correcting mistakes keep an organisation vibrant and innovative . Evaluating performance There are five steps to the evaluating/monitoring process .1. Establish Benchmarks A benchmark is the performance standard against which an organisation determines it The first step in evaluating an organisations wants to measure its results. performance is to establ ish benchmarks for agreed goals . This is related directly back to setting WATER MATTERS Benchmarking is comparing results against efficiency tasks as described in Section 2.4. With a internal performance, competitors benchma rk established, the organ isation can then performance and industry standards to set a goal that it intends to achieve relative to that determine its success. benchmark. All agreed targets should be listed on an audit form so that the organisation can systematically record the outcomes . On page 106 you will find a suggested review audit for XYB Textiles that we will use as a Case Study throughout th is Chapter. Note the audit only details two review processes. However th is could be extended to any number of reviews that the organisation fee ls is necessary. In the first instance, all targets should be written in as much details as possible so that clear and definable benchmarks are set. These are seen in column 1 i.e. 80% green purchasing policy by December 2009 . This is a clear, measureable target that the organ isation will be able to track. The second step in mon itoring and evaluating is measuring the benchmark.2. Measuring performance Measuring performance is relatively easy when systems are in place to gather data that is used to identify whet he r targets have been met, not met or are on t rack to be met. In the case of XYB Textiles 80% Green Purchasing policy, these systems could be as simple as reviewing the purchasing checklists and checking invoices to ascertain whether green alternatives have been given a priority, or by gathering feedback from employees to gauge the effectiveness of t he procedure.
  • 107. itor performance Tools and technology for evaluation and monitoring Other methods of measuring performance include: • non-compliance debriefings • workplace inspections • Compliance reviews3. Checking progress Once you have measured the performance, a comparison of actual performance relative to target can be made. If we look at column 3 of XYBs audit, we will see 80% green purchasing policy has not moved and therefore there is no progress. This indicates there is an issu e that needs to be rectified if the target is going to be met. Please note: because measurement and checking progress are tightly bound, they are both represented in the Target Progress columns.4. Investigate Whilst measuring and checking progress gives a factual view of progress, it does not give a subjective view. Why has/hasnt this worked and what are the mitigating circumstances behind its success/ failure? What data can be supplied to support the findings? What feedback was sought? What possible recommendations can be found from internal stakeholders, by reviewing procedures and finding flaws, or by speaking to external sources such as suppliers or government departments? WATER MATTERS Your investigations will enable you to develop well-reasoned recommendations for the next phase of evaluation- corrective action .5. Corrective action By reviewing the measurement of the target, checking the progress and making further investigations, the organisation is now ready to take corrective action. XYB Textiles, for example, identified that there was a nil improvement in green purchasing policy. The corrective action they took was to retrain staff and speak to industry representatives to gain more supplier knowledge. Remember, even if the target is on track, corrective Environment Tip: Always position action may need to taken. For example, to ensure the air-conditioner compressors in the progress of the target is in line with industry standards, shade to conserve energy. discussion with a regulatory body may be needed. When taking corrective action, the following should be considered: • Is there enough data collected to make an informed decision? • What is the best possible correct action? • How should this action be implemented? • Who should be made responsible for the corrective action? • What targets can be set to ensure correction action is taken? Corrective action is indicated in the column recommendations/responsibilities.
  • 108. Tools and technology for evaluation and Monitor performance monitoring Audit Form- XYB Textiles Priority Review 1- January 2009 Review 2- Aprll2009 Target Analysis/Recommendation/Responsibility Target Analysis/Recommendation /Responsibility progress progress1rganisation need to HIGH No Environmental Officer and company lawyer to speak to Yes Organisation must comply with legislations . Deadline for registrationf with National progress the DCC and finalise by 15 February 2009 August 2009- deadline for report 31 October 2009. Recommend a sub-1ouse and Energy committee of the Environmental Taskforce to complete the submission:ing System? as a priority.1ber 30 2008reen Purchasingby December 2009 MED Rate is still WATER Rate of green purchasing has not dropped despite the policy being introduced for 6 months. MATTERSintroduced over time . Target on track. green product will be Rate at 70% New supplier has been introduced. More currently at 65% Preferred suppliers have limited green products and are A retraining program wa s given to staff that are now comfortable with reluctant to expand . Speak to industry representatives to the new procedures. A new procedure checklist was created and has gain other green solutions or recommendations on achieved a 100% uptake with staff. suppliers with extensive green products. Staff commented that they found the new purchasing checklist unclear and confusing and were avoiding its use. Staff retraining program to be implemented .~ duction in water HIGH Slight Initiative has just been introduced . Target will mainly Some Policies and procedures have been implemented . Slight reduction of 1%by 2012 progress affect production. Training on new workplace methods has progress has already been measured . Industry representatives have indicated been completed and communication/documentation has that this is positive sign for a newly developed improvement and feel been disseminated . Implementation is to begin in the organisation is on track to meet its target. February. First likely reduction should be seen in first quarter.
