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BSBSUS501B Develop Workplace Policy And Procedure For Sustainability

Six-month management review

The Assessment Task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

Submit this document with any required evidence attached. See specifications below for details.

Performance objective

For this assessment learners are required to review implementation of changes to policy and procedures, and report on progress and required modifications.

Assessment description

You are required to complete a review of the implementation of the Sydney Opera House (SOH) Environmental Sustainability Policy. The review takes place six months after the initial presentation of changes and is reported to Sydney Opera House (SOH) staff. As part of the review process you are undertaking you need to ensure that you:

  • monitor and review records of implementation, and identify trends or apparent areas requiring ongoing action
  • document all outcomes of implementation strategy and evaluate the successfulness of the process
  • recommend modifications to the implementation to incorporate the shortfalls that have been documented.

Procedure

  1. Review the information provided in the Sydney Opera House (SOH) Environmental Sustainability Policy and Sydney Opera House (SOH) 2009 Annual Report.
  2. Describe any possible outcomes and shortfalls of the implementation process
    so far.
  3. Prepare graphs or charts that could describe or summarise progress towards or against established targets or KPIs.
  4. Provide an evaluation of the graphs or charts to identify trends in data.
  5. Create an audit to help identify and describe further action areas from information provided.
  6. Develop a plan to address identified action areas.
  7. Identify and describe areas of successful implementation (from information provided).
  8. Develop a written report for Sydney Opera House (SOH) management that:
    1. includes all information collected above
    2. recommends changes or revisions to policy and procedure.

Specifications

You must provide:

  • A written report that meets reviews all provided information and includes the objectives described in the procedures above.

Your assessor will be looking for:

  • evidence that you have reflected and summarised the information provided for this assessment
  • evidence that you have recommended changes that reflect the information provided.

