MacVille enterprise is Melbourne CBD café that was established in July 2009 by and managed by Seamus MacVille. Their mission is to provide a unique and compelling café experience that includes high quality, fair trade coffee, hot and cold gourmet food and beverages and consistent high level of fast, confident and friendly service. The business plan is developed to lead the organization to be one of the leaders in sustainability coffee and café within five-year time.
However, Seamus MacVille, the business manager of MacVille enterprises has reviewed MacVille’s operations and has observed that resource use in the head office and the shops is not aligned with the sustainable work practices being promoted by the Sustainability team. Eventually, this report aims to analyse the company’s sustainability practices and implement strategies. It focuses on the triple bottom line of the sustainability spectrums that are environmental, economic and socio-political.
(Refer to chart in Appendix A for the MacVille’s sustainability practices)
MacVille’s existing policy and procedure documents do not reflect the current business sector requirements. The expenses are reported (Appendix B) and shows that water and electricity are low cost expenses. They may not need any attention but the business manager wants to implement some initiatives to sustain the environment by reducing the use of air-conditioning and use dual flush toilets. The expenses report also states the high cost areas that need to be reduced for sustainability. There are steps to take determine the shortfalls between required sustainable practices and documented approaches to the same.
The objectives of this document are:
Procedure
Task 1 – Case study question
1. Review the case study information provided (attached), policy and procedure documents (in the Appendices of your Student Workbook) and legislative and regulatory documents that describe compliance requirements for the business sector.
1. Identify and describe required sustainability initiatives for MacVille.
A list of MacVille’s policies and procedures can be found in Appendix C.
There are policies and procedures that are relevant to sustainable practices. These policies and procedures are:
All these policies relate to the sustainable practices in term of environmental, economic and socio-political. Anti-discrimination and Workplace Health Management are some of the socio-political initiatives that have laws and legislation to be complied with by the organization. Risk management indicates areas where the economic could be impacted by injury or ineffective performance. These risks must be resolved to prevent any loss or damage to the business. However, the manager also notices there is not enough environment control for conserving resources. Therefore, some recommendations have been provided to the team to implement these inanities. These are comprised of:
Other documents that can be used to implement these process can be based on:
In this report, the most concern issue is to conserving the energy. The best practice of energy saving is provided by Bolton (Practical Sustainability, 2015):
A review based on the current usage of resources is conducted to gain an insight of potential of changes to organizational performances. MacVille previously reviewed the operations and the results were the resource usage was not aligned with the sustainability practices. The expenses report shows the water and electricity usage are within the acceptable range. However, it is considerably high according to Seamus MacVille. It could cost the business in the long term. Therefore, new implementation is needed to minimize the cost at minimum allowance. This includes the air-conditioners and lighting system reconfiguration.
Furthermore, the rate of water, sewerage and electricity is low when compared to the Photocopier and Printer and wastage. The high wastage is the result of ineffective recycle system. More recyclable paper is used, less waste could be expected. MacVille is considered to be disadvantage on the waste removal service in both recycle and general rubbish. Therefore, enhance the photocopier or limit the use of normal toner and paper may be the solutions. Meanwhile, better waste system could be implemented within the firm to reuse the paper sources and maintain the expense economically and environmentally.
Reviewing the MacVille press release, the new policy to form the new work team is a great idea. However, there is missing of affirmative action. Eventually, the executive of problem solving and identify is difficult to proceed. Moreover, the training sections carried out by the team is insufficient. It leads to the unsuccessful achievement of energy saving. For example, one of the new team policies is to encouraging the last staff member leaving each day to turn the air-conditioning off. However, it is barely done since how the staffs know whenever he or she will be the last one exit the building. It must be a procedure for the staff to follow to prevent all conditioners is left running 24 hours per day. On the other hand, for the affirmative action policy, there is no section for the energy saving. It means the energy saving is the organizational responsibility not the employee’s.
Make recommendations for the existing policy options based on likely effectiveness, timeframes and budget.
– Air-conditioning is switched off automatically by digital devices after closing
– The air conditioners must be switched off manually by the store manager if continue running after hours
– Turning off unnecessary light is responsible for staff and store manager
– Store manager must check the light system and turn them off after hours
– Photocopier and printers only for organizational use
Clearly identify and summaries the scope of changes and new documents required that will need to be made to the MacVille policy and procedure set to ensure compliance with requirements of future sustainability initiatives.
MacVille should monitor and evaluate the effectiveness of the new policies and procedures through a monitoring plan.