  • 109. Monitor performance Tools and technology for evaluation and monitori• Work group monitoring We have examined the organisation as a whole in this exercise . This monitoring tool can be used to assist individual workgroups achieve their own targets. This can then be matched against the organisation-wfde performance to see how the work group is tracking compared to the rest of t he organisation . Such comparisons can push the work group to work harder to meet organisationa l goals . Continuous improvement cycle The audit documentation that you have examined in Chapter 3 is another tool that can be used to support continuous improvement. Each review date will revise target progress and additiona l recommendations will apply. Remember, the audit is just a one-page summary and should be supported by the documentat ion and data which measured the ach ievement progress. However, the audit does provide a clea r ou li e of the necessary actions to be taken . Task 34: Audit documentation Part 1 WATER MATTERS Prepare an audit document for XYB Textiles. The company has a target of ze ro breaches; however, in its first audit for 2009 there is an incident of non- compliance. A second aud it has recently been conducted and a second incident has been identified . • Outline what documentation you would use to investigate the problems identified in the audit. • What authorities would you need to contact to ask for advice? • What information would you need from interna l stakeholders i. e. was it human error, is the policy flawed , is tra ining an issue? • Write recommendations and an action plan that could be implemented before for the next review. Task 35: Audit documentation Part 2 Write your own audit document for your organisation or college. You w ill need to think about the targets it wants to achieve and the timeframes involved. Determine whether it has met these objectives.
  • 110. Tools and technology for evaluation and monitoring Monitor performance Conclusion WATER MATTERS By continually monitoring and evaluating processes and procedures and addressing issues as they arise, an organ isation is more likely to achieve its environmental goals, avoid compliance issues and reduce its ecological footprint.
  • 111. Monitor performance Communicating outcomes4.2 Communicating outcomes "Document and communicate outcomes to report on efficiency targets to key personnel and stakeholders" As society becomes more environmentally aware and sensitive, an organisations Triple Bottom Line reporting will become extremely important. Communicating its outcomes makes an organisation accountable for its actions and allows external stakeholders to form opinions as to its commitment to change. Society dictates that organisations are more transparent with their plans and policies which is why organisations such as BHP Billiton go to such lengths to promote their environmental plans . Commun icating the progress of an organisations Environment Tip: The closer the hot performance is also an opportunity to gain further water tank is placed to where the input from stakeholders to assist the organisation hot water will be used, the less achieve it goals . If progress is less than desired, the energy wasted. organisation must seek advice from internal and external stakeholders to find solutions to this poor performance. Reports Target efficiency WATER MATTERS reports should detail the target efficiency performance the organisation has agreed to and the actual achievement relative to those targets. Such reports typically include graphs (or other visual aids) to show results . These act as positive reinforcement tools if the organisation is tracking well and an indicator of where more effort is required if the organisation is lagging behind the target. Target efficiency reports can reflect that of the organisation or that of the individual work groups. If an individual work groups performance is more successful than others in the organisation, then their work practices should be shared and examined so that all work groups can come up to the same benchmark. XYB Textiles- Efficiency Report Target Progress Jan Progress April 2009 2009 80% Green Purchasing 0% 40% 15% Water usage Initiative 1% reduction implemented Utility companies such as Sydney Water have software systems and other equipment to measure, monitor, evaluate and reduce usage rates. Such systems would be very effective for XYB Textiles in reaching its targets .
