BSBSUS401 Implement and monitor

environmentally sustainable work

practices
BSBSUS401 Unit Elements

➢Investigate current practices in relation to resource usage

➢Set targets for improvements
➢Implement performance improvement strategies
➢Monitor performance

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 TOPIC 1 – INVESTIGATE CURRENT
PRACTICES IN RELATION TO
RESOURCE USAGE
➢Welcome to the unit BSBSUS401 - Implement and monitor environmentally sustainable work practices.
➢This unit describes the skills and knowledge required to effectively analyse the workplace in relation to
environmentally sustainable work practices and to implement improvements and monitor their effectiveness.
➢It applies to individuals with responsibility for a specific area of work or who lead a work group or team and
addresses the knowledge, processes and techniques necessary to implement and monitor environmentally
sustainable work practices, including the development of processes and tools.

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IDENTIFY ENVIRONMENTAL REGULATIONS APPLYING TO THE
ENTERPRISE
➢Environmental Legislation
➢The Environmental Protection and Biodiversity Act of 1999 (EPBA) is the central piece of legislation that the
Department of Environment seeks to enforce.
➢The EPBA is the framework by which all other Australian legislation concerning environmental issues are written.
➢Each State and Territory has its’ own specific legislation regarding environmental issues.
➢The state and territory regulatory bodies that supply environmental legislation are called Environmental Protection
Agencies.

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ENVIRONMENTAL REGULATIONS
➢Environmental regulations are put in place by the Australian Department of Environment in order to cover off specific
licensing and legislative agreements in more detail and in some cases to cover off on requirements that are in addition
to the already existing legislation.

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IDENTIFYING ENVIRONMENTAL REGULATIONS FOR THE
SPECIFIC ORGANISATION
➢External sources of information and assistance may include:
◦ Environmental Protection Agency Advisors and Website
◦ Environmental Protection legislation
◦ Environmental Protection regulations
◦ Legal advisors
◦ Sustainability Experts
◦ Marketplace information

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COMMON ENVIRONMENTAL AND ENERGY EFFICIENCY ISSUES
WITHIN THE INDUSTRY
➢There are a range of common environmental and energy efficiency industries that apply to a range of industries and it
is important to conduct research regarding the specific industry that your organisation is working within.

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ANALYSE PROCEDURES FOR ASSESSING COMPLIANCE WITH
ENVIRONMENTAL/SUSTAINABILITY REGULATIONS
➢Assessing compliance with the requirements of the environmental and sustainability regulations is essential
within each organisations and it will be necessary to ensure that the procedures that are used to determine and
assess compliance are analysed to ensure their efficiency and accuracy in doing so.

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ASSESSING COMPLIANCE WITHIN THE ORGANISATION
➢The procedures that are used to assess the compliance within an organisation to the regulations and requirements in
regards to environmentally sustainable work practices are those that are used to ensure that the organisation is
compliant with all required regulations and requirements.

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ANALYSE ENVIRONMENTAL AND SUSTAINABLE PROCEDURES
➢Organisations need to analyse every procedure and policy within the company in order to ensure that they are
compliant with environmental regulations.
➢Conducting an internal audit is the most effective method of accomplishing a full analysis.
➢An audit should consist of a complete review of all of an organisations business practices.
➢The size of the organisation and the extent of its’ daily practice would determine the most effective way to audit the
organisation. A

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COMPLIANCE
➢In order to be considered compliant, an organisation must meet all of the following that apply to the organisation:
◦ Laws/legislation
◦ By laws
◦ Regulations
◦ Best practice
◦ Codes of practice

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COLLECT INFORMATION ON ENVIRONMENTAL AND RESOURCE
EFFICIENCY SYSTEMS AND PROCEDURES, AND PROVIDE TO THE WORK
GROUP WHERE APPROPRIATE
➢Organisations should collect as much information as possible on environmental and resource efficiency systems and
procedures and disseminate that information to appropriate work groups within the organisation.

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ENVIRONMENTAL RESOURCE EFFICIENCY PLANS
➢The Environmental Resource Efficiency Plans Program was developed by the Environmental Protection Agency of
Victoria to help organisations to better manage waste, energy and water consumption.
➢The EPA of Victoria set forth benchmarks by which all organisations are measured.
➢Any organisation failing to reach any of the benchmarks is required to register with the EPA to implement a plan to
improve resource consumption and environmental impact.