Based on the policies and procedures that have been developed in the appendix, the effectiveness of its impact will be monitored. The performance of employees will be observed practically and supervise frequently. The plan is to reduce the usage of energy, water and waste. It can be achieved through minimizing the use of photocopying, air-conditioners, and dual toilet. These must follow the sustainable practices which are being promoted by the Sustainability team.
Manager will be the important person that we would consult with because the manager have the authorization to access and analyze different respects of current policies. It requires the manager to check realistically to observe how the business performs. Complying with the local legislation, the manager could advise the team and discuss about the possibility of the new policy or revised one. On the other hand, the manager will announce the revised policy and plan different training section for staffs to comprehend with these policies.
Write an interim report, by providing two to three paragraphs of explanatory notes under each of the following headings:
Typically policies and procedures need to be evaluated to transform linear processes to cyclic processes such that resources are reduced, reused or recycled.12 Materials need to be evaluated in terms of renewable and non-renewable resources in the context of forms of progress that meet the needs of the present without compromising the ability of future generations to meet their needs. In some cases the ‘core business’ of a business may not be sustainable. In recent years we have seen companies like Shell and BP (Beyond Petroleum) transform their businesses from being ‘oil companies’ to become ‘energy companies’ with heavy investments in renewable energy. Sustainability in a workplace starts with an opportunities assessment to evaluate the business inputs, outputs, wastes and impacts. Sustainability looks to balance social, environmental and financial considerations.
Phase 1 is an auditor (usually the sustainability coordinator or a third party consultant) might go to the site and go through the sites’ documentation and undertake a quick evaluation (no more than 20 mins) to see if there are major nonconformances. A brief report will be prepared and submitted to management of the business. A successful phase 1 audit is marked as having: no major non-conformances are identified· only a few minor non-conformances are identified, subject to· the auditor’s assessment. Phase 2 Phase 2 is a desktop review and a site inspection to ensure what is documented is being conducted on site. By phase 2 a business is expected to have a higher level of documentation and undertake the KPIs to a higher level than for phase 1. The site inspection limited to the major control measures. An auditor will go to the site and go through the sites’ documentation and undertake a quick review (approximately 1 hour) to see if there are major and minor non-conformances. A brief report will be prepared and submitted to management. A successful phase 2 audit is marked as having: no major non-conformances are identified· only a few minor non-conformances are identified, subject to· the auditor’s assessment. Phase 3 Phase 3 auditing is similar in scope to a partial ISO 14001 audit and initially comprises of: an overview of the documentation to ensure all KPIs are· addressed a detailed assessment of a random 25% of the KPIs with a· focus initially on control measures, their implementation, training and documentation. The site inspection will focus on: control measures and the implementation of procedures for· the 25% of randomly selected control measures non-conformances associated with the other 75% of KPI not· subject to detailed assessment. The following year’s audits will comprise of another 25% of the KPIs also including the documentation KPIs.
The main barriers of the introduction of changes to policy are the implications on capital expenditure. Many of the changes required have cost implications including, but not limited to: changes to electronic and/or hard copy documentation· additional document control procedures to ensure compliance· additional staff or reallocation of existing staff to new duties· training staff on the new policies· purchasing policies calling for different raw materials· implications on replacement or upgrades to plant and equipment· third party auditors and/or consultants fees.
The most common shortfall of business relates to a consumerist society model based on linear systems of:
A linear system assumes there are no limits to the supply of raw materials. The products from a linear system have often built in redundancy and many of the inputs to the system are considered as ‘consumables’9. One of the key roles for an employee involved in developing environmental initiatives is to review existing organisational policies and examine them carefully. This review process of the policy documents must compare existing policy and procedural documents to current legislative and industry requirements. As part of this process gaps in policy are often be identified, as well as the need for new policy documents.
A duty imposed by these regulations on an employer is also imposed on any contractor, constructor, supplier, employee, owner or self-employed person, to the extent of the contractor’s, constructor’s, supplier’s, employee’s, owner’s or self-employed person’s authority and ability to discharge the duty in the circumstances.
For the purpose of applying Section 23 of the Act and determining the person with the greatest degree of control,
the person with the greatest authority and ability to ensure that a duty is discharged or a requirement is met is presumed to be the person with the greatest degree of control over the matter that is the subject of the duty or the requirement; and a provision in a lease or other agreement relating to property rights that gives a specified owner authority to control an aspect of lands or premises that are used as a workplace is prima facie evidence that the specified owner has the greatest degree of control over that aspect of the land or premises.