  • 112. Communicating outcomes Monitor performance Monitoring audit report In addition to the audit matrix, this should include the data gathered, how this data was considered before recommendations were made, and the reasoning behind the recommendations. It demonstrates that decisions made to correct action were well considered. These reports should be made available to all employees. Quarterly efficiency newsletter Newsletters provide clear and concise information on the progress of the company and individual workgroups targets. They can include efficiency charts and give helpful hints as to how to improve resource usage in everyday work practices. It is always good practice to have the CEO or Director of the organisation write a column. If the CEO or Director has negative news about the efficiency performance, it is good practice to frame this in a positive manner- "we have learnt from this and we are confident that with the implementation of the new process, we will be one step closer to achieving our targets". Such positive reinforcement will lift morale and will demonstrate commitment to the improvement process from the top down. A feature article detailing a team or individual s valuable contribution to create positive environmental change is also an excellent idea. This demonstrates that active participation in the process will be rewarded and that ideas from employees are taken extremely seriously. WATER MATTERS Employees are more likely to read newsletters because they are brief and to the point and, therefore, are an excellent communication device. ~-~ -· :-:e-:-:w:-~-~-.::::iency newsletter for XYB Textiles newsletter based on the 6 audit document in Task 30 . The newsletter should include: • achievements • new policies and efficiency methods • message of encouragement from CEO • targets for the year • helpful environmental tips • individuals worthy of recognition
  • 113. M onitor performance Communicating outcomes Annual reports Annual reports are an excellent opportunity to report on environmental performance as well as social and financial performance- this is called triple bottom line reporting. In its annual report, BHP Bill iton details its commitment to reducing greenhouse gas emissions through visual graphs and statistics. Such a report gives shareholders confidence that they are investing in a socially responsible organisation . BHP Billiton also report on the environmental incidents they encountered during the year. Although this could have negative impact, they counter fears by the following quote: "due to controls that we have in place and mitigation actions taken, none of these incidents were classified as having caused significant environmental harm". The ir reputation is intact as they have demonstrated that through continuous improvement, they have averted a major environmental problem. This is also detailed on thei r website. Task 37: Triple bottom line Choose a large Australian organisation and source its annual report/website. Give a brief report on the organisations triple bottom line . WATER MATTERS Company website Efficiency report charts, environmental policies and annual reviews can be posted on the organisation s website. Similar to an annual report, it enables triple bottom line reporting on a global scale . Quarterly efficiency meetings These meetings should include all employees so that they are aware of the progress made, where more attention is needed, and highlight work groups that are performing over the minimum standard. These efficiency meetings should encourage feedback from employees. A follow-up, one- page report should be distributed soon after the meeting is held so that employees are rem inded of the issues discussed . Conclusion It is important to continually communicate the outcomes of your resource efficiency program. It assists in engaging internal stakeholders and creates a feeling of collective responsibility to ach ieve organisational goals and targets. Even negative resu lts can be seen as positive if an organisation can demonstrate it has taken action to resolve issues.
  • 114. Evaluate strategies Monitor performance4.3 Evaluate strategies 11 Evaluate strategies and improvement plans" Organisations that enjoy longevity and growth are flexible, embrace innovation, adapt to change, take risks and are not afraid to make or admit their mistakes. This is the essence of continuous improvement. Without learning, an organisation remains static and has no room to move. Improved environmental performance is a relatively new phenomenon, therefore new ideas emerge regularly as to how to reduce waste, improve energy usage or eliminate toxins from products. Some of these ideas will prove successful and some will fail. The key for organisations is to identify what strategies to engage in, what to shed and what to keep. Every new strategy is a risk New strategies and performance improvements can be Environment Tip: Compact extremely exciting for an organisation. It is a chance to start fluorescent lights can last up to afresh and approach work methods with new enthusiasm. It eight times longer than indicates that the organisation is innovative in its approach conventional globes. WATER and is willing to accept change. MATTERS The key to any new strategy is minimising this risk. The monitoring and evaluation process of continuous improvement is a risk control method. By allowing new initiatives to be implemented and continuously monitoring and evaluating their progress, they are more likely to be successful, as small problems and issues can be identified and resolved immediately before they become large problems. Therefore, acknowledging that new procedures will need adjustments is an important step. Nothing is absolutely correct in the first instance, nothing is ever cutting edge for long and nothing is perfect -otherwise products would never evolve! Evaluating strategies and improvement plans Improvement plans and strategies for reducing environmental impact should be constantly evaluated to measure their relevance. Not all strategies w ill be effective once implemented. Their success depends on evaluating the initiative post-implementation, identifying issues and taking appropriate corrective action . The evaluation process will also identify those strategies that are highly successful and, by comparing strategies, ideas that will improve performance will emerge .