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RESOURCE MANAGEMENT PLANS
➢There are a range of resource management plans and systems that can be put in place within an organisation in order
to ensure that resources are correctly:
◦ Used
◦ Purchased
◦ Allocated
◦ Stored

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MONITORING AND TRACKING SYSTEMS
➢There will be a range of procedures and policies that are implemented within the organisation in order to ensure that
compliance with resource and environmental requirements is able to be effectively tracked and these may include:
◦ Information collection systems
◦ Documentation and approvals systems
◦ Quality assurance procedures
◦ Continual improvement procedures

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QUALITY ASSURANCE AND ITS PURPOSE
➢Quality assurance systems are complex sets of policies, procedures and actions that are put in place within an
organisation in order to ensure that each phase of each task that is conducted within an organisation are planned and
controlled in a manner to ensure that specific benchmarks of quality are able to be consistently achieved throughout all
operations.

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QUALITY MANAGEMENT PLANS
➢Quality management plans set out the levels of quality within the workplace that are deemed to be acceptable.
➢The quality management plan will focus on the following main areas:
◦ Work outcomes are designed to meet agreed requirements and standards
◦ Work processes are efficient and tracked effectively
◦ Issues of non-compliance with the quality plan are identified and corrected

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COMPONENTS OF QUALITY MANAGEMENT PLANS
➢The quality management plan is commonly made up of the following components:
◦ Objectives of the quality plan
◦ Key outcomes and deliverables
◦ Agreed standards for quality
◦ Quality control activities
◦ Quality assurance activities
◦ Roles and responsibilities of those involved with the plan
◦ Tools and forms required
◦ Reporting and responding activities for identified issues

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DISSEMINATE INFORMATION REGARDING RESOURCE AND
EFFICIENCY SYSTEMS TO THE WORK GROUP
➢It is vital that the findings and procedures be disseminated to the appropriate work groups.
➢Once a plan of action and related procedures has been adopted by an organisation they must communicate these
changes to the workers who will be following the procedures.
➢The information can be disseminated to staff in many ways including:
◦ ongoing training sessions
◦ updates to company policy documentation
◦ staff meetings
◦ bulletins and announcements

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COLLECT, ANALYSE AND ORGANISE INFORMATION FROM A RANGE OF
SOURCES TO PROVIDE INFORMATION/ADVICE AND TOOLS/RESOURCES
FOR IMPROVEMENT OPPORTUNITIES
➢Information, advice, tools and resources for opportunities to improve in areas of sustainability can be collected from a
variety of sources
➢The large amount of information that is likely to be collected during a resource gathering session will require the
information to be organised and analysed.

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COLLECT
➢Sustainability is a focus for many organisations, entities and individuals worldwide.
➢The amount of attention on the topic has generated an almost endless amount of information, resources and
advice on how to conduct a business in a more sustainable manner.
➢Sources of information may include:
◦ organisational specifications
◦ regulatory bodies
◦ relevant stake holders
◦ companies specializing in sustainable practices
◦ sustainability consultants

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ORGANISE
➢The information that has been gathered can vary and be vast in nature. It will need to be organised before it is will be
of use to the organisation.
➢Workers responsible for organising the collected data should discard any information that seems redundant or
irrelevant to their industry or practice.

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ANALYSE
➢The data that has been organised must be analysed in order to determine how and if it can be incorporated into the
practices of the organisation conducted the search for information, tools, resources and tools to help improve
organisational practices.
➢Analysis is the process of interpreting, understanding and applying the data that has been collected and organised.

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MEASURE AND DOCUMENT CURRENT RESOURCE
USAGE OF MEMBERS OF THE WORK GROUP
➢It is necessary to measure the current resource usage of each member of work groups in an organisation in order to
set goals for reducing that usage.

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METHODS FOR MEASUREMENTS OF CURRENT RESOURCE
USAGE
➢The most effective way to measure resource usage in an organisation is by conducting an audit to determine the
current resource usage amounts.
➢Two types of audits that can be useful in determining resource usage are:
◦ Practical Audit
◦ Desktop Audit

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PRACTICAL AUDITS
➢Individual usage can be measured through auditing work groups and work areas.
➢The auditing method that is most effective in determining individual resource usage is practical auditing.
➢This type of auditing can be accomplished by documenting:
◦ Type of material discarded
◦ Observed practices
◦ Measuring actual resource usage
◦ Taking physical measurements

