Design, Implementing And Maintaining Sustainability

Workplace policy and procedures for sustainability

Discuss about the Design, Implementing and Maintaining Sustainability.

The report reflects on the workplace policy and the procedures for sustainability for Tiny Opera Company, which is based on three options for direction. An implementation plan and monitoring strategy are used to meet the target of Sydney Opera House so that the company develops in their sustainability policy. Further recommendations are suggested to improve policy, communication, and management of sustainability based on data taken from the organization.

The supportability plan offers pivotal and critical conversation starters and issues for what’s to come of mankind. Strategies of maintainability bookkeeping and responsibility have the potential to be intense instruments in the administration, arranging, control and responsibility of associations for their social and ecological manageability. The utilization of such supportability bookkeeping systems has been expanding quickly lately. Shapes of bookkeeping and reporting influence our capacity to seek after practical improvement. Moreover, the economical improvement motivation is prone to affect on how records are made and the finishes to which they are utilized.

Three options for direction and focus of the policy

The following are the three options for the sustainability policies such as:

Policies relating to environmental: The environmental policy of Tiny Opera Company helps to reduce the toxic material and hazardous chemical use and minimize the use of the resource. The main aim of this policy is to identify the waste stream leaving the site (Norton, Zacher and Ashkanasy 2014).

Policies relating to economic and social: Those policies intend to influence the entire economic growth of the company, its price levels, employment and investment by utilizing monetary and fiscal instruments (Blok et al. 2015).

Policies relating to culture: The cultural policy is recognized throughout a majority of the sustainable development goals such as a focus on the quality education, sustainable consumption, sustainable cities and production patterns (Norton, Zacher and Ashkanasy 2014). Using this; policy, the environmental impacts are minimized by encouraging the visitors to consider sustainability and focusing on management principles. The principles provide with tools to track ecological challenges and mitigate the climate change (Blok et al. 2015).

The effectiveness of the environmental policy is to integrate environmental considerations into decision-making and work with the developing countries to improve the ability to promote environmentally sustainable development. The implementation of this policy is to be prepared within one year of release of the policy. The cost of implementation will be about $ 200000.

The effectiveness of economic and social policy is that it includes with balancing social and economic investments in the ways that foster to the sustainable development outcomes and social protection programs. The implementation of this policy is to be prepared within one year, and the cost of implementation will be about $ 360000.

Cultural policy is effective as it gives importance to the environment as well as sustainable. The implementation of this policy is to be prepared within six months, and the cost of implementation will be about $ 170000.

Purpose:

The sustainability policy for Tiny Opera Company is based on environmental policy to minimize the hazardous impacts on the company. The environmental policy provides with some of the benefits to the company such as help to stay with the environmental law, improve the information for the employees regarding their roles and responsibilities towards environment. It also conserves the raw materials as well as energy. Reducing the waste to landfill is a major challenge for Australia. The waste to landfill is reduced by improving the rates of recycling as well as robust data to drive better recycling.

Effectiveness, timeframe and cost of implementation of options

The sustainability legislation and regulatory requirements that the company requires are their code of conduct that are available to all the employees. This code of conduct should outline throughout the key principles about the process used to conduct and employ at the venue in all the areas of employment. The company also requires a Safe Work Procedures that need to meet the obligations of the Work Health and Safety Regulations 2011 such that they can prevent the accidents and injuries when the employees are undertaking hazardous tasks. In order to eliminate the hazards, the company should use the venue risk assessment plan. Finally, the Tiny Opera Company should follow the building code of Australia to create a regional theater that emulates the Sydney Opera House.

Scope:

The scope of sustainability policy in Tiny Opera Company is to implement sustainable business practices that used to minimize the harm as well as maximize the benefits to the environment. The scope of the plan is to minimize the use of resource and reduce the toxic material and hazardous chemical use. The policy is implemented a sustainability continuous improvement strategy.

Responsibility:

It is the responsibility of the managers of the Sydney Opera House for implementing the sustainability policy. The staffs of the organization are also responsible for implementing the policies. The managers will make sure of that the staffs will maintain the policy properly. The workers also have to cooperate with the managers.