Adjustments for distance-based learners

  • No variation of the task is required.
  • A follow-up interview may be required (at the discretion of the assessor).
  • Documentation can be submitted electronically or posted in the mail.
  • Sydney Opera House continued to work
  • closely with the NSW and Australian
  • governments towards publication of the
  • Conservation Management Plan 4th edition
  • this year.
  • It is a complete and comprehensive transformative process which requires considerable Sydney Opera House continued to implement its Environmental Sustainability Plan this year and in recognition of environmental achievements Silver Partner status was awarded through participation in the NSW Government’s Sustainability Advantage program.
  • Reaching out to the broader community, Earth Hour was once again celebrated on 31 March 2012. In addition to turning off the Sail lights for the hour, this year Sydney Opera House turned off advertising screens, dimmed lights where possible and hosted the World Wide Fund for Nature Earth Hour Awards onsite. In another first, broadcasts of Sydney Opera House’s support of Earth Hour were posted on YouTube and the UNESCO websi
  • Improvements to water metering and monitoring, planned for 2011/12 were delayed while an integrated solution for metering of electricity, gas and water is investigated in 2013.
  • Electricity use at Sydney Opera House decreased from last year by 2% through implementing energy efficiency upgrades.
  • An undetected leak in May and June 2012, which has since been resolved, contributed to the increased result against the baseline. Significant effort will be put into early detection of leaks and achieving the 15% reduction on the baseline year over 2012/13.
  • — 187 tonnes of comingled recycling, glass, light bulbs and fluorescent tubes were diverted from landfill. — A ‘reuse’ bin was placed in the central passage area to enable easy collection and transport of reusable goods to Reverse Garbage and improved signage on recycling bins in outside areas. — New recycling bins for theatre foyers were installed in the Western Foyers. — Sydney Opera House became a signatory to the Flurocycle recycling scheme, committing to recycle all our fluorescent lights to minimise mercury to landfill.
  • Government Information and
  • Public Access (GIPA) Act 2009
  • Sydney Opera House Trust Act 1961
  • (NSW) or the Sydney Opera House Trust By-Law 2010.
  • Part 3A of the Environmental Planning and Assessment Act 1979
  • (NSW) (EP&A Act)
  • State Environmental Planning Policy (State and Regional Development) 2011
  • Through our first
  • environmental sustainability
  • plan 2010-2013 (esp) we have
  • achieved a number of tangible
  • environmental improvements:
  • – reduced electricity use
  • from 2000/01 baseline
  • (approximately 10% reduction).
  • – Increased office paper
  • purchased with recycled content
  • from 15% to more than 85%.
  • – Implemented sustainable
  • event initiatives and event
  • resource accounting.
  • – Implemented new recycling
  • streams and improved
  • management of waste.
  • – Improved environmental
  • risk management in major
  • building projects.
  • – Included a range of successful
  • sustainability talks in our Public
  • – obtained funding partnerships
  • with corporate and not for profit
  • organisations and the nSW
  • Government to enhance the
  • impact of our programmes.
  • – Achieved Green Globe Award
  • shortlisting and Sustainability
  • Advantage Silver award in 2012.
  • The general operating cash flow was $5.7m,
  • with the 2012/13 general operations profit
  • of $5.8m offset by investment in capital
  • assets of $0.1m.’
  • Environmental Sustainability Plan 2010/13 Achievements
  • Through the first ESP 2010/13 a number of tangible environmental
  • improvements have been achieved:
  • Reduced electricity use by 7% from 2000/01 baseline
  • electricity use.
  • Increase in the purchase of recycled office paper from
  • 15% to 96%.
  • Implementation of sustainable event initiatives and event
  • resourcing accounting.
  • Implementation of new recycling streams and improved
  • waste management.
  • Improved environmental risk management of major
  • building projects.
  • Inclusion of a range of successful sustainability talks in our
  • Public Programs.
  • Funding partnerships created with corporate and not-for-profit
  • organisations and the NSW Government to enhance the impact
  • of programs.
  • In 2012 we achieved short-listing for the Green Globe
  • Award and also Silver Recognition under the Sustainability
  • Advantage Program.
  • The ESP 2010/13 set a target of 15% reduction in water use
  • (on the baseline year of 2005/06) by June 2013. However, water
  • use had increased by 46% at year end, due to inefficiencies
  • in the air-conditioning system. Building Development and
  • Maintenance investigated the air-conditioning system and found
  • a cost-effective solution, with installation of rainwater harvesting
  • replacing mains use.
  • Increases in gas use in 2012/13 were in part due to the use
  • of accurate data. Malfunctioning gas meters were repaired in
  • November 2011.
  • During 2012/13 the following energy management initiatives
  • were implemented:
  • 6% green power purchase during 2012/13.
  • Concert Hall low level lighting retrofit.
  • Investigation of building management and control systems
  • to achieve maximum efficiency from air-conditioning plant
  • and equipment.
  • The four focus areas established to drive environmental initiatives
  • over the three years are:
  • Use Resources Efficiently and Responsibly – Implement
  • strategies that will enable the Opera House, our partners and
  • stakeholders to use resources sustainably and efficiently.
  • Minimise waste – Minimise waste sent to landfill through waste
  • avoidance, improving recycling rates and collecting data to drive
  • better recycling behaviour.
  • Improve Environmental Risk Management – Improve
  • environmental performance, demonstrate due diligence and
  • ensure effective systems, processes and knowledge are
  • maintained throughout the organisation.
  • Embed, Engage and Inspire Change – Embed the ESP into the
  • core Opera House mission and activities to engage and inspire
  • others to reduce their environmental impacts and set a positive
  • example for Australia.

Task 3

The Sydney Opera House (SOH) is the platform where musicians, singers, dancers, actors and speakers throng the stage over years.

Sydney Opera House (SOH)’s Yearly Reports for 2009-13 spell out commendable achievements in a challenging financial scenario.

Sydney Opera House continued to work closely with the NSW and Australian governments towards publication of the Conservation Management Plan 4th edition this year (2012).

Despite the challenging economic environment, SOH has been able to operate commercially well with operating cash flow of $0.8m and operating revenues grew by $4.1m - an increase of 5%.

The resident companies – The Australian Ballet, Opera Australia, the Sydney Symphony and Sydney Theatre Company – represented 51% of total audiences and 33% of all performances.

Although the number of guided tours decreased slightly, the new foreign language tours grew considerably. Perhaps reflecting the global environment, the domestic tourist market grew by 25%.

Work continued throughout the last financial year on the Accessibility and Western Foyers Project. Successfully completed and officially unveiled this month, the Project represents the biggest building and construction project since the re-engagement with Jørn Utzon in 1999. Funded by the NSW Government, the $38 million project was completed on budget and on time.

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 modernise 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 an 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 (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 centres here and around the world.

The invaluable support of the NSW Government, major partners NAB and Sony and all other partners, corporate sponsors and donors who, through their generosity, allow the Opera House to bring more events to the community.

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, offsite 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 believe 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:

  • Conserving natural resources;
  • Minimising waste and pollution;
  • Reducing our greenhouse gas emissions; and
  • Enhancing the natural environment.