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DESKTOP AUDIT
➢A desk top audit is a thorough analysis of all of the documentation, invoices, practices, procedures and records
that are related to resource usage and sustainability.
➢This type of auditing can be accomplished by investigating documentation such as:
◦ Invoices for water
◦ Invoices for waste removal
◦ Invoices for gas usage
◦ Invoices for all resources used
◦ Policies and procedures
◦ Documentation

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DOCUMENTING FIGURES FROM THE PRACTICAL AUDIT
➢All figures should be checked for accuracy before documenting them.
➢The finding can be documented in a table containing the following columns:
◦ Name of resource
◦ Cost of resource usage
◦ The amount of resource used
◦ The amount of emission generated or saved

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ANALYSE AND DOCUMENT CURRENT PURCHASING
STRATEGIES
➢A companies purchasing strategy is the methodology behind who it purchases its’ supplies from, why it purchases
from them and how often they make purchases.
➢Auditing will give a clear indication of what sustainable practices can be adopted on the buyers end of the transaction,
but more improvements can be made if more is known about the seller.

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PURCHASING STRATEGIES
➢A purchasing strategy is a method and range of policies and procedures that are related to the way that the
organisation purchases the resources or stock that is needed to complete work activities.
➢There are a range of ways that purchasing strategies can be analysed to ensure that the resource and
sustainably needs of the organisation can be met and these may include:
◦ Supplier optimisation
◦ Global or local sourcing
◦ Green purchasing
◦ Risk management
◦ Quality requirements

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ANALYSING PURCHASING STRATEGIES
➢It will be necessary to analyse the current purchasing strategies within the organisation in order to determine a range
of improvements that can be made to the purchasing strategy within the organisation.

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SUPPLIER OPTIMISATION
➢Surveying suppliers is a very useful way for a company to gather information about their sustainable practices and
resource usage.
➢Surveying suppliers on where and how they obtain or create the resources that an organisation is obtaining from them
can often reveal more information about resource usage than the companies own usage.
➢If the resources that are being supplied are created in an unsustainable manner, than the companies own usage can
have less effect than the suppliers practices.

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QUALITY MANAGEMENT IN THE PURCHASING STRATEGY
➢By increasing the level of quality management that exists within the current supply chain it will be possible to reduce
the amount of wastage that the organisation may incur in purchasing inferior products.
➢It will be necessary to analyse a range of quality issues which will in turn reduce the risk of the purchasing strategy to
the organisation in relation to resource usage, expenditure and the environmental risk of the organisation which can
contribute to the reduction of risk.

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ANALYSE CURRENT WORK PROCESSES TO ACCESS
INFORMATION AND DATA TO ASSIST IN IDENTIFYING
AREAS FOR IMPROVEMENT
➢An organisation can only make improvements to its’ processes if there is a clear understanding of all details of all of
their processes.
➢Most organisations need to analyse their processes in order to gain a keen enough understanding of what resources
and how much of them are being used in order to reduce that resource consumption.

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TECHNIQUES AND METHODS FOR PROCESS ANALYSIS
➢Different techniques focus on different areas and types of process.
➢There are many techniques that can be used to analyse a multitude of organisational processes that may be
using resources in a less than efficient manner.
➢There are systems available that are designed specifically to help organisations analyse their processes.
➢Some of the most popular systems for analysing processes are:
◦ Lean
◦ Six Sigma
◦ Total Quality
◦ Statistical process control

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LEAN
➢The lean model of quality improvement relies on an analysis of each of the processes that occur within an
organisation with a focus on how waste can be minimised within the each of the processes.
➢Waste in the lean model may include:
◦ Time
◦ Staff
◦ Money
◦ Raw materials
◦ Electricity
◦ Water
◦ Assets

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SIX SIGMA
➢Six sigma principles include:
◦ Customer needs analysis
◦ Process identification
◦ Managing and improving the process
◦ Streamlining the process further through waste reduction processes and the elimination of non-
required steps
◦ Reduce variation in processes and improve consistencies
◦ Professional and skills development for staff
◦ Systematically improve each aspect of quality within the organisation

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TOTAL QUALITY
➢The total quality management system is a continuous and structured process that encourages all employees within an
organisation to be involved in a range of quality issues identification activities that respond to feedback on quality
improvement throughout the organisation.

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STATISTICAL PROCESS CONTROL
➢Statistical process control is an industry approved standard quality improvement model that is used in order to
effectively monitor and control variations in quality using statistical analysis.
➢Measurable factors of quality will be categorised as numbers and then plotted on a graph that will allow for a
reasonable variation in quality, any figures that fall outside of the controlled variation amount will then need to be
investigated and adjusted in order to ensure that all actions that are undertaken within the organisation will fall into the
agreed parameters that have been set for quality.