MacVille Operations – usage of equipment and services
Waste management – waste control management
Dress code policy must be revised to ensure the staff to wear comfortably during work. It could reduce the use of air-conditioners. Higher degrees mean more energy saving. Another development is to reuse of all paper for printing. Double sided printer could be enhanced. The scope of these changes is to clearly identify and summaries the new documents that will help to develop the policies and procedures. This will ensure MacVille’s policies and procedures to be implemented for the future development. The propose documents including implementation plan and monitoring chart are available in the Appendix D.
If there is an identified need for new policy for an organisation, the writer of the policy should refer back to the organisations’ policy and procedure documents for assistance with developing the required document. Some organisations also refer to international standards for creation of policies and procedure documentation, as detailed in ISO14001. Sustainability policies and procedures should be integrated with Quality Assurance (QA) and Occupational Health and Safety systems (OHS). These systems should include management procedures, registers and other documents and should be customised to suit a business’s activities.
Resource usage is generally linked with a company’s accounting and purchasing systems. The personnel who manage accounts and/or purchasing are not always considering sustainability issues. Key Performance Indicators (KPIs) form the basis for evaluating a sustainability system and also become the basis for marketing claims when differentiating one’s company from one’s competitors. KPIs are usually indexed against a Commercial Activity Measure (CAM). For example, the CAM for a brewery could be the litres of beer produced. A KPI could be related to resources (or raw materials), or used as a ratio of the CAMs for process and other non-standard uses that may be particular to the business. (such as, kW electricity per litre of beer, litres of water etc…) CAMs also allow a business to benchmark their sustainability performance against other industries. The Australian and New Zealand Standard Industrial Classification (ANZSIC) were produced by the Australian Bureau of Statistics and the New Zealand Department of Statistics for use in the collection and publication of statistics in the two countries.11 These uses may include (but are not limited to) industrial or manufacturing processes or the use of resources as a primary activity of the business. A KPI could be satisfied by demonstrating best practice. If more effective practices than those being applied are available, these must be evaluated to determine whether they are appropriate or feasible for use in the business. Examples of performance indicators include: amount of raw material or energy used· quantities of emissions· percentage of waste recycled· number of staff attending training courses· investment in environmental protection· number of prosecutions· number of environmental incidents· number of community meetings held.
Review the current resources usage for the organization (as per the case study information attached).
An explanation of how you developed policy that reflects Macville’s commitment to sustainability and as a business opportunity.
The policy will be easy for everyone to implement and increase the business opportunity such as the saving of expenses on energy consumption.
Develop an implementation plan for the new and revised policy documents that includes:
|
Implementation Plan |
||||
|
Policy |
Time Frame |
Cost |
Personnel |
Responsibilities |
|
MacVille Operations |
Weekly assessment and report |
· Report printing · Paper cost |
Store managers reported to Seamus MacVille |
· Minimizing the use of electricity · Report on the use of printing services · Report on who used the photocopier for which jobs · Report on how new policies improve the use of air-conditioner, dual toilet, and lighting system. |
|
Waste Management |
· Daily activities, · Monthly report |
Install color and label coded bins |
All employees |
· Separate waste into different bins · Report the use of bins · Posters for encouraging consumers and staffs to follow the policies · Emptying bins every days · Reuse the papers |
Implementation Plan
Objectives:
Reduce energy use
· Reduce electricity use by 2% per annum (using FY 06/07 as initial benchmark).
· Reduce gas use by 4% per annum (using FY 06/07 as initial benchmark).
Action Required
Associated target
Resources
Timeline
Accountability
· Replacing older pumps, chillers and motors with new, more efficient ones.
· Changing the way the seawater is used to cool the air conditioning system, enabling the equipment to operate more efficiently
· Continuing to look for opportunities to improve the performance of the air condition system to further increase efficiency and energy savings.
Improving the efficiency of air conditioning
More efficient air condition tools and system
1/07/16
–
30/06/17
Building Department
· Switching off to reduce the operating hours of Sail lighting
· Switching off the lights for around an extra 4 hours per night
Saving more than 12 megawatt hours per year
Human resources, Internal communication
Building / HR Department
· Replacing older lighting with newer energy efficient lighting, heritage sensitive LED house lights, in the Playhouse and Drama Theatre
· Switching to compact fluorescent lights in the dressing rooms, energy hungry tubes with energy efficient LEDs in the Green Room
· Lighting upgrade projects around the Opera House continue to improve energy efficiency
Achieved a 60% energy reduction in the theatres
More efficient light tools and system
According to the Sydney Opera House Environmental Sustainability Policy statement, the mission has been proposed to concentrate more on providing different green environmental for future generations of artist, audiences and visitors. On the other hand, the organization also promotes inspiration and art encouragement to centralize the Australia’s life and identity. To achieve a green environment as proposed, different facilities has been planned and developed. One of the example is the seawater air-cooling system which reduces the green houses emission. As a result, these changes are made to the public as one of the key stakeholders since eight million people a year are attracted to this building.