Relevant Legislation:

The state, local and federal laws will be enforced upon the organization. The legislations are such as National Greenhouse and Energy Reporting Act 2007, Environment Protection Act 1970, Water (Resource Management) Amendment Regulations 2012, Water Act 1989, Clean Energy Regulations 2011, Clean Energy Act 2011 and much more.

Authorized:

3/8/2016 – Louise Herron (CEO)

Outlining Tiny Opera Company’s commitment to the policy

The Business Manager of Tiny Opera Company, Nic Tan reviews the operation of the company and observes that the use of the resource in the theater is not aligned with the sustainable practices. The business operations of Tiny Opera Company focus on smart business and health communities. Since the company has staged its regular performance within the theater from the 1970s onwards. Therefore the company has invested in the environmental sustainability policy of the communities. In the current era of time, they continue to integrate sustainable practice across their business to improve sustainability by pursuing new initiatives such as programming to reverse cycle air conditioners within the office to switch off 4.45 pm every day. The company is better sorted of recyclable paper from general rubbish. Lastly, the company uses low VOC paint to protect health and safety of the workers.

Barriers to sustainability policy and strategies to address the barriers

Economic and financial barriers: Tiny Opera Company has a lack of financial to implement the proposed sustainability policies in their business. Before the implementation of sustainability policy, the financial manager should collect finance for their business growth (Giunipero, Hooker and Denslow 2012).

Social barriers: Growth in population and paired with the unsustainable consumption are the social challenges to achieve sustainable development in Tiny Opera Company. The population should be aware of the sustainable development of the company (Martin and Chen 2015).

Sustainability Policy for Tiny Opera Company

Poor monitoring and evaluation system: Due to lack of specific targets of the company, data to track the progress results into the lack of information available for decision makers. It is recommended that the government turns up and assess socio-economic impacts of the development projects (Giunipero, Hooker and Denslow 2012).

Process to develop sustainability policy

Firstly, the sustainability trends should be understood to develop with the issues. Secondly, the vision of the sustainability is developed with a focus on the association of the corporate social responsibility initiative that helps to overcome with future issues. Thirdly, the education programs are developed to support the sustainability path. Training should be given to the employees to implement the policies successfully.

Strategies to promote awareness of the sustainability policy

The following are the strategies:

1. Printing the posters that summarize the goals of sustainability of Tiny Opera Company

2. Annual employee meeting should be conducted with the CEO of the company (Smink, Hekkert and Negro 2015)

3. Sending the employees an email that links to the latest sustainability report from the company (Boons et al. 2013)

4. A bulletin board is also created where the sustainability information is being given monthly

5. Implementing a quarterly recognition program for the employees that champion the sustainability (Smink, Hekkert and Negro 2015)

Strategies to maximize the impact of sustainability policy

In order to develop the sustainability policy, industry collaboration is required. The company requires working with the suppliers, customers as well as vendors. The stakeholders of the company are engaged in the implementation plan (Kar and Ghosh 2013). The Business Manager of the company should do a proper review of the environment and sustainable policies so that they can efficiently implement it in their company.

Background of Sydney Opera House

The Sydney Opera House, considered as one of the most creative buildings of the 20^th century, is multi-venue art performing center, situated in Sydney, Australia. The building was constructed on 22^nd October 1973. The architecture of Sydney Opera House is Jorn Utzon. The vision so the organization is to continue the legacy of Jorn Utzon through producing, creating and representing the most praised, engaging and imaginative performing arts experiences from Australia and around the world. The performance venues of the Sydney Opera House are the concert hall, Joan Sutherland Theatre, Playhouse, Utzon room, recording studio, outdoor forecourt and much more. In addition with that, the building is also comprised of bars, cafeteria, studio, restaurants and bars. The Prime changes the building has seen after its establishment is such as following.

The solely concert hall was constructed with the purpose of multipurpose opera or concert hall.
The very first purpose of the podium was not to be used cladding down the water rather be left open.

Considering the best for both the present and future generation, the organization intensely reacts to the environmental issues. Through the design and development of environment sustainability plan, Sydney Opera House shows its commitment to the betterment of environment in the future. It makes use of resources responsibly and efficiently. Furthermore, it minimizes the waste and enhances the environmental risk handling. Their aim is to become the leader in environmental and social sustainability. The commitment of Sydney Opera House is to Deliver and communicate environmental sustainability goals and aims and a development plan for a period of three years. Furthermore, they are committed to establishing a clear accountability (Sydneyoperahouse.com, 2016).

