BSBSUS511

Develop workplace policies

and procedures for
sustainability
Learner Guide
 Page |1

Table of Contents

Unit of Competency.............................................................................................................................4
Application..........................................................................................................................................4
Performance Criteria...........................................................................................................................5
Foundation Skills.................................................................................................................................6
Assessment Requirements..................................................................................................................7
1. Prepare workplace sustainability policies.......................................................................................10
1.1 – Establish scope and objectives of workplace sustainability policies.............................................11
Sustainability.....................................................................................................................................11
Scope and objectives.........................................................................................................................11
Environmental legislation, regulations and codes of practice...........................................................12
Reporting..........................................................................................................................................13
Activity 1A.........................................................................................................................................14
1.2 – Gather information for development of sustainability policies....................................................15
Sources of information......................................................................................................................15
Methods of gathering information....................................................................................................15
Activity 1B.........................................................................................................................................17
1.3 – Analyse information and consultation insights............................................................................18
Analysing information.......................................................................................................................18
Risk mapping.....................................................................................................................................18
Activity 1C.........................................................................................................................................19
1.4 – Develop and document sustainability policies according to organisational processes................20
Developing sustainability policies.....................................................................................................20
Documenting sustainability policies..................................................................................................20
Organisational processes..................................................................................................................21
Activity 1D.........................................................................................................................................22
1.5 – Incorporate implementation and continuous improvement processes into sustainability policies
..............................................................................................................................................................23
Continuous improvement.................................................................................................................23
Key performance indicators (KPIs)....................................................................................................23
Implementation of policies...............................................................................................................24
Barriers to implementing policies and procedures...........................................................................24
 Page |2

Activity 1E.........................................................................................................................................25
2. Implement workplace sustainability policies..................................................................................26
2.1 – Present workplace sustainability policies and implementation processes to key stakeholders...27
Stakeholders.....................................................................................................................................27
Presenting information.....................................................................................................................28
Activity 2A.........................................................................................................................................29
2.2 – Identify and source resources required to implement sustainability policies..............................30
Identifying resources.........................................................................................................................30
Sourcing resources............................................................................................................................30
Costs..................................................................................................................................................31
Activity 2B.........................................................................................................................................32
2.3 – Support implementation of workplace sustainability policies......................................................33
Promoting policies............................................................................................................................33
Training.............................................................................................................................................33
Activity 2C.........................................................................................................................................34
2.4 – Track continuous improvements in sustainability approaches using recording systems..............35
Continuous improvement.................................................................................................................35
Tracking and recording improvements.............................................................................................35
Storing records..................................................................................................................................36
Activity 2D.........................................................................................................................................37
3. Review implementation of workplace sustainability policies..........................................................38
3.1 – Document outcomes and provide feedback to key personnel and stakeholders.........................39
Documenting outcomes....................................................................................................................39
Providing feedback............................................................................................................................40
Activity 3A.........................................................................................................................................41
3.2 – Identify trends requiring remedial action to promote continuous improvement of performance
..............................................................................................................................................................42
Identifying trends..............................................................................................................................42
Remedial action................................................................................................................................42
Activity 3B.........................................................................................................................................44
3.3 – Modify sustainability policies to incorporate improvements.......................................................45
Solutions...........................................................................................................................................45
Modifying policies.............................................................................................................................45
Activity 3C.........................................................................................................................................46
 Page |3

Summative Assessments.......................................................................................................................47
References............................................................................................................................................48
 Page |4

Unit of Competency
Application
This unit describes the skills and knowledge required to develop and implement workplace sustainability
policies and to modify the policy to suit changed circumstances.

The unit applies to individuals with managerial responsibilities who undertake work developing
approaches to create, monitor and improve strategies and policies within workplaces. These individuals
also engage with a range of relevant stakeholders and specialists.

'Sustainability' in this unit refers to a broad approach that focuses on the minimisation of an
organisation’s social, economic and environmental impact, as well as proactive value creation in these
areas.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

Unit Mapping Information

Supersedes and is equivalent to BSBSUS501 Develop workplace policy and procedures for sustainability.

Pre-requisite Unit
None stated.

Unit Sector
Business Competence – Sustainability
 Page |5

Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.