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ROOT CAUSE ANALYSIS
➢Root cause analysis is a structured quality improvement method that is designed to identify the actual cause of the
quality issue in order for organisations to be able to effectively resolve the root cause of the issue and not be simply
responding to a range of symptoms that may at first appear to be the cause of the issue.
➢Once a problem has been clearly defined and analysed and all relevant information related to the problem is known
and understood it will be necessary to suggest a range of options that may be the cause of the problem.

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ORGANISING AND PRIORITISING AND MEASURING QUALITY
INFORMATION USING TOOLS AND TECHNIQUES
➢Analysing information is the systematic process of examining the data collected in a way that illustrates the
correlations, interrelationships and in patterns in data.
➢It is important that analysis is conducted so that trends and developments that are shown in the information
that you have collected about training needs and gaps can be reported on.
➢Careful analysis of information can provide:
◦ The answers to certain problems
◦ The relationship between two or more different factors
◦ Why events have occurred
◦ The probability of an event occurring
◦ Information that leads to new ideas
◦ Supporting information for an existing theory
◦ Information related to performance

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ENSURING EFFECTIVE MEASUREMENT
➢Effective measurement can be achieved through the use of a range of different quality management systems within the
organisation, it is essential to ensure that a range of different tactics is used to ensure all measurements are able to be
taken.

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 TOPIC 2 - SET TARGETS FOR
IMPROVEMENTS
➢SEEK INPUT FROM STAKEHOLDERS, KEY PERSONNEL AND SPECIALISTS
➢During the auditing and improvement processes, it is recommended for organisations to seek and consider input from
stakeholders, key personnel and specialists.
➢As with any type of scrutiny or analysis, input from as many parties as possible increases the amount and accuracy of
information that is found during the analysis.

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KEY PERSONNEL, STAKEHOLDERS AND SPECIALISTS
➢Key personnel, stakeholders and specialists are individuals and groups, both inside and outside of organisation who
have direct or indirect interests in organisations conduct, products, actions or services:
◦ Key personnel within an organisation and specialist outside of the organisation who may have
particular expertise
◦ Suppliers
◦ Other organisations
◦ Local community
◦ Investors
◦ Government

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STAKEHOLDERS
➢Stakeholders are individuals or entities that may be affected by an organisations actions, policies or objectives.
➢In regards to consumption, the number of people and organisations that may be considered stakeholders can vary
greatly depending on how information is interpreted and various projected outcomes of an organisations actions,
policies and objectives.

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KEY PERSONNEL
➢Key personnel are individuals who have knowledge of key facilities of an organisation.
➢Key personnel are usually, but not always in a supervisory role of some description.
➢Gathering information from key personnel usually more effective than simple checking documentation as a standard
audit would require.

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SPECIALISTS
➢Specialists are experts in their given field.
➢Specialists are ideal for deciphering or discovering information that may otherwise go undetected or misunderstood
by personnel lacking the same expertise.

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FEEDBACK
➢Feedback is the collection of a range of constructive and critical information that can be used to further analyse and
respond to a range of issues within the workplace.
➢There are two main types of feedback data that can be collected and these are:
◦ Quantitative feedback
◦ Qualitative feedback

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QUANTITATIVE FEEDBACK
➢Quantitative feedback collects data in the form of numbers.
➢This means that aspects can be measured and expressed in numbers as percentages or ratios.
➢Quantitative Research tells us ‘how many’, ‘how much’, ‘to what extent’ or ‘what size’ something is.

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QUALITATIVE FEEDBACK
➢Collects exploratory data, it asks a variety of carefully planned questions that seek the underlying reasons,
opinions and motivation behind different actions and situations.
➢ Information can be collected using a series of different strategies including:
◦ Discussions
◦ Focus Groups
◦ Surveys
◦ Direct Questioning
◦ Review documentation
◦ Feedback reports

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ACCESS EXTERNAL SOURCES OF INFORMATION
AND DATA AS REQUIRED
➢Examining an organisations business practices, processes, objectives and conduct are not enough to make a
completely informed decision on what methods and changes may produce the best solutions for matters of resource
usage and sustainable work practices.
➢Truly informed decisions present themselves only after external sources of information and data have been
consulted.