  • 115. Monitor performance Evaluate strategies Identifying issues and taking corrective action In Section 4.1, we learnt that the method of monitoring and evaluating performance includes five key components: 1. Benchmark 2. Measure performance 3. Check progress 4 . Investigate 5. Take corrective action - - - - - - - - - - - - - - - - - - - - · · - - - - · · · - - - - - - - · - - · · - ···--···-·······-----------·----·--······ Case Study: Green purchasing policy You will need to refer to the evaluation audit matrix in Section 4.1 and familiarise yourself with the target of 80% Green Purchasing Policy by December 2009. As you will recall, in the first review there was no progress after six months of implementation. However, in the second review there was significant progress . Why did th is change so dramatically in just three months? Through measuring performance and checking progress with the benchmarked WATER MATTERS target, it was revealed that there was no improvement in outcomes using the Green Purchasing Policy. By just considering these two performance indicators one could think that the procedure has fa iled. On this basis, a company not using adequate performance tools could consider dropping the procedure as it is seen as a failure . However, by undertaking further investigations, the Environmental Management Taskforce has identif ied a number of problems with the purchasing policy. These include: • Preferred suppliers have limited green products and are reluctant to expand . • Staff commented that they found the new purchasing checklist unclear and confusing and were avoiding its use. Based on this information, the Taskforce was able to make an informed decision to resolve the issue and recommended : • Find ing a new supplier by seeking input by industry stakeholders • Staff retraining program to be implemented Due to this evaluation exercise, the rate increased by 5% in 3 months, wh ich is a 40% improvement. Therefore, the evaluation process was able to find the issue and resolve the problem and turn this initiative from a failure into a success
  • 116. Evaluate strategies Monitor performance This Case Study demonstrates that before cancelling a new initiative, further investigation must occur. Some of the areas that need to be investigated before dismissing a new idea could be : Issue Action Documenting of procedures As demonstrated in the Case Study, the purchasing checklist was unclear and confusing for employees. Therefore, they were reluctant to use the checklist even though the importance of the initiative was known. It is therefore important that procedures are well documented to ensure compliance. Training Inadequate training could lead to compliance breaches. In the Case Study, the compliance breach did not result in penalties or fines. However, if while operating under strict legal compliance guidelines, employees receive inadequate training, the results could be harmful to the environment and costly to the organisation. Poorly stated targets As noted in Section 2.4, efficiency targets must be clearly defined and measurable. If not, they run the risk of being overlooked or have lack of buy-in by employees. Unrealistic targets The target is too ambitious and simply is not able to be met; it WATER needs to be refined. MATTERS Apathetic employees If employees are not supportive of change and initiatives, the organisation will have to invest time in educating the employees of the importance of the strategies. ··········--·····-··- ············-·············-·····-----··--········--········--·····----····---·········-··-········--- Task 38: Leaking oil barrel You work at Dubbo Motor Mechanic and Panel Beaters. A relatively new employee has discovered a leaking oil barrel, and instead of clean ing the leak, he has hosed the leak area into the stormwater drain. This, of course, is a breach and could cause environmental damage. After the authorities have been contacted, a meeting was held and it was discovered that the employee had not received adequate training regarding how to respond to this type of situation. What would you need to investigate and reform to ensure this breach does not occur again?
  • 117. onitor performance Evaluate strategies Conclusion WATER MATTERS Applying evaluation and monitoring tools to current work practice can identify the weak links in the strategy to ensure potential breaches of compliance do not occur.
  • 118. New targets, tools and strategies Monitor performance4.4 New targets, tools and strategies "Set new efficiency targets, and investigate and apply new tools and strategies" New efficiency targets can be set for a number of reasons, for example: • The evaluation process may have found problems with recent initiatives and will therefore need to consider whether procedures require further revision. • The organisation has performed so well that the target has been met and therefore this policy is outdated. • Regulatory bodies have released new legislation that Environment Tip: Install blinds, requires compliance by the organisation. curtains or drapes to increase • Stakeholders have initiated a new idea that has great shading in buildings merit and will assist the organisation in its Triple Bottom Line reporting. Whilst the contributing factors behind the new targets differ, the strategy for creating the new targets are the same . The following steps are required: • Investigate current workplace activities to address any problems with new target. • Analyse, evaluate and make recommendations on the new efficiency target. WATER MATTERS • Plan the implementation process. • Monitor and evaluate the performance of the target. Investigate workplace activities to address any conflicts with new target -·-~~·····-·····-· ···-····-············---~~·······--··------··--··--~ ···············----·---····· ······················~-·-~-- Case Study: Setting greenhouse targets Dubbo Motor Mechanic and Panel Beaters has set a target to reduce its greenhouse gas emissions by 10% over 3 years and has not been successful. To achieve this it has embarked on a green purchasing policy but only in the administration area. It wants to set a new target as it believes the target is unachievable . ···········-···------·--·-·······-······~~-··-··-···-··-··---···----······-·-----······-·--··---······ ---·····--····-···--·-·-· Let us use the case study above to understand the steps we need to take to set new targets. In the example above, the new target does not need to address new compliance legislation. If it did, as a matter of urgency, you must identify the relevant regulatory body that is responsible for the new laws.