1. Prepare workplace 1.1 Establish scope and objectives of workplace sustainability

sustainability policies policies
1.2 Gather information for development of sustainability
policies
1.3 Analyse information and consultation insights
1.4 Develop and document sustainability policies according to
organisational processes
1.5 Incorporate implementation and continuous improvement
processes into sustainability policies

2. Implement workplace 2.1 Present workplace sustainability policies and

sustainability policies implementation processes to key stakeholders
2.2 Identify and source resources required to implement
sustainability policies
2.3 Support implementation of workplace sustainability policies
2.4 Track continuous improvements in sustainability approaches
using recording systems

3. Review 3.1 Document outcomes and provide feedback to key personnel

implementation of and stakeholders
workplace 3.2 Identify trends requiring remedial action to promote
sustainability policies continuous improvement of performance
3.3 Modify sustainability policies to incorporate improvements
 Page |6

Foundation Skills
This section describes those language, literacy, numeracy and employment skills that are essential to
performance but not explicit in the performance criteria

Numeracy

 Interprets and uses mathematical equations to calculate numerical information relating to time
durations and costs.

Oral communication

 Presents information and seeks advice using language appropriate to audience

 Participates in discussions using listening and questioning to elicit the views of others and to
clarify or confirm understanding.

Reading

 Identifies, analyses and evaluates complex textual information to determine legislative and
regulatory requirements, trends and outcomes.

Writing

 Researches, plans and prepares documentation using format and language appropriate to
context, organisational requirements and audience.

Initiative and enterprise

 Develops, monitors and modifies organisational policies and procedures according to legislative
requirements and organisation goals.

Teamwork

 Selects and uses appropriate conventions and protocols when communicating with internal and
external stakeholders to seek or share information

 Plays a lead role in consulting and negotiating positive outcomes with a range of stakeholders.

Planning and organising

 Plans, organises and implements work activities of self and others that ensure compliance with
organisational policies and procedures, and legislative requirements

 Sequences and schedules complex activities, monitors implementation, and manages relevant
communication

 Uses systematic, analytical processes in relatively complex, situations, setting goals, gathering
relevant information, and identifying and evaluating options against agreed criteria

 Evaluates outcomes of decisions to identify opportunities for improvement.

 Page |7

Assessment Requirements
Performance Evidence

The candidate must demonstrate the ability to complete the tasks outlined in the elements,
performance criteria and foundation skills of this unit, including evidence of the ability to:

 Develop and implement workplace policies and procedures for sustainability on at least one
occasion, including:

o implementing sustainability policy and procedures into wider organisational policies and
procedures

o consulting and communicating with relevant stakeholders to generate engagement with

sustainability policy development, implementation and continuous improvement.
 Page |8

Knowledge Evidence

The candidate must be able to demonstrate knowledge to complete the tasks outlined in the elements,
performance criteria and foundation skills of this unit, including knowledge of:

 Australian and international standards relating to corporate sustainability

 Environmental and sustainability legislation, regulations and codes of practice applicable to

organisation

 Internal and external sources of information and their use in planning and developing
organisational sustainability policies and procedures

 Elements required for the development of organisational sustainability policies and processes
including:

o agreed outcomes of the policy and procedures

o policy timeframes and costs

o performance indicators

o activities to be undertaken

o assigned responsibilities

o record keeping, review and improvement processes

o common sustainability issues with organisational systems and procedures

 Typical barriers to implementing policies and procedures in an organisation and possible

strategies to address them.
 Page |9

Assessment Conditions

Skills in this unit must be demonstrated in a workplace or simulated environment where the conditions
are typical of those in a working environment in this industry.

This includes access to:

 Corporate sustainability legislation, regulations, standards and codes

 Organisational documentation on sustainability and sustainable practices.

Assessors of this unit must satisfy the requirements for assessors in applicable vocational education and
training legislation, frameworks and/or standards

Links

Companion Volume Implementation Guide is found on VETNet

-https://vetnet.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-4da407e23c10
 P a g e | 10

1. Prepare workplace sustainability policies

1.1. Establish scope and objectives of workplace sustainability policies

1.2. Gather information for development of sustainability policies

1.3. Analyse information and consultation insights

1.4. Develop and document sustainability policies according to organisational processes

1.5. Incorporate implementation and continuous improvement processes into sustainability policies
 P a g e | 11

1.1 – Establish scope and objectives of workplace sustainability policies

By the end of this chapter, the learner should be able to:
 Identify how to establish the scope and objectives of workplace sustainability policies.