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SUSTAINABILITY EXPERTS
➢There are a range of different sources of data and information that can be collected from sustainability experts
including:
◦ Resources and process analysis procedures
◦ Legal information
◦ Methods to improve quality
◦ Benchmarks for sustainability for different industries

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BENCHMARKS FOR ENVIRONMENTAL AND RESOURCE
SUSTAINABILITY FOR DIFFERENT INDUSTRIES
➢It will be necessary to access a range of data related to the benchmarks for sustainability for a range of different
industries this data can be obtained from:
◦ Industry standards
◦ Australian Standards
◦ Codes of practice
◦ Environmental regulations
◦ Environmental legislations

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SCIENTIFIC PAPERS
➢Scientific publications are an excellent source of data to be used by organisations seeking to augment their statuses as
businesses with sustainable practices.
➢It is important to cross reference any scientific data that is obtained to ensure its accuracy and relevance to the
industry in which the organisation seeking data is part of.

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OTHER ORGANISATIONS
➢Organisations trying to lessen their impact on the environment by adopting more sustainable practices are all working
to similar goals.
➢Reducing costs is one goal that will benefit the organisation, but lessening environmental impact can benefit all
stakeholders directly or indirectly.

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REGULATORY BODIES
➢Regulatory bodies set benchmarks and guidelines by which organisations must operate.
➢Regulatory Organisations should consult with regulatory bodies to ensure that they are maintaining at least the
minimum standard of what is allowable by law in their industries.

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EVALUATE ALTERNATIVE SOLUTIONS TO
WORKPLACE ENVIRONMENTAL ISSUES
➢When implementing and monitoring environmentally sustainable work practices in the work place it will be necessary
to assess all work practices and assess where alternatives can be used in the workplace in order to minimise
environmental impact and resource usage.

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REQUIREMENTS FOR POSSIBLE ALTERNATIVE SOLUTIONS TO
ENVIRONMENTAL ISSUES
➢Any possible alternatives should be considered and safety and costing checks will need to be conducted prior to these
changes being implemented into the workplace.
➢Any changes that are made to any work practices will need to be re-analysed to ensure that any new risk can be
identified and new controls can be put in place to ensure that all changes that are made to increase work productivity
are safe and compliant with all required OHS requirements.

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 METHODS FOR EVALUATING ALTERNATIVES
➢There are a range of methods that can be used to evaluate alternatives and these may include:
◦ Cost Vs Benefit analysis
◦ Challenging concepts
◦ Evaluating risks
◦ Brainstorming

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SET EFFICIENCY TARGETS
➢The next phase in implementing and monitoring environmentally sustainable work practices is to set appropriate
efficiency targets
➢The first step in maximising efficiency for an organisation is to conduct an overall assessment that will enable the
current performance of an organisation to be measured.

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EFFICIENCY TARGETS
➢A target is an object, figure or goal that is set for achievement, efficiency targets are targets that are set in
relation to matters of efficiency within the organisation.
➢Efficiency targets may be set for a ranch of different aspects including:
◦ Emissions targets
◦ Resource usage
◦ Time management
◦ Environmental impact
◦ Wastage
◦ Procedures
◦ Production

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SET EFFICIENCY TARGETS FOR EACH AREA IN THE WORKPLACE
➢Efficiency targets will need to be identified for each work area, individual work roles within that area with a
focus on ensuring that OHS responsibilities and legal requirements are met.
➢Sources of information may include:
◦ yearly, monthly, weekly and daily usage in different areas
◦ business objectives and goals
◦ control charts, run charts and graphs
◦ enterprise manuals and procedures
◦ equipment specifications
◦ Raw materials
◦ Chemicals used

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SMART ACRONYM
➢Specific
➢Plans have a much greater chance of successful completion than general tasks or goals.
➢For a task to be considered specific, it will need to answer the six “W” questions.
➢Who, What, Where, When, Which and Why.

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MEASURABLE
➢Plans are those that specify the criteria on which success is determined.
➢Detailed criteria must be clearly communicated to ensure that the plan can be achieved as required.

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ATTAINABLE
➢It is important to set out steps that make the plan attainable. I
➢f a plan has a clear explanation of how it can be achieved, it is more likely that they will be successful.

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REALISTIC
➢To be considered realistic the plan must be realistic.
➢All steps in the plan, including timeframes need to be reasonable.

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TIMELY
➢The action plan should contain specific start and end dates, as well as measurable miles stones.
➢So that progress towards the completion of the action plan can be successfully measured, and so that all personnel are
aware of when the goals of the plans should be achieved by.