Sustainability Implementation Plan

Intern Report

Implementation Plan

Objectives

1. Reducing the energy consumption by 2% yearly

2. Reduction in use of gas 4% per year

3. Reduce of landfill waste

4. Recycling

5. Reduction in use of harmful products and materials

6. Reduction in use of water 2% yearly

7. Engage workers in support of sustainability

8. Providing training to the staffs in English

9. Make the audience consider sustainability as a crucial factor as everyday acts of life

10. Record of resource that is being used on the monthly basis.

Action Required	Associated target	Resources	Timeline	Accountability
1. Correction of power factor 2. De-lamping in over-lit passages such as corridor 3. Development of heater policy which is energy-efficient	Reduce energy consumption	1. Human 2. Heater	1 month	1. Administration Staff 2. Building Maintenance Staff 3. Electrical maintenance staff
1. Use of solar energy 2. Less use of Fuel	Reduce emission of gas	1. Solar Panel	2 months	1. Administration staff
1. Donating the accessories that are not required 2. Reduce of food waste in cafeterias and bars 3. More use of recyclable products	Reduce landfill waste	1. Human 2. Recyclable product supplier	1 month	1. House cafe and bar workers 2. retail staff
1. Provide the recyclable wastes to the individual production houses 2. Generating new ideas for making use of the unusable products	Recycling	1. Human	3 months	1. Administration staff 2. Artists in residence
1. Regular housekeeping in the waste storeroom 2. Separation and segregation of waste 3. Agreement with the paint retailer for taking back the unused paints	Reduction in use of harmful materials and products	1. Human	1 month	1. Building maintenance 2. janitorial staffs
1. Use of its automatic water taps 2. Insulation of the water pipes will be done periodically	Reduce water usage	1. Plumbing	3 months	1. Building maintenance 2. Plumbing staff
1. Putting volunteering to work 2. Making they know the benefits of sustainability	Engaging workers	1. Human	6 months	1. Administration Staffs
1. Create a chart for the employees who will get trained periodically 2. Provide onsite or real training	Providing training	1. Human	1 year	1. Administration staff
1. Use of poster at the theater 2. Provide speeches before shows 3. In the various section, they will be requested to cooperate 4. Some activities regarding sustainability	Making audience considering sustainability	1. Human 2. Posters 3. Training	2 years	1. Administration staff 2. House café and bar staffs 3. Building maintenance staff
1. Development of IS for storing the information of every department used resources	Record of resource	1. Technical Team 2. Information Technology	8 months	1. Outsourced Technical Team 2. Administration staff 3. Building maintenance staffs

Monitoring Strategy

Description of objective/outcome/ activity/task	Person responsible	Metric/key performance indicator	Baseline (previous year’s performance)	Target	Data collection methods
1. Correction of power factor 2. De-lamping in over-lit passages such as corridor 3. Development of heater policy which is energy-efficient	1. Administrative staff 2. Building maintenance staff	MWH	17723 MWH	17386 MWH	Unit from electric meter
1. Use of solar energy 2. Less use of Fuel	1. Building maintenance staffs	GJ	1595	1530	1. Combustion and Emission Analyzer
1. Donating the accessories that are not required 2. Reduce of food waste in cafeterias and bars 3. More use of recyclable products	1. Building maintenance	Ton	1 Ton	0.25 Ton	Weight analyser
1. Provide the recyclable wastes to the individual production houses 2. Generating new ideas for making use of the unusable products	1. Building maintenance	Ton	0 Ton	0.5 Ton	Weight analyser
1. Regular housekeeping in the waste storeroom 2. Separation and segregation of waste 3. Agreement with the paint retailer for taking back the unused paints	1. Building maintenance	Ton	.10 Ton	.15 Ton	Weight analyser
1. Use of its automatic water taps 2. Insulation of the water pipes will be done periodically	1. Maintenance Staffs	ML	64 ML	58 ML	Water usage analyzer in tanks
1. Putting volunteering to work 2. Making they know the benefits of sustainability	Administrative Staffs	Review	None	More than thousand	Review from the stakeholders
1. Use of poster at the theater 2. Provide speeches before shows 3. In the various section, they will be requested to cooperate 4. Some activities regarding sustainability	Administrative staffs	Review	None	More than thousand	Review from the stakeholders
1. Development of IS for storing the information of every department used resources	1. Administrative staffs	Quality and time	None	Before eight months	Testing Results

Graphs and charts to summarize trends in data and analyze data targets

Evaluation of graphs to identify trends in data and analyze data targets

From the above chart, it can be concluded that the use of the water, electricity and gas in Sydney Opera House is medium. The organization is already started their journey toward sustainable development. The target that has been indicated in the Pi-chart is the target for one year. The target will be set again after getting the result of one-year expedition.