Sustainability
Sustainability means being able to meet our own needs and protect the environment in the present
without impacting on the ability of people in the future to meet their needs.

Sustainability involves three main factors.

 Environmental – this focuses on managing consumption and waste emissions

 Economic – does the business strengthen or put the local economy at risk?

 Social – the social bottom line is increased by having fair labour practices and can be
measured by determining the impact of your business on the local economy.

These are often referred to as the triple bottom line, which is an accounting framework
that can be used by businesses to assess the sustainability of the business.

They can also be referred to as the three Ps:

 People

 Plant

 Profits.

Scope and objectives

Your objectives as a business will link with the scope and what you hope to achieve across the business.

The scope refers to what the policies will cover in the workplace. It will need to be determined whether
the policies apply to everything or just certain things. The objectives will be what the business hopes to
achieve in terms of sustainability.

The scope could apply to:

 The whole business

 Specific functions or processes

 Specific departments or sections.

You will also need to consider all relevant legislation, laws and regulations are ensure that they are
complied with. Not being compliant can lead to fines and penalties, and can have a detrimental effect
on the environment. Performing an audit on the business where you look through all of the processes to
determine the effects on the environment, is one way of establishing the scope and setting objectives
that can be worked towards.
 P a g e | 12

The audit might include examining:

 Any environmental policies already in place

 The type of business activity

 The amount of employees

 Energy and utility usage

 Any emissions

 Laws, legislation and codes of conduct relevant to the business.

Once this information has been gathered, you will be able to decide upon what areas your policies will
apply to, or whether it will be a whole company initiative.

Environmental legislation, regulations and codes of practice

The environmental laws which affect your business will vary depending on what the nature of your
business is. You will need to ensure that you are familiar with those laws in your state or territory that
apply to your business. The table below lists the environmental acts and the states they apply to.

State Legislation

Australian Capital Territory Environmental Protection Act 1997

New South Wales Protection of the Environment Operations Act 1997

Northern Territory Environment Protection Act 2019

Queensland Environmental Protection Act 1994

South Australia Environment Protection Act 1993

Tasmania Environmental Management and Pollution Control Act 1994

Victoria Environment Protection Act 1970

Western Australia Environment Protection Act 1986

https://www.business.gov.au (Accessed 08.12.2020)

Other legislation includes the Environment Protection and Biodiversity Conservation Act 1999 (The EPBC
Act) which is the Australian government’s main piece of environmental legislation. The act provides a
legal framework to help protect and manage nationally and internationally important flora and fauna,
ecological communities and heritage places that are deemed to be of national environmental
significance. More information on this act can be found on the Australian Government’s Department of
Agriculture, Water and the Environment webpage https://www.environment.gov.au (accessed
08.12.2020).
 P a g e | 13

There are standards for business operations that are set by the International Organization for
Standardization (ISO) which is an independent, non-governmental international organisation. The ISO
14000 is a set of standards covering environmental management systems and provides guidelines for
organisations that need to improve their environmental management efforts. The ISO 14001 sets out
the criteria for the management system and can be certified.

The core elements it covers are:

 Policy

 Planning

 Implementation

 Operation

 Checking and corrective action

 Management review.

Reporting
You should monitor your impacts on the environment regularly, and ensure that you report your
findings. For most businesses reporting is voluntary, but there are exceptions to this depending upon
the nature of your business.

These include:
 The National Greenhouse and Energy Reporting Scheme – for certain large
corporations

 The National Pollutant Inventory – for businesses that exceed an emissions threshold

 The Australian Industrial Chemicals Introduction Scheme – for industrial chemicals.

More information can be found on https://business.gov.au/risk-management/environmetal-impact

(Accessed 08.12.2020).

It is important that all of the workplace sustainability policies are relevant and comply with all of the
relevant rules. They should be reviewed regularly to make sure they are up to date and amended when
necessary.
 P a g e | 14

Activity 1A
 P a g e | 15

1.2 – Gather information for development of sustainability policies

By the end of this chapter, the learner should be able to:
 List internal and external sources of information

 List methods of gathering information.

Sources of information
In order to develop the best sustainability policies for your organisation, you will need to gather
information from both within and outside of the organisation.

Internal sources of information may include:

 Any current procedures and systems

 Previous audits or any information relating to sustainability

 Employees from across the business.