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 TOPIC 3 - IMPLEMENT
PERFORMANCE IMPROVEMENT
STRATEGIES
➢SOURCE AND USE APPROPRIATE TECHNIQUES AND TOOLS TO ASSIST IN ACHIEVING EFFICIENCY TARGETS
➢Appropriate techniques and tools that are designed to assist in achieving an organisations efficiency targets should be
sourced and implemented by relevant personnel within the organisation.
➢There are various tools and resources available to businesses to assist them in their goals of achieving efficiency
targets.

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APPROPRIATE TECHNIQUES AND TOOLS
➢Tools are items used to accomplish a task while techniques are the methods in which the tools are used to accomplish
the task.
➢Tools used to assist in achieving efficiency targets may include:
◦ Data concerning environmental sustainability
◦ Milestones
◦ Contingency plans
◦ Action plans
◦ Support and Training

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SOURCING TECHNIQUES AND TOOLS
➢Techniques and tools that may assist in an organisation reaching efficiency targets can be obtained from two types of
sources:
◦ Internal: internal sources are any source that exists within the organisation.
◦ External: External sources are sources that are not a part of the organisation.

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APPLY CONTINUOUS IMPROVEMENT STRATEGIES TO OWN WORK
AREA OF RESPONSIBILITY, INCLUDING IDEAS AND POSSIBLE
SOLUTIONS TO COMMUNICATE TO THE WORK GROUP AND
MANAGEMENT
➢Organisational systems and procedures that relate to environmental and resource sustainability
improvements
➢Sustainable work practice is the responsibility of every worker within an organisation.
➢In order for an organisation to perform at its’ best in terms of sustainability, each worker must truly believe in
and constantly seek out ways in which their daily work practices can be done in more sustainable ways.
➢Each employee is, theoretically, an expert in their work area simply do to the fact that they carry out the duties
of their job title and are usually more familiar than anyone else with the details of how they carry those tasks
out.

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SHARING IDEAS
➢All ideas and strategies that a worker performs should be shared with other work groups and management.
➢It is best practice for workers to share information with their management team prior to sharing it with other work
groups because all new strategies must fit in with the overall plan to attain goals in sustainable practice.

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POSSIBLE IDEAS FOR IMPROVEMENT
➢This puts them in a better position to determine what strategies will help rather than hinder progress.
➢Some possible solutions that can be shared with other work groups and management are:
◦ Not printing paper when electronic documentation is adequate
◦ Recycling paper goods in the office and break rooms
◦ Having video conferences rather than using resources to physically meet at offsite locations.
◦ Green office program-cultural change

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CONTINUAL IMPROVEMENT
➢Continuous/Continual improvement process
➢Continuous improvement which is sometimes called continual improvement is a cyclical review process that is
used in many organisations.
➢There is more than one of these continual improvement processes that can be implemented within the
organisation although the most commonly utilised tool is the for stage process known as PDCA or:
◦ Plan: Constantly review all processes and tools to effectively identify the need for change, plan for the
change or the improvement.
◦ Do: Implement the change on a portion of the organisation.
◦ Check: Assess the change to determine its success.
◦ Act: Implement the change across the organisation.

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TRADITIONAL CYCLICAL REVIEW
➢This is a traditional process of reviewing all data, planning for change, assessing the results and making adjustments
and then at a specific time in the future commencing the cycle again.
➢The issue with this type of cyclical review is that it is labour intensive and relies on large waves of change being applied
to the organisation at specific times.

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HOSHIN IMPROVEMENT CYCLE
➢The Hoshin cycle is a process that is implemented throughout the organisation and then based on an annual review
that includes a round of smaller changes across the entire organisation.
➢The Hoshin review was design by Professor Yoji Akao in the 1950s and is based on the theory that all of the jobs and
tasks within the organisation are equally important and therefore the entire organisation should be involved in the
policy implementation, and quality management aspects of an organisation.

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SELECTING THE APPROPRIATE STRATEGY
➢When selecting the appropriate cyclical review process for an organisation it will be necessary to consider current
management techniques and styles, the complexity and size of the business continuity management framework and
the organisation itself.

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IMPLEMENT AND INTEGRATE ENVIRONMENTAL AND RESOURCE
EFFICIENCY IMPROVEMENT PLANS FOR OWN WORK GROUP WITH
OTHER OPERATIONAL ACTIVITIES
➢Environmental and resource efficiency improvement plans should be implemented into as many relevant work
activities as possible.
➢ One of the most efficient ways of ensuring that improvement plans are being implemented throughout an
organisation is to integrate the plans from each throughout all of their activities.
➢It is the responsibility of each worker to ensure that efficiency improvement plans are integrated into all relevant
operation activities that they carry out.