  • 119. onitor performance New targets, tools and strategies In chapter 1.1, we have identified the major regulatory bodies in Australia that would be responsible for admini stering environmental legislation. These regulators will be able to assist you formulate com pliance procedures and targets. Industry associations are also a great source of assistance. Th e new efficiency target is well framed and it is measurable on two levels- 10% and 3 years. However, in order to achieve the target, a review of the organisations operational activities is necessary to ascertain if current policies will assist in achieving the target or if new policies and procedures will need to be documented and implemented. With this in mind, you should conduct an analysis of the organisation s workplace activities, which cou ld include: • size of the organisation • what are the current resource usages rate that w ill contribute to greenhouse gases? • review current workplace practices. These will include as a minimum : core business activities of the organ isation, purchasing strategies, waste disposa l strategies, individual work group workplace activities. The organisation should also gather intelligence on resource efficiency systems that could assist in meeting this target. This intelligence could be gained from a variety of internal and external stakeholders, including: • employees • custome rs • suppliers WATER MATTERS • industry associations • government and regulatory bod ies • environmental media/websites/consultants Resource efficiency systems could vary from new plant and equipment, to new waste disposal methods, to buying energy efficient office equipment. Efficiency targets Once the information-gathering process has been completed, the organisation can now analyse the information, determ ine its relevance and ensure the set target is sound. By systematically appraising the information gathered to support the new target within the organisation s workplace environment, the organisation will be able to appraise whether the target and suggested policies and procedures to support the target, are relevant. For example, does implementing a policy/target to replace existing cars with green cars assist with lowering its ecological footprint? By how much will alternative energy sources reduce greenhouse gas emissions? It is important that consultation with internal and external stakeholders takes place to ensure the targets are achievable and to evaluate whether other processes may be more effective.
  • 120. New targets, tools and strategies Monitor performance Implementation strategy To ensure the set target is achieved, the implementation process must be smooth, effective and efficient. Policies and procedures to support the target must be documented, well communicated and a training program provided so that employees have all the necessary tools to ensure compliance . In the case of the mechanic shop, there are two areas: the administrative area and the mechanical area . Whilst some procedures will be common, i.e. turning off lights at night, other procedures will be vastly different. The administration area may be required to always print double-sided to reduce energy usage. The mechanic area will have procedures for dealing with disposal of oils and other lubricants. However, it is important that these policies are integrated so that the target is achieved. Seeking ideas and suggestions from employees and other stakeholders as to the effectiveness of the new procedures is very important at this time. Are the policies working? Was the training adequate? Is the documentation, such as purchasing checklists, clear? Monitor and evaluate the performance of the target The last phase in the continuous improvement cycle is to monitor and evaluate actual performance relative to the targets set. WATER MATTERS The review process should be : • benchmark • measure performance • check progress • investigate • corrective action By using the information gained from the review process and applying an evaluation audit matrix to targets, an organisation is able to determine whether targets are likely to be achieved . Task 39: Monitoring targets You will need to refer to the Case Study Setting greenhouse targets. Using the information you have learnt in this chapter; what ideas can you implement to convince the organisation to keep the target and assist in achieving the target?
  • 121. Monitor performance New targets, tools and strategies Conclusion By investigating current workplace activities, an organisation will be able to ascertain whether the WATER MATTERS new target is likely to be achieved through workplace activities or whether the activities need change to address the new target.
  • 122. Promote successful strategies Monitor performance4.5 Promote successful strategies "Promote successful strategies and reward participants where possible" Triple Bottom Line Reporting is becoming more prevalent in the reporting procedures of organisations . It is becoming a feature in annual reviews and is a vital component of many corporate websites. Multi-national organisations often have an entire page on their website on sustainable development. Government Agencies actively advertise their environmental policies and smaller organisations will dedicate space to communicate how their company is reducing its ecological footprint . This is because they understand there is an active interest from society in investing (whether in time or money) in organisations that are socially and environmentally responsible. Society has realised that it needs to conserve the environment and therefore wants to deal with organisations that share this philosophy. It is therefore important to communicate and promote successful strategies that reduce energy consumption and the organisation s ecological footprint. Task 40: Xstrata Xstrata is a large multi-national mining organisation . Research the organisation WATER MATTERS and identify its triple bottom line reporting promotional strategies. Write a brief report . Things to examine : • press clippings in maj or newspapers and magazines • website • brochures • annual reports • representation on industry and environment consultation committees • AGM outcomes • internal promotion Internal promotion Internal promotion is crucial, as it is employees who can make these strategies work. Employees implement the policies, work through problems, seek solutions, suggest improvements and make the strategy work. W ithout the support of employees, success would not be possible. So it is important that they are made aware of success and are suitably rewarded .