Those who are within the business are in a position to be able

to tell you their experiences of the efficiency and effectiveness
of the current practices and how they can be improved. This
type of information is invaluable, and the feedback should be
encouraged.

External sources of information may include:

 The government, legislation and regulatory
authorities

 External stakeholders such as customers or

suppliers

 Energy and utility companies

 The local community.

Consulting external sources helps to ensure that you obtain relevant and current information that can
help you to develop the sustainability policies. Suppliers may be able to tell you about their
sustainability processes which could help to inform yours. This includes the energy and utility
companies who may be able to advise you on how to become more sustainable in your use of water and
energy.

Methods of gathering information

There are a variety of different methods for gathering information from internal and external sources.
The relationships you have with the different sources will determine how you gather the information.
For example, gathering information from colleagues is likely to be more informal than if you were
gathering it from suppliers or energy companies.
P a g e | 16
 P a g e | 17

Methods of gathering information may include:

 One-to-one discussions

 Team or board meetings

 Telephone calls

 Emails

 Using websites

 Reading documents or publications.

 P a g e | 18

Activity 1B
 P a g e | 19

1.3 – Analyse information and consultation insights

By the end of this chapter, the learner should be able to:
 Explain the methods that can be used to analyse information that has been gathered.

Analysing information
You will likely have gathered a lot of information from the internal and external stakeholders. This will
now need to be analysed to determine what information is useful and relevant, and what requires no
further action. You should look for similarities between the information you have gathered to see if
there are any common themes that need further investigation. You may also come across information
that is unique and has not been identified previously. Information like this may require further analysis
and research, so you should allow yourself time to do that as part of the process.

Methods of organising your information may include:

 Grouping similar themes

 Identifying new ideas

 Separating information for further investigation.

Risk mapping
Based on your findings, you should identify those sustainability issues which should
be prioritised by the business. You may have risk management mapping tools
already in place, which will assist in prioritising the issues.

Risk mapping can include:

 Identifying the issues – looking for the common themes or
main issues

 Analysing the issues – determining which of the issues

you have identified are relevant to the business

 Evaluating the issues – ordering them in terms of their

impact on the business.

Once you have put the information gathered into order and have applied any risk
mapping tools, you will be able to start preparing a business case for addressing each one.
 P a g e | 20

Activity 1C
 P a g e | 21

1.4 – Develop and document sustainability policies according to organisational

processes
By the end of this chapter, the learner should be able to:
 Develop a sustainability policy following organisational processes

 Documents sustainability policies.

Developing sustainability policies

After analysing the information you have gathered, you should now have a
clear idea of what sustainability issues face the business. In order to develop
policies, you should have a plan for what you want to address.

You could ask yourself:

 How can the environmental impact be prevented or
reduced?

 What legislation needs to be complied with, and how will the

policies do that?

You should take into account the nature of the business when developing
sustainability policies. For example, if you are in the haulage industry, your principles might focus on
minimising the impact on sustainability of all transportation activities, and to implement that you might
start using alternative fuels and vehicles to cut down on energy and emissions. An office-based business
may look at ways to save paper or energy, or recycle more. The nature of your business will determine
what policies will be the best suited to it. You should look at the maximum area of impact and look at
how the processes can be altered to incorporate sustainability with minimal effects on the process
itself.

Documenting sustainability policies

Your workplace may already have a standard template for policies, so you should check whether this is
the case before you start to write. Usually, these policies are short and written simply so that they are
easy for everyone to understand. It is important that everyone has access to these policies if they are
going to affect the business and processes.

Policies may include:

 An introduction to the business and the overall aim of the policy

 The impacts of the business on the environment

 The principles the policy is based upon – for example, to minimise the impact on
sustainability of transportation activities

 The actions needed to be taken to put the principles into practice – for example, to
offer staff alternative working arrangements to reduce travel, such as home working.
 P a g e | 22

The policies should be signed by the most senior managers or directors in the business to show a
company-wide commitment to sustainability in the workplace.

Organisational processes
Organisational processes refer to the way that tasks are undertaken in the workplace. They are a series
of steps that are undertaken in a specific way in order to achieve the objectives.

They could relate to:

 Using standard documents

 Following procedures

 Complying with workplace practices

 Any activities or tasks performed as part of the role.