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ENVIRONMENTAL AND RESOURCE EFFICIENCY PLANS
➢Environmental and resource efficiency programs plans are a planning document that is created to ensure that step by
step procedures and guiding policies are designed to ensure that all of the organisations goals in relation to the
achievement of efficiency targets and other environmentally sustainable processes are documented and can be
followed in a structured manner.

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ENVIRONMENTAL AND RESOURCE EFFICIENCY PROGRAM
FOCUS
➢Environmental and resource efficiency improvement programs should be designed to meet a range of resource and
efficiency needs including:
◦ Addressing environmental and sustainability issues such as: environmental management systems,
action plans, green office initiatives, surveys and audits
◦ Applying waste management hierarchy in a workplace
◦ Determining organisations most appropriate waste treatment, including waste to landfill and recycling
◦ Initiating and maintaining appropriate organisational procedures for operational energy consumption,
including stationary and non-stationary energy
◦ Preventing or minimising risks and maximising opportunities
◦ Referencing standards, guidelines and approaches

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IMPLEMENT AND INTEGRATE RESOURCE AND
ENVIRONMENTAL SUSTAINABILITY PLANS INTO THE
ORGANISATION
➢Steps involved in the implementation and integration of resource and environmental sustainability plans may include:
◦ Planning for integration
◦ Assessing all policies, procedures and actions within the organisation that may be affected or impacted
on by the plan
◦ Altering policies, procedures and actions to include the necessary actions and documentation required
by the plan
◦ Implementing a monitoring and evaluation plan to assess the success of integration
◦ Implementation of a continual improvement plan

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SUPERVISE AND SUPPORT TEAM MEMBERS TO IDENTIFY POSSIBLE
AREAS FOR IMPROVED PRACTICES AND RESOURCE EFFICIENCY IN
WORK AREA
➢In order to ensure that the entire organisation becomes as environmentally sustainable and efficient as possible it is
important to ensure that many different sources of advice and information are used.
➢It is important to ensure that all staff are involved in the planning and implementation and decision making processes
in relation to environmental sustainability.

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SUPPORT TEAM MEMBERS
➢Team members should feel supported and able to make suggestions and bring forward possible changes and actions
that would be able to improve the organisations overall sustainability and efficiency.
➢Members of management teams within an organisation should support team members in identifying possible areas for
improved practices and resource efficiency in their work areas.
➢Any efforts or initiatives that are not supported by every team member run the risk of being short lived.

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SUPPORT THROUGH TARGETED CHANGE MANAGEMENT
PROCESSES
➢Targeted change management is a framework for systematically managing the effects and adoption by employees of
organisational changes and new processes.
➢Targeted change management systems are useful in preventing or removing employee rejection of newly introduced
sustainability processes.

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SUPPORT TEAM MEMBERS THROUGH LEARNING AND
DEVELOPMENT
➢Learning development and training activities may include:
◦ Group work
◦ One-on-one sessions
◦ Supervise team members

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GROUP WORK
➢Group work can be given to participants so that they have to work together on team projects which involve
problem solving activities in a group environment.
➢Or activities and games can be played that can build skills and knowledge regarding:
◦ Group cohesion
◦ Problem solving
◦ Team work
◦ Team communication
◦ Allocation of tasks
◦ Conflict resolution
◦ Strategy development
◦ Risk management
◦ Business continuity management principles

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ONE-ON-ONE SESSIONS
➢One-on-one sessions can be planned and carried out that build on the participants’ involvement in the improvements
process and how these things can be utilised to effectively manage the environmental sustainability of the organisation.
➢One on one sessions can be beneficial as you can focus on the individual that you are training and can easily monitor
their progress which is sometimes more difficult in a group environment.

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SUPERVISE TEAM MEMBERS
➢A range of supervision activities will need to be created in order to ensure that team members are adequately
supervised and supported during the improvements process and to ensure compliance with the requirements of the
environmentally sustainable and resource efficiency plan.

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SEEK SUGGESTIONS AND IDEAS ABOUT ENVIRONMENTAL AND
RESOURCE EFFICIENCY MANAGEMENT FROM STAKEHOLDERS AND ACT
UPON WHERE APPROPRIATE
➢In order to stay in-line with the ideals of stakeholders, organisations should seek ideas and feedback about the
efficiency and environmental programs that they chose to use.