APPROACH

Opera House aim to embed environmental sustainability in everything they do while meeting the strategic goals of its diverse business:

  • artistic excellence;
  • improving community engagement and access;
  • maintaining a vibrant and sustainable site;
  • earning our way;
  • and conserving and enhancing our World Heritage Values.

To enhance OH’s role as the creative and cultural flagship of Australia, Sydney Opera House (SOH) strives to be a global leader in sustainable performing arts centres, including being an industry leader in sustainable event management throughout the entire event lifecycle.

We will drive to improve the environmental performance of the Sydney Opera House (SOH) precinct through engaging and influencing our stakeholders including commercial, corporate and presenting partners, our supply chain and our customers.

As a global icon, host for visitors from around the world, and a community symbol that unites Australians, OH believe it is our responsibility to emonstrate and communicate our practices openly to raise environmental awareness and to engage and empower others.

This Policy provides a framework to implement measures to improve our environmental performance. OH will:

  • monitor and review performance;
  • report publicly every year on our performance;
  • review our environmental performance at the Executive level annually;
  • establish clear accountabilities;
  • communicate our commitments to staff and stakeholders;
  • set, communicate and achieve environmental sustainability objectives,
  • targets and an implementation plan every three years;
  • implement a sustainable event management system; and
  • establish practices to achieve requirements of environmental legislation,
  • government policies and industry standards.

Opera House acknowledge that we are at the start of this journey. We commit to learning and continually improving to achieve these goals.

2009-13 SUSTAINABILITY REPORTS REVIEW

  • Appointment of sustainability and environment manager
  • Development of energy management and sustainability initiatives
  • Achieved 83 % of building condition indices

CRITICISM BECAUSE OF SLACKNESS IN IMPLEMENTATION

  • Gas usage increased significantly
  • Roles within the team need to be defined
  • More investment required to take more initiatives
  • More training required for manage and green team.

GOALS & OBJECTIVES 2009/2013

  • Emergency lights and exit lights upgrade
  • 80% of building condition indices need to be achieved
  • Fresh environment sustainability plan
  • Energy saving projects to be implemented
  • OH&S for hirers and others
  • Waste recycling system trials
  • Air conditioning upgrades to reduce energy consumption

GAS/ELECTRICITY/WATER USAGE WITH SYDNEY OPERA HOUSE (SOH) OFFICE

  • Graph analysis
  • Gas – there was an increase in the usage of gas and them again an increase in the year 2008/09.
  • Water – there was a continuous increase in the consumption of water
  • Electricity -- there has been a substantial increase in the electricity bills
  • Waste - the focus of waste management was to track the general waste which is the largest contributor to the waste.
  • The target of reducing the consumption of electricity and water has been met however the consumption of gas increased over the period.

It is a complete and comprehensive transformative process which requires considerable Sydney Opera House continued to implement its Environmental Sustainability Plan this year and in recognition of environmental achievements Silver Partner status was awarded through participation in the NSW Government’s Sustainability Advantage program.

Reaching out to the broader community, Earth Hour was once again celebrated on 31 March 2012. In addition to turning off the Sail lights for the hour, this year Sydney Opera House turned off advertising screens, dimmed lights where possible and hosted the World Wide Fund for Nature Earth Hour Awards onsite. In another first, broadcasts of Sydney Opera House’s support of Earth Hour were posted on YouTube and the UNESCO websi

Improvements to water metering and monitoring, planned for 2011/12 were delayed while an integrated solution for metering of electricity, gas and water is investigated in 2013.

Electricity use at Sydney Opera House decreased from last year by 2% through implementing energy efficiency upgrades.

An undetected leak in May and June 2012, which has since been resolved, contributed to the increased result against the baseline. Significant effort will be put into early detection of leaks and achieving the 15% reduction on the baseline year over 2012/13.

— 187 tonnes of comingled recycling, glass, light bulbs and fluorescent tubes were diverted from landfill. — A ‘reuse’ bin was placed in the central passage area to enable easy collection and transport of reusable goods to Reverse Garbage and improved signage on recycling bins in outside areas. — New recycling bins for theatre foyers were installed in the Western Foyers. — Sydney Opera House became a signatory to the Flurocycle recycling scheme, committing to recycle all our fluorescent lights to minimise mercury to landfill.

Government Information and Public Access (GIPA) Act 2009

Sydney Opera House Trust Act 1961

(NSW) or the Sydney Opera House Trust By-Law 2010.