 P a g e | 23

Activity 1D
 P a g e | 24

1.5 – Incorporate implementation and continuous improvement processes into

sustainability policies
By the end of this chapter, the learner should be able to:
 Implement sustainability policies

 Incorporate continuous improvement process into sustainability processes.

Continuous improvement
Continuous improvement looks to improve processes within the company by evaluating the way things
are done and seeing if they can be done better while removing unnecessary waste, activities, spending
and other resources.

One of the most widely used tools for the continuous improvement model is the Plan-Do-Check-Act
cycle.

The Plan-Do-Check-Act (PDCA) steps are:

 Plan – identify an opportunity and make a plan for change

 Do – start a small sample implementation of the change

 Check – gather information and analyse the results of the change to see if it made a
difference

 Act – implement on a wider scale if the results show improvement, while continually
assessing the results. If the change didn’t work, you need to start the cycle again.

This cycle can be applied to policies that may have more of a significant impact and therefore, would
benefit from some testing before rolling it out fully.

Key performance indicators (KPIs)

Key performance indicators are a good way of tracking progress towards meeting the sustainability
goals. You can set them to show reductions in usage or activities. For example, if an objective was to use
less water, you might set a benchmark based on what a common usage is for the type of business, and
track against that. Identifying any areas for benchmarking within the policies will help you to develop
appropriate KPIs.

You might also track:

 Product recycling rate

 Energy consumption

 Supply chain miles

 Consumables

 Emissions to air, water and land.

 P a g e | 25

Implementation of policies
In order to implement the policies, a plan will need to be developed to outline
the objectives.

This may cover:

 How it will be measured

 Who will be responsible for oversight and delivery

 Any deadlines

 How the policies will be communicated.

Barriers to implementing policies and procedures

It is important to consider any potential barriers you may face when implementing policies and
procedures in the workplace. Some changes may be small and gradual, but some may involve a
completely different approach to work and processes, so it is important to be prepared for any barriers
you may face and have strategies in place to address them. Some changes may be linked to changing
organisational systems and procedures, which may affect the cost and how the products are developed
and made.

Some barriers to change management include:

 Lack of employee involvement

 Ineffective communication strategy

 Lack of resources

 No clear roles and responsibilities.

Early identification of these issues will allow you to address them before they become an issue. This
might involve identifying risks when planning implementation or ensuring that you consult with relevant
employees about the changes, ensure they are communicated throughout the company from the top
down and making sure you have everything you need before you get started.


 P a g e | 26

Activity 1E
 P a g e | 27

2. Implement workplace sustainability policies

2.1. Present workplace sustainability policies and implementation processes to key stakeholders

2.2. Identify and source resources required to implement sustainability policies

2.3. Support implementation of workplace sustainability policies

2.4. Track continuous improvements in sustainability approaches using recording systems

 P a g e | 28

2.1 – Present workplace sustainability policies and implementation processes to

key stakeholders
By the end of this chapter, the learner should be able to:
 Present sustainability policies and processes to key stakeholders.

Stakeholders
A stakeholder is someone who has an interest in the business. They are anyone who is affected or can
affect the activity of the business. Stakeholders can be individuals, groups or organisations, and they can
be split into two groups.

These groups are:

 Internal stakeholders

 External stakeholders.

Internal stakeholders have a big impact on the operations of a business, as they are the ones who make
business decisions or are responsible for the day to day running of the business activities.

Internal stakeholders include:

 Employees

 Managers

 Team leaders

 Directors.

External stakeholders include:

 Customers

 Government

 Investors

 Local community

 Regulators

 Suppliers.

Even though external stakeholders do not work directly within the company, they are still affected by
the actions, decisions and outcomes of the business activities, and can influence them.

You will need to determine who the key stakeholders are in relation to the developed sustainability
policies and the implementation process. This could be the senior members of the business, such as
directors and then those who will be involved in the implementation and those who it will affect. You
might select a few of these stakeholders, or you might present your information to the whole company,
depending upon the size and the nature of the policies.
 P a g e | 29

Presenting information
There are different ways of presenting policies and procedures in the workplace, and it is possible that
there are set procedures for doing so already in place. You should make yourself aware of any
workplace standards or processes for doing so before you go ahead.

Some methods of presenting information include:

 Writing reports

 Formal presentations

 Team meetings.