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ACTIVELY SEEK SUGGESTIONS FROM STAKEHOLDERS
REGARDING RESOURCE EFFICIENCY MANAGEMENT
➢Suggestions and ideas may be sought from stakeholders using the following methods:
◦ Feedback
◦ Meetings
◦ Discussions
◦ Ideas symposiums
◦ Consultation

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SUGGESTIONS AND IDEAS FROM STAKEHOLDERS: EXAMPLES
➢Some suggestions that they get from stakeholders may be:
◦ Prevent risks and maximize opportunities for example:
◦ Usage of solar or other renewable energy sources
◦ Reduce greenhouse gas emission
◦ Identifying strategies to offset or mitigate environmental impacts for example:
◦ Purchasing carbon credits
◦ Energy conservation

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ACT UPON IDEAS AND SUGGESTIONS FROM STAKEHOLDERS
AS APPROPRIATE
➢All of the ideas and suggestions that are collected from the stakeholder group will need to be analysed and assessed in
order to ensure that any suggestions or ideas that may be suitable for inclusion into resource management plans.
➢When these actions are undertaken it is important to ensure that reports are made back to the stakeholders regarding
their input and inclusions so that they are acknowledged and motivated to continue contributing to effective
improvements.

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IMPLEMENT COSTING STRATEGIES TO FULLY
UTILISE ENVIRONMENTAL ASSETS
➢It is essential that all environmental assets held or used by the organisation are fully utilised and it will be
necessary to ensure that a costing strategy for these items is implemented so this can be insured.

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COSTING STRATEGIES
➢A costing strategy is a clear representation or documentation of the costs to an organisation to implement a plan to
be actioned.
➢Costing strategies need be developed and shared with relevant stakeholders to fully value the environmental assets of
changes made to an organisation.
➢Costing strategies should be clear and concise so that they can be interpreted by any relevant stakeholder or
organisation member.
➢When implementing a costing strategy, organisations should take into account all aspects of their environmental
impact target plan.

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 TOPIC 4 - MONITOR
PERFORMANCE
➢USE AND/OR DEVELOP EVALUATION AND MONITORING, TOOLS AND TECHNOLOGY
➢Effective performance monitoring when setting targets and effectively maintaining sustainability in the work site is
essential. Monitoring should be continuous and strategic.
➢There are a number of ways that monitoring can be conducted and in most cases it will be recommended to use a
variety of methods in order to gain a full picture of the current situation in relation to sustainability in the workplace
and progress towards targets.

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THE PURPOSE OF MONITORING
➢The purpose of monitoring is to ensure that the sustainability targets will be achieved and that the strategies are being
implemented as required and having the desired impact as planned.
➢There are a range of pre-existing environmental sustainability measurement and assessment tools that can be used
including:
◦ Environmental performance index
◦ Environmental Vulnerability index
◦ Sustainability reporting tools

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MONITORING AND EVALUATION TOOLS AND METHODS
➢It is important to ensure that the agreed targets and measurable outcomes within the environmental sustainability
plan are applied to all targets and standards so they may be able to be successfully monitored and assessed for success
or the need for improvement.
➢There are many different types of production targets and measurable outcomes that can be put in place and they may
be more or less suitable in different situations based on a range of factors.

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MONITORING QUALITY PERFORMANCE DATA
➢Qualitative and Qualitative information related to performance outcomes required of systems and technology within
the organisation will need to collected and collated throughout each agreed time period.
➢Information will need to be collected regarding the performance of all personnel and work activities in relation to their
measurable outcomes or targets for each period in regards to the agreed quality standards.

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INFORMATION COLLECTION FOR MONITORING
ENVIRONMENTAL SUSTAINABILITY PLANS
➢Information will need to be collected from a variety of different sources in order to gain a full picture of production
efficiency and progress towards goals and targets.
➢Production performance can be measured through assessing the level of units or work output against targets.
➢Quality standards, wastage and mistakes can be measured against standards.
➢It will be important to ensure a clear picture of the desired outcomes and then measure the current actual
performance of the work team.

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DOCUMENT AND COMMUNICATE OUTCOMES TO REPORT
ON EFFICIENCY TARGETS TO KEY PERSONNEL AND
STAKEHOLDERS
➢It will be necessary to prepare and present a range of reports that clearly indicate the ongoing progress towards
efficiency targets
➢These reports will be used to inform on the performance of sustainability activities and will contribute to the overall