  • 123. Monitor performance Promote successful strategies Environmental competitions The organisation could run a competition to reward the employee or team that has been the most successful in initiating and/or integrating environmental improvement strategies throughout the year. This demonstrates that the organisation is committed to improving its environmental record and is open to change throl:Jgh employees ideas and suggestions. This could be run on a month-to- month basis with the most successful individual/staff being announced at the end of the year. Internal memos/emails These communication devices can occur on the date that strategies and targets have been successfully met. The memos/emails should not only detail the successful strategy, but should give reference as to why the strategy was implemented, how this has contributed to the organisations overall environmental program, and pay tribute to the staff and teams that successfully implemented the strategy and met the required targets . Internal newsletter The internal newsletter is the perfect avenue to promote successes such as the implementation of a new strategy or teams and individuals that have made important contributions to the environmental improvement program . Public relations campaign WATER MATTERS Public relations (PR) campaigns are very effective in communicating success. When information is released as news on television, radio, the web or in newspapers, magazines or trade journals, it has more credibility and typically, is more informative than an advertisement that has been paid for. Media releases should be sent to appropriate media . The choice of media will depend on what information is to be promoted and the perceived level of interest of users of the media. The media release should include in detail : • strategy • date target was met • contributing factors to the successful achievement of the strategy • significance of the success • comment from the CEO/MD Website When researching organisations, it is now commonplace to search the internet to find information (and more environmentally friendly then requesting printed company brochures). Therefore, a company website is the most obvious place to promote its successes and achievements. For example, BHP Billitons website has a whole section dedicated to its sustainable development policies and its achievement in these areas.
  • 124. Promote successful strategies Monitor performance Annual General Meetings An AGM is extremely important for the organisation and its shareholders, investors and other stakeholders. The meeting essentially puts the organisation performance under the microscope in terms of success and failures. It gives shareholders the opportunity to ask those managing their investment tough questions as to how they are managing the organisation and why they have chosen to manage that way. AGMs have traditionally been focused on financial performance. However, it has become commonplace for the environmental performance of the organisation to be questioned, particularly for those organisations that have a substantial direct impact on the environmental, e.g. mining and heavy industry. Therefore, it is critical that strategies that have successfully led to improved environmental performance, or reduced the organisations ecological footprint, are strongly communicated and queries are carefully answered. Industry awards Associations often hold industry awards that recognise innovation or best practice management. Organisations should consider entering these awards as they are usually peer reviewed and, therefore, reflect industry accepted environmental standards. Winning such awards indicates that the organisation is the best of the best in the industry and therefore a sound investment for their stakeholders. WATER MATTERS Task 41: Promotional copy XYB Textiles has successfully achieved its target of a 15% reduction in water usage. It has done this through consultation with Sydney Water s Every Drop Counts initiatives, observing State Government best practice guidelines, implementing effective waste disposal methods and through the overall commitment of its staff. By using one or more of the suggested tools above, write a promotional strategy for your organisation to promote its successful environmental target. Conclusion It is important for an organisation to demonstrate to its stakeholders its success in achieving its targets. This demonstrates it has taken its targets seriously and has invested time and resources in researching, developing and evaluating efficiency methods and adapting them to their needs. It also reinforces to stakeholders that they are investing their time and money in an organisation that continually succeeds in all its endeavours.