Whatever method you use to communicate the policies and implementation process, you must make
sure that you do so clearly and with a level of formality suited to the audience you are presenting to.
Presenting to a team of employees is likely to be more informal and relaxed, whereas if the audience is
a board of directors, it will be more formal.

In order for your recommendations to be understood properly, it is important that they are
communicated in an effective way.

You should make sure that you:

 Speak clearly

 Avoid the use of swearing

 Avoid slang

 Allow time for questions

 Remain professional throughout.

 P a g e | 30

Activity 2A
 P a g e | 31

2.2 – Identify and source resources required to implement sustainability policies

By the end of this chapter, the learner should be able to:
 Identify sustainability resources

 Source resources.

Identifying resources
The resources you require to implement your sustainability policies will vary depending upon the type
of changes you are making, and the nature of your business. Some changes will cost nothing, such as
minimising the use of paper in an office. This can be done by asking people to print on both sides. It
seems like a small change, but will save on paper and ink. You may also place recycling waste bins
around the building to encourage more recycling. These small changes cost nothing, but the impact
could be significant. Other low-cost examples might be changing all of the lightbulbs for lower energy
ones or changing taps in toilet facilities. Higher costs may include new machinery or technology.

Resources may include:

 Money

 Training

 Technology

 Equipment

 Space

 Expert help.

Sourcing resources
There may be workplace policies and procedures already in place for acquiring resources, such as having
preferred suppliers or contracts in place, so you should check this before you start the process.

It could be that your policies include sustainable procurement, which involves considering whether the
supplier has its own environmental policies in place and whether the goods themselves are
environmentally sustainable. In which case you will need to ensure that you have already engaged with
the suppliers as part of developing the policies. You may have to do some research to find companies
who supply or produce environmental and sustainable products for workplaces.

The resources you require will need to be obtained before you can implement your sustainability
policies, so that you can make sure that it is successful, so you should ensure that timeframes are
allocated to each policy and work within those to ensure successful implementation.
 P a g e | 32

Costs
You will need to consider the cost of the resources you may need and how these may or may not be
offset by the new policies. It may be that the cost of a new piece of machinery outweighs the benefits.
Or it could be that it would take a long time to implement new processes and deliver training before the
new process was fully operational, leading to a period of time where work was not up to full
performance levels.

In some cases, benefits will not be monetary at all. For example, if you are looking to raise awareness of
a subject, the outcome may not be transferable to profit. You will need to determine whether the
prospective outcome will still be worthwhile in the long term, whether this is profit or perception. You
could use a simple cost-benefit analysis tool to give you an idea of the costs involved.

The cost-benefit analysis involves:

 Identifying the costs – brainstorming as many
costs as you can think of

 Identifying the benefits – including the long and

short-term benefits, as some may not be
immediate

 Estimating the cost of each of the identified

resources – this could include longer-term costs
like wages if it is a human resource, or a
decrease in productivity if there is a new system
or process to learn

 Estimating the financial benefits of gaining the resource – This is more difficult as it can
be hard to put a value on benefits without consultation with other stakeholders. An
example might be that you gain a new employee, but because of that, you can do
double the work in a particular environment. It would be relatively straightforward to
estimate the cost of the employee and the revenue from the additional work

 Comparing the costs and benefits you have identified – this gives a good estimate of
whether the benefits outweigh the costs, or vice versa.
 P a g e | 33

Activity 2B
 P a g e | 34

2.3 – Support implementation of workplace sustainability policies

By the end of this chapter, the learner should be able to:
 Explain the methods of supporting implementation of sustainability policies.

Promoting policies
To aid successful implementation, workplace sustainability policies should be communicated and
promoted across the workplace. This can be done in many ways, but they should be available to the
entire workforce, so you should consider how you will make them accessible. Ideally, the policies should
be promoted at a senior level so that the support and commitment are shown to be coming from the
top.

Methods of promotion may include:

 Messages using the intranet

 Pages on the website

 Emails

 Team meetings

 Hard copies on noticeboards.

Training
You will need to ensure that training is provided for employees where required. If your policies require
new processes or new equipment, then to support implementation you will need to make sure
everyone is familiar with them. Regular reminders and follow up training is something that should be
carried out regularly across the workplace. The training should include the consequences of non-
compliance with the policies, as depending upon the policy there may be legislation to adhere to.