On the other hand, different restaurants, theatre bars and two retail stores must comply also with these policies to accomplish the Opera House’s legacy as a leader in environmental sustainability commitment in Australia. Eventually, the policy has the purpose to have responsibility and contribution to conserving natural resources,
Minimizing waste and pollution, and
Enhancing the natural environment.
The outcomes of these actions are to
According to Sydney opera house annual report, different energy management systems are developed to enhance the consumption and environmental practice. These involves in replacing of older lightning will never energy efficient light system.
On the other hand, the ‘greening the house complain is launched. The possible outcome is that the energy cost will be reduced and leads to more capital for other investments in environment. Meanwhile, staffs are trained and educated through the new internet network.
It is good now that SOH employees could perform sustainability, additionally, new environmental sustainability activity is enhanced, and turning off the light for an extra hour per light will limit the carbon emission as well as reduce the cost financially. then, the use of biodiesel generators lead to the significant decrease in energy consume on light or other electrical devices, since the SOH comprising of art centers, theaters, restaurants and outlets; it is essential that the resources usage must be minimized at the outcome of sustainability. In term of health and safety, the injury is possibly reduced due to the new installed beams to their original condition. Risk system is also developed and followed by staff. The results are to improve identification, monitoring and management of potential safety hazards across high risk areas of the sites.
However, there are also shortfalls for the implementation process. The timelines are insufficient since some of the implementation such as replacing air condition system is delayed. Whereas, the outcome of new energy efficient is good but it is not fully upgraded by the time of management review. Even though the temporary result increases the effectiveness of energy consumption, the upgrading process could impact the performance of business with SOH such as sudden electricity loss or the inconvenience of audiences or consumers.
According trend of electricity to the figure Resources Uses has been decreased significantly. It could be due to different new implementations such as new printing services, use of biodiesel or the launch of the internal ‘Greening the House’ campaign. This is only true for the performance of SOH only. The offsite leases results in higher usage of electricity..
It is essential to develop an audit procedure to assess and measure insufficient areas for further actions. These areas are gas usages, the offsite electricity usage, the waste system and broadening the sustainability policy For Gas Usages: Checking the use of individual outlets, restaurants and SOH Checking the process of newly installed air conditioning Report to the manager If the action must be taken, the audit must inform the outlet owners to comply with the new developed plan or policy of gas usage For offsite electricity usages: Checking the lighting system of the offsite area for the newly installed lighting system Checking the use of electrical devices Report to manager and penalty for the outlets who are not complied with the policies For waste system: Continue with two waste audits checking the waste system within SOH and offsite Report to manager Recheck the situation monthly after the new system or strategies are applied For broadening the sustainability, the regular feedbacks are used to assess and analyze different opinions for sustainability. Then, the plan must develop to cope with these changes.
Development plan as provided, there are some area need to improve for sustainability plan of SOH. This plan involved different area of sustainable performance.
In terms of management review Sydney opera house Milen Drosev of sustainability, there are concerns to high numbers of feed backs such as:-
Policies and procedures,
Security,
Site and venues,
Websites,
Retail and foods.
That means the firm only has succeeded internally but engaging partners or cooperated with community has failed. That means in the upcoming year, SOH must have implemented the plan to broader the sustainability practices with other organizations as well as encourages stakeholders to engage in sustainable practices. Finally, SOH has been working to improve wastage and recycling management.
Audit information has been used to review current practices and to improve and develop recycling and waste management strategies for improving waste recycling, which will be implemented in the next year. The strategies will include a new three bin separation system
Paper
Comingled
Landfill
Improved recycling of buildings maintenance materials
Trials systems for managing organic food waste from kitchens with SOH prescient
Sony Australia signed a multi-year deal with Sydney Opera House (SOH) to become a Major Partner and the exclusive entertainment technology partner. This significant partnership will transform and modernize Sydney Opera House(SOH) public spaces with new technology including digital content delivery, creating a more vibrant and interactive experience for the 7.4 million visitors to the Bennelong precinct each year. For the first time, Sydney Opera House (SOH) appointed energy and Sustainability Manager to oversee and implement a suite of measures to guide the environmental future of the Sydney Opera House (SOH) business and site.