  • 125. Assessment Promote successful strategies Business Services Training BSBSUS301A Implement and monitor 5 Assessment WATER environmentally sustainable work MATTERS practices The following assessment aids have been supplied. • Continuous Assessment against Unit Competencies • Continuous Assessment against Required Skills and Knowledge Assessment Criteria • Assessment Activity • Student Assessment Activity Submission Form • Unit Completion Sign-off • Employability skills
  • 126. Assessment Continuous Assessment against Unit CompetenciesContinuous Assessment against Unit Competencies Competency Element • Performance Criteria Relevant Tasks ~ • 1 Investigate current practices in 1.1 Identify environmental regulations applying to the Task 1 D relation to enterprise resource usage • Task 2 D • 1.2 Analyse procedures for assessing compliance with Task 3 D environmental/sustainability regulations • Task 4 D . Task 5 D • 1.3 Collect information on environmental and resource Task 6 D efficiency systems and procedures, and provide to • Task 7 D the work group where appropriate • Task 8 D WATER MATTERS 1.4 Collect, analyse and organise information from a range of sources to provide • Task 9 D information/advice and tools/resources for • Task 10 D improvement opportunities 1.5 Measure and document . Task 11 D current resource usage of members of the work group • Task 12 D • Task 13 D 1.6 Analyse and document • Task 14 current purchasing strategies D 1.7 Analyse current work • Task 15 processes to access information and data to D assist in identifying areas for improvement
  • 127. Continuous Assessment against Unit Competencies I Competency Element Performance Criteria I Relevant Tasks 0 • 2 Set targets for improvements 2.1 Seek input from stakeholders, key personnel Task 16 D and specialists • Task 17 D 2.2 Access external sources of • Task 18 information and data as required D 2.3 Evaluate alternative solutions • Task 19 to workplace environmental issues D • 2.4 Set efficiency targets Task 20 D • Task 21 D • 3 Implement performance 3.1 Source and use appropriate techniques and tools to assist Task 22 D improvement in achieving efficiency ta rgets strategies WATER MATTERS • Task 23 D • Task 24 3.2 Apply continuous improvement strategies to D own work area of responsibility, including ideas • Task 25 D and possible solutions to communicate to the work • Task 26 D group and management • Task 27 D 3.3 Apply continuous improvement strategies to own work area of • Task 28 D responsibility, including ideas • and possible solutions to communicate to the work Task 29 D group and management 3.4 Implement and integrate environmental and resource • Task 30 D efficiency improvement plans • for own work group with Task 31 D other operational activities
  • 128. Assessment Continuous Assessment against Unit Competencies Competency Element Performance Criteria Relevant Tasks 0 3.5 Seek suggestions and ideas • Task 32 about environmental and reso urce efficiency management from D stakeholders and act upon where appropriate 3.6 Implement costing strategies • Task 33 to fully value environmental assets D 4 Monitor 4.1 Use and/or develop . Task 34 D performance eva luation and monitoring tools and technology • Task 35 D 4.2 WATER communicate • Task 36 Document and MATTERS D outcomes to report on efficiency targets to key personnel and stakeholders • Task 37 D 4.3 Evaluate strategies and • Task 38 improvement plans D 4.4 Set new efficiency targets, • Task 39 and investigate and apply new tools and strategies D • 4.5 Promote successful strat egies and reward participants Task 40 D where possible • Task 41 D
  • 129. Assessment Continuous Assessment against Required Skills and KnowledgeContinuous Assessment against Required Skills and Knowledge The foll owing essential skills and kn owledge must be met for this unit. Skills ~ Supporting Evidence • analytical skills to analyse problems, to devise solutions and to reflect on D approaches taken • communication/consultation skills to support information flow from stakeholders to D the work group • change management skills D • innovation skills to identify improvements, to apply knowledge about resource use to organisational D activities and to develop tools WATER MATTERS • literacy skills to comprehend documentation, to interpret environmental and energy efficiency requirements, to D create tools to measure and monitor improvements and to report outcomes • numeracy skills to analyse data on organisational resource consumption and D waste product volumes • planning and organising skills to implement environmental and energy efficiency management D polices and procedures relevant to own work area • problem-solving skills to devise approaches to improved environmental sustainability and to D develop alternative approaches as required
  • 130. Continuous Assessment against Required Skills andKnowledge Skills Supporting Evidence • technology skills to operate and shut down equipment; where relevant, to use software systems for recording and filin g documentation to measure current usage; and to use word processing and other D basic software for interpreting charts, flowcharts, graphs and other visual data and information • supervisory skills to work effectively with a team D • ~- best practice approaches rn r. ~r .ing Evidence ... ~ relevant to own area of responsibility and industry D . compliance requirements WATER MATTERS within work area for all relevant environmental/ sustainability legislation, regulations and codes of practice including resource D hazards/risks associated with work area, job specifications and procedures • external benchmarks and support for particular benchmarks to be used within organisation, including approaches to D improving resource use for work area and expected outcomes • organisational structure and reporting channels and procedures D • OHS issues and requirements D