Training could be:

 Attendance at workshops

 Job shadowing

 One to one instruction

 Manufacturer training

 Coaching or mentoring.
 P a g e | 35

Activity 2C
 P a g e | 36

2.4 – Track continuous improvements in sustainability approaches using

recording systems
By the end of this chapter, the learner should be able to:
 List recording systems for tracking continuous improvements.

Continuous improvement
Continuous improvement is not about fixing problems when they happen, but rather creating an
environment where it is encouraged to consider improvements to work practices for the benefit of
everyone. The Plan-Do-Check-Act cycle, as detailed in Chapter 1, is a continuous cycle that improves
processes on an ongoing basis and promotes growth.

Tracking and recording improvements

It is important that there is a clear responsibility for tracking continuous improvements, and that
whoever is responsible is aware of it, and knows exactly what needs to be recorded. If improvements
are not tracked and recorded, it will be difficult to determine whether they are working or make any
adjustments.

Recording improvements will show:

 How far you are from meeting your objectives

 Whether individual or work targets have been met

 Compliance with legislation or other standards such as ISO.

There are some records that businesses are required to keep by law,
depending upon the nature of the business.

Records of this type could include:

 Emissions to air, land and water

 Disposal of hazardous chemicals

 Toxic waste.

You may already have workplace documentation for keeping records of

sustainability improvements, particularly if you have implemented any of the ISO 14000 family of
environmental management systems. However, if this is not the case, then there are methods of
tracking and recording improvements that you can develop.

Methods for tracking and recording may include:

 Audits

 KPIs

 Observation reports
 P a g e | 37

 Compliance review reports.

Storing records
You should ensure that any recorded information related to
sustainability is easily accessible to the relevant stakeholders.
Ideally, it should all be kept in a central location, and include all
relevant paperwork.

Relevant paperwork could be:

 Audits

 Forms

 Permits

 Legal requirements.

Access may depend upon the level of responsibility the stakeholder has. For example, a director will
have full access to all paperwork, but an employee may not require the same level of access due to the
nature of their role.
 P a g e | 38

Activity 2D
 P a g e | 39

3. Review implementation of workplace sustainability policies

3.1. Document outcomes and provide feedback to key personnel and stakeholders

3.2. Identify trends requiring remedial action to promote continuous improvement of performance

3.3. Modify sustainability policies to incorporate improvements

 P a g e | 40

3.1 – Document outcomes and provide feedback to key personnel and

stakeholders
By the end of this chapter, the learner should be able to:
 Document outcomes of sustainability policies

 Provide feedback to key personnel and stakeholders.

Documenting outcomes
Your workplace may have in place policies and procedures for documenting outcomes, and specific
templates to use, or you may need to develop the process. Sticking to the same format for reports make
it easier for the information to be put across clearly, and for trends to be spotted when looking at
historical information. There are different types of reports that you may develop, depending on the
nature of the business and the legislation you need to comply with.

Some types of reports include:

 Specific sustainability reports

 Annual reports

 Formal compliance reports to any regulatory authorities

 Workplace compliance reports

 Regular reviews.

A review may just set out how things are performing overall and whether there are any
areas of concern.

The format of a report may include:

 Initial objective

 The policy principles

 What action has been taken

 What the outcome is

 Any areas for improvement.

 P a g e | 41

Providing feedback
You will need to provide feedback in addition to documenting the outcomes in reports. It is possible
that these reports will only be seen by certain stakeholders such as managers or directors, so it is
important that other stakeholders are made aware of the outcomes that they may have been involved
in.

Ways of providing feedback can include:

 Meetings

 Presentations

 Emails

 Newsletters

 Website updates.

You may prefer to provide feedback face to face as it allows for discussion and
possible generation of new ideas or processes. If you do choose this method, you should remember to
match the level of formality to the audience, speak clearly and professionally and ensure that you
acknowledge all input from stakeholders. The feedback you provide can be used to encourage people to
continue with their commitment to workplace sustainability and their role in it, so it is important that
feedback is positive, relevant, and supportive.
 P a g e | 42

Activity 3A
 P a g e | 43

3.2 – Identify trends requiring remedial action to promote continuous

improvement of performance
By the end of this chapter, the learner should be able to:
 List the information that could be used to identify trends

 Explain what remedial action might include.