In year 2009/10, A new range of safety programs and systems were implemented and Sydney Opera House (SOH) began a process of benchmarking with other performing arts centers here and around the world. In giving the world one of the 20th Century’s greatest buildings, Jørn Utzon changed the creative and cultural landscape of Australia forever. Sydney Opera House (SOH) continues the legacy of Utzon’s creative genius by creating, producing and presenting the most acclaimed, imaginative and engaging performing arts experiences from Australia and around the world – onsite, off site and online. One of our long-term strategic goals is to create a vibrant and sustainable site. For us, sustainability means meeting the needs of the present without compromising the ability of future generations to meet their own needs.
In doing this we apply the values of stewardship, inclusivity, integrity and transparency. This Policy details our commitment to the environmental component of sustainability. Opera House believes that to achieve an enduring contribution to our culture and society and to maintain economic viability, we must live responsibly within our environment.
We are committed to:
Sydney Opera House Environmental Sustainability Policy Summary
According to the Sydney Opera House Environmental Sustainability Policy statement, the mission has been proposed to concentrate more on providing different green environmental for future generations of artist, audiences and visitors. On the other hand, the organization also promotes inspiration and art encouragement to centralize the Australia’s life and identity. To achieve a green environment as proposed, different facilities has been planned and developed. One of the example is the seawater air-cooling system which reduces the green houses emission. As a result, these changes are made to the public as one of the key stakeholders since eight million people a year are attracted to this building.
On the other hand, different restaurants, theatre bars and two retail stores must comply also with these policies to accomplish the Opera House’s legacy as a leader in environmental sustainability commitment in Australia. Eventually, the policy has the purpose to have responsibility and contribution to conserving natural resources,
Minimizing waste and pollution, and
Enhancing natural environment.
The outcomes of these actions are to
According to Sydney opera house annual report, different energy management systems are developed to enhance the consumption and environmental practice. These involves in replacing of older lightning will never energy efficient light system.
On the other hand, the ‘greening the house complain is launched. The possible outcome is that the energy cost will be reduced and leads to more capital for other investments in environment. Meanwhile, staffs are trained and educated through the new internet network.
It is good now that SOH employees could perform sustainability, additionally, new environmental sustainability activity is enhanced, and turning off the light for an extra hour per light will limit the carbon emission as well as reduce the cost financially. then, the use of biodiesel generators lead to the significant decrease in energy consume on light or other electrical devices, since the SOH comprising of art centers, theaters, restaurants and outlets; it is essential that the resources usage must be minimized at the outcome of sustainability. In term of health and safety, the injury is possibly reduced due to the new installed beams to their original condition. Risk system is also developed and followed by staff. The results are to improve identification, monitoring and management of potential safety hazards across high risk areas of the sites.
However, there are also shortfalls for the implementation process. The timelines are insufficient since some of the implementation such as replacing air condition system is delayed. Whereas, the outcome of new energy efficient is good but it is not fully upgraded by the time of management review. Even though the temporary result increases the effectiveness of energy consumption, the upgrading process could impact the performance of business with SOH such as sudden electricity loss or the inconvenience of audiences or consumers.
Action identified or changes recommendation :-
Gas usage:- high annual gas usage is result of old air conditioning system which is gas based system and kitchen also consumes gas a lot. In result of these new gas policies must be made to revise the original one which will leads to save energy and gas usage.
Offsite electricity:- offsite electricity can be used for entire SOH, the positive figures has shown the current policy id sufficient to conserve the energy. However, to be more efficient, different development could be used such as upgrading all offsite lightning system. Applying strategies of turning off light for extra four hours is another way to reduce electricity use foe offsite lease.
Waste system:- the new development strategies must be applied as soon as possible and the audits must check frequently. The strategy will include a new three bin separation system for paper-comingled-landfill, Improved recycling of building maintenance materials and trial systems for managing organic food waste from kitchen within SOH precinct .
Broadening sustainability:- in community and with stakeholders. Audit must be finished different assessment about how public could participate in the current sustainability plan. Then the organization must be analyze the result to develop better plan for corporate with community and stakeholders.
legislation:- the following legislation is complies with Sydney Opera House
In terms of management review Sydney opera house Milen Drosev of sustainability, there are concerns to high numbers of feed backs such as policies and procedures, security, site and venues, websites, retails and foods. That means the firm only has succeeded internally but engaging partners or cooperated with community has failed. That means in the upcoming year, SOH must have implemented the plan to broader the sustainability practices with other organizations as well as encourages stakeholders to engage in sustainable practices. Finally, SOH being worked, for improving the wastage and recycling management.
Audit information has been used to review current practices and to improve and develop recycling and waste management strategies for improving waste recycling, which will be implemented in the next year. The strategies will include a new three bin separation system
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