  • 131. Continuous Assessment against Required Skills and KnowledgeKnowledge ~ I Supporting Evidence• environmental and energy efficiency issues, systems and procedures specific to D industry practice• quality assurance systems relevant to own work area D WATER MATTERS• strategies to maximise opportunities and to minimise impact relevant to D own work area• supply chain procedures D
  • 132. Assessment Student Assessment ActivityStudent Assessment Activity In some cases, educational institutions require assessment tests to accompany the continuous assessment exercises prolided with this course. If required, complete the exercises below. Scenario : You work for Big Winners Sporting Stadium. The stadium includes an oval that supports sporting activities including soccer, rugby league, rugby union, Australian Rules Football and cricket. The stadium also holds large scale entertainments such as concerts. Food and drink are served at the venue which can seat up to 20000 in seats and 5000 on the oval. The stadium has a board of directors and also has a major corporation that has naming rights to the stadium . There are also a number of minor sponsors. The corporate sponsor is extremely environmentally aware and contributes over $1 000000 a year to the oval. At a recent board meeting, a number of concerns were raised regarding the stadiums environmental record. The following was raised: 1) At a recent soccer match, the major sponsor, Reflex Phone, hosted a corporate box. One of their major clients was disappointed that the food packaging was not recyclable and commented that this was unacceptable. The sponsor is demanding that recycled packaging be investigated and WATER MATTERS implemented within 2 years or it will withdraw its sponsorship. 2) A recent audit of the water usage rate found that it was much higher than last quarter. Investigation also found that the rate was higher than its major competitor. The board want this usage rate to be lowered by 10% in one year. 3} A staff member has suggested a recycling program for the entire stadium (front and back end). 4) A report was submitted, however there was insufficient information given, particularly on the costs. The board wants the idea to be reviewed and if the concept is sound, a target set and implementation within one year You have been asked take up one of the issues raised and lead a project group to: • Investigate • Evaluate • Seek input from a variety of stakeholders • Set targets and goals if the idea is sound • Implement the strategy • Promote the strategy • Monitor and evaluate the strategy • Set new targets where necessary
  • 133. Assessment Student Assessment Submission Form - BSBSUS301AStudent Assessment Submission Form - BSBSUS301A If required to submit the Student Assessment, please complete this form , attach it to your Student Assessment and submit both to your tutor for marking. It is recommended that you keep a photocopy of your Student Assessment and the Student Assessment Submission Form . Student ID Number -----·· Student Name Postal Address -·--·-·-······ ······---···-······· ·······-·· Telephone Email Address ····--·-····- --··-·· -·--· WATER MATTERSStudent Declaration (The following declaration must be signed and dated by the student prior to the Student Assessment being marked by the tutor.) I declare that the attached Student Assessment has been completed by me and has not been cop ied from work done by another person. I also declare that I have completed this Student Assessment without assistance from anyone else . Signature: Date:
  • 134. Assessment Course Completion Sign-offCourse Completion Sign-off BSBSUS301A <Unit of Competence> On ce the course is com pleted, th e foll owing checklist should be completed an d signed by t he assessor, the supervisor and the participant. If competency is not achieved, strategies sho uld be put in pl ace to address the sh ortfalls in perfo rmanc e and a time for reassessment suggested. I The Evidence Presented is... Assessment Criteria Assessor Comments Valid Sufficient Authentic Current Course competencies achieved D D D D Oral and written questioning D D D D Activities D D D D Workplace-based projects WATER MATTERS D D D D Supervisor or third party reports D D D D Other- please specify D D D D The participant is competent in • Investigate current practices in relation to resource usage D • Set targets for improvement D • Impl ement performance improvement strategies D • Monitor pe rform ance D Participant Signature Supervisor Signature Assessor Signature The participant is not yet competent D Date for reassessment
  • 135. Employability skills matrix Assessment Employability skills matrix The following table identifies the employability skills that are demonstrated in individual exercises in this workbook. You should use the last column to identify that you have completed a specific exercise. You should submit the completed matrix with your final assessment. Exercise Communication Teamwork Problem- Planning & Initiative & Self- Technology Learning I have solving Organising Enterprise management completed this exercise 1 ./ ./ ./ ./ ./2 ./ ./3 WATER MATTERS ./4 ./ ./ ./5 ./ ./6 ./7 ./ ./8 ./ ./ ./ ./ ./ ./9 ./ ./ ./10 ./ ./ ./ ./ ./11 ./ ./12 ./ ./13 ./ ./14 ./ ./ ./ ./ ./15 ./ ./16 ./17 ./ ./ ./18 ./ ./
  • 136. Employability skills matrix Assessment Exercise Communication Teamwork Problem- Planning & Initiative & Self- Technology Learning I have I solving Organising Enterprise management completed this exercise19 ./ ./20 ./ ./21 ./ ./ ./22 ./ ./ ./ ./ ./23 ./ ./24 ./ ./25 ./ ./ ./26 ./ ./ ./27 ./ ./2829 ./ WATER ./ ./ MATTERS30 ./ ./ ./ ./31 ./ ./ ./ ./32 ./33 ./34 ./ ./ ./ ./ ./35 ./ ./ ./ ./ ./36 ./37 ./ ./38 ./ ./ ./39 ./40 ./41 ./
  • 137. WATER MATTERS Software Publications Pty Ltd