Part 3A of the Environmental Planning and Assessment Act 1979

(NSW) (EP&A Act

State Environmental Planning Policy (State and Regional Development) 2011

Through our first environmental sustainability plan 2010-2013 (esp) we have achieved a number of tangible environmental improvements :–

reduced electricity use from 2000/01 baseline (approximately 10% reduction).

Increased office paper purchased with recycled content from 15% to more than 85%. Implement sustainable event initiatives and event resource accounting.

  • Implemented new recycling streams and improved management of waste.
  • Improved environmental risk management in major building projects.
  • Included a range of successful sustainability talks in our Public Programs.
  • obtained funding partnerships with corporate and not for profit organisations and the NSW Government to enhance the impact of our programmes.
  • Achieved Green Globe Award shortlisting and Sustainability Advantage Silver award in 2012.
  • The general operating cash flow was $5.7m, with the 2012/13 general operations profit of $5.8m offset by investment in capital assets of $0.1m.’ Environmental Sustainability Plan 2010/13 Achievements

Through the first ESP 2010/13 a number of tangible environmental improvements have been achieved

Reduced electricity use by 7% from 2000/01 baseline electricity use.

Increase in the purchase of recycled office paper from 15% to 96%.

Implementation of sustainable event initiatives and event resourcing accounting.

Implementation of new recycling streams and improved waste management.

Improved environmental risk management of major building projects.

Inclusion of a range of successful sustainability talks in our Public Programs.

Funding partnerships created with corporate and not-for-profit organisations and the NSW Government to enhance the impact of programs.

In 2012 we achieved short-listing for the Green Globe Award and also Silver Recognition under the Sustainability Advantage Program.

The ESP 2010/13 set a target of 15% reduction in water use (on the baseline year of 2005/06) by June 2013. However, water use had increased by 46% at year end, due to inefficiencies in the air-conditioning system. Building Development and Maintenance investigated the air-conditioning system and found a cost-effective solution, with installation of rainwater harvesting replacing mains use. Increases in gas use in 2012/13 were in part due to the use of accurate data. Malfunctioning gas meters were repaired in November 2011. During 2012/13 the following energy management initiatives were implemented:

6% green power purchase during 2012/13.

Concert Hall low level lighting retrofit.

Investigation of building management and control systems to achieve maximum efficiency from air-conditioning plant and equipment.

The four focus areas established to drive environmental initiatives over the three years are:

Use Resources Efficiently and Responsibly – Implement strategies that will enable the Opera House, our partners and stakeholders to use resources sustainably and efficiently.

Minimise waste – Minimise waste sent to landfill through waste avoidance, improving recycling rates and collecting data to drive better recycling behaviour.

Improve Environmental Risk Management – Improve environmental performance, demonstrate due diligence and ensure effective systems, processes and knowledge aremaintained throughout the organisation.

Embed, Engage and Inspire Change – Embed the ESP into the core Opera House mission and activities to engage and inspire others to reduce their environmental impacts and set a positive example for Australia.

AUDIT OF SUSTAINABILITY

To ensure the sustainability the following areas are audited

  • Electricity usage
  • Water usage
  • Gas usage
  • Waste management
  • Legal compliance, legal requirements
  • Staff trainings for general compliance issues
  • Information and instructions both in writing and verbally
  • Regular updation of information to employees and all concerned
  • Review of compliance programs and processes

RISK MANAGEMENT

Sydney Opera House (SOH) Trust Risk Management Committee ensures that obligations are met with respect to financial reporting, internal controls and risk management, along with compliance with all laws, regulations and codes of ethics.

AUDITS

Performance and compliance audits were carried out by Deloitte Touche Tohmatsu on a variety of business processes and systems as part of the internal review program for the 2006/07 period, including:

  • Revenue Assurance (November 2006)
  • Self-Funded Productions (December 2006).

Business process and system improvement recommendations were monitored by the Trust Risk Management Committee.

For further information on risk management refer to the Governance

WASTE AND RECYCLING MANAGEMENT

The conduct of waste audits has continued enabling strategies to be refined and tested for waste collection, removal and procurement. The year has resulted in a positive change in the ratio of recyclable waste which has been achieved in part by:

increased focus on the separation and recycling of cardboard and paper from general waste by providing more recycling bins, increased focus on the separation and recycling of building works waste materials from general waste

introduction of separation of loose waste such as foam containers for fruit and vegetables for recycling reduced rates of contamination among separate waste streams such as glass, cardboard and paper

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