Identifying trends
In order to promote continuous improvement of performance, it is important to check the processes
regularly. Checking progress and identifying any trends will enable you to implement remedial action to
keep things running smoothly. The tracking and recording of data relating to continuous improvement is
essential as it helps you to identify trends.

The information you might use to identify trends includes:

 Audits

 Observations

 Spot checks

 Compliance review reports.

For example, you might notice that energy usage is particularly

high at certain points in the day, so you might perform observations to determine the issue and find a
solution to remedy it. This could be due to machines being left on when not in use, or inefficient
scheduling that means the machines are being switched on and off repeatedly.

Remedial action
Remedial action can also be referred to as corrective action in continuous improvement, and it aims to
correct the parts of the continuous improvement cycle that are not performing as expected.

Remedial action may include:

 Changing part of the process

 Providing more training in areas of concern

 Finding the root cause.

If the trends are serious and remedial actions are not easy to implement, you may need to do a root
cause analysis to determine the main cause of the issues. Root cause analysis is a method of problem-
solving that can pinpoint the root cause of the trend or issues that are causing non-compliance. There
are different methods of conducting a root cause analysis which will depend upon the nature of the
issue.
 P a g e | 44

Different methods can include:

 Fishbone diagrams – A team identifies all of the possible
causes relating to a problem and displays them graphically

 The 5 Whys – the most simple method for root cause

analysis requires you to continue to ask ‘Why’ something
happened repeatedly, 5 times, to get to the main cause.
 P a g e | 45

Activity 3B
 P a g e | 46

3.3 – Modify sustainability policies to incorporate improvements

By the end of this chapter, the learner should be able to:
 Explain what information to include when modifying sustainability policies.

Solutions
Once you have identified any trends that require remedial or corrective action, you should find solutions
to them so that the continuous improvement cycle can keep running smoothly. The solutions will
depend upon the type of issues and the business, some may be easier and quicker than others.

Solutions could include:

 Elimination of a procedure, for example, installing software to turn computers off
automatically in non-working hours

 Additional training to ensure everyone understands and can follow the procedures or
processes

 Replacing equipment.

Modifying policies
Once you have identified any trends that require remedial or corrective action, you should modify your
policies to reflect the changes and make sure the updated versions are communicated and understood
throughout the business. You should make sure that you include all information that is relevant to the
policy.

Relevant information may include:

 The changes to be made

 How they will be implemented

 How they will be monitored

 Who will monitor them

 How they will be communicated.

Some modifications may not come from issues with processes or procedures

These could include:

 Changes in regulations or legislation

 Updated targets.
 P a g e | 47

Activity 3C
 P a g e | 48

Summative Assessments
At the end of your Learner Workbook, you will find the Summative Assessments.

This includes:

 Skills Activity

 Knowledge Activity

 Performance Activity.

This holistically assesses your understanding and application of the skills, knowledge and performance
requirements for this unit. Once this is completed, you will have finished this unit and be ready to move
onto the next one – well done!
 P a g e | 49

References

These suggested references are for further reading and do not necessarily represent the contents of
this unit.

Websites
Australian business and environment laws

https://www.austrade.gov.au/International/Invest/Guide-to-investing/Running-a-business/
Understanding-Australian-business-regulation/Australian-business-and-environment-laws

Environment Protection and Biodiversity Conservation Act 1999

https://www.environment.gov.au/biodiversity/legislation

Environmental sustainability policy

https://www.servicesaustralia.gov.au/organisations/about-us/corporate-publications-and-resources/
environmental-sustainability-policy

The EPBC Act – Frequently asked questions factsheet

https://www.environment.gov.au/epbc/publications/factsheet-epbc-act-frequently-asked-questions

ISO 14000

https://www.iso.org/iso-14001-environmental-management.html

Sustainability audits

https://www.cultivatingcapital.com/sustainability-audit/

Water at work

https://www.1degree.com.au/your-steps/water-at-work/

Publications

Australian Government (2009) “Sustainability toolkit – Offices”

http://www.businesschamber.com.au/NSWBC/media/Misc/Policy%20Documents/Sustainability-
Toolkit-Offices.pdf

Environment Australia (2003) “Triple Bottom Line Reporting in Australia – A guide to reporting against
environmental indicators”

https://www.greenbiz.com/sites/default/files/document/CustomO16C45F42151.pdf

All references accessed on and correct as of 15.12.2020, unless otherwise stated.