Success and shortfalls of implementation of sustainability and communication targets

The work of Sydney Opera House is going well toward getting sustainable environment. The effort of all the stakeholders are getting in the right direction, but the landfill hazard reduction have to get a good investigation. All the audience is supporting the staff’s efforts are providing constant support to them. The de-lamping has been achieved, and most of the halls are running on solar energy.

Trends require remedial action

Straightforwardness: sorted out documentation that encourages translation of information
Significance: reporting serves the requirements of the association and helps basic leadership
Exactness
Consistency: predictable measures and methods must be actualized keeping in mind the end goal to make correlations after some time
Total: limits must be obviously characterized, and every single applicable source must be incorporated.

Review of Sydney Opera House policies

The policies of the Sydney Opera House are very flexible. The polices not costly and can bring the better result for the opera house. The scope of all the major sustainable aspects that are related to less use of water, gas and energy are exact.

Consider your transportation options: The house will promote the use of bicycle and or walking to the close destination.

Fourier Transform Infrared: This analytical tool can benefit Sydney Opera House to improve the lack they are facing in removing landfill hazard (Inyang and Hilger 2013).

Conclusion

Our discoveries propose that there has been a huge movement in the tone of talk inside these business codes and rules, far from the first confining by Brundtland. This is especially perceptible with respect to two perspectives. To begin with, the impediments forced by feasible advancement have been made light of for a managerial accentuation that is in accordance with the win–win worldview in corporate manageability. In a more inconspicuous manner, this movement is rehashed in one from a dialect of requirements to a dialect of rights. For instance, human rights show up over and over in the OECD Rules though human needs are not specified by any means. Nonetheless, little space is dedicated to considering in subtle element how these are to be defended and implemented. Moreover, since the idea of right battles to get a handle on with conflicts between rights without taking the response to a higher request idea like equity, the impression arises that a fairly strong premise for requesting corporate regard for one specific part of maintainability has been supplanted by a great deal more slippery one.

References:

Blok, V., Wesselink, R., Studynka, O. and Kemp, R., 2015. Encouraging sustainability in the workplace: a survey on the pro-environmental behaviour of university employees. Journal of cleaner production, 106, pp.55-67.

Boons, F., Montalvo, C., Quist, J. and Wagner, M., 2013. Sustainable innovation, business models and economic performance: an overview.Journal of Cleaner Production, 45, pp.1-8.

Giunipero, L.C., Hooker, R.E. and Denslow, D., 2012. Purchasing and supply management sustainability: Drivers and barriers. Journal of Purchasing and Supply Management, 18(4), pp.258-269.

Inyang, H.I. and Hilger, H., 2013. Molecular and biological techniques used in landfill investigations: A mini-review. Biotechnology and Molecular Biology Reviews, 8(2), pp.35-42.

Kar, T.K. and Ghosh, B., 2013. Impacts of maximum sustainable yield policy to prey–predator systems. Ecological modelling, 250, pp.134-142.

Martin, A.R. and Chen, J.C., 2015. Barriers to sustainability in mature-age adult learners: working toward identity change. Environmental Education Research, pp.1-19.

Norton, T.A., Zacher, H. and Ashkanasy, N.M., 2014. Organisational sustainability policies and employee green behaviour: The mediating role of work climate perceptions. Journal of Environmental Psychology, 38, pp.49-54.

Smink, M.M., Hekkert, M.P. and Negro, S.O., 2015. Keeping sustainable innovation on a leash? Exploring incumbents’ institutional strategies.Business Strategy and the Environment, 24(2), pp.86-101.

Sydneyoperahouse.com. (2016). Sydney Opera House. [online] Available at: https://www.sydneyoperahouse.com/ [Accessed 28 Jun. 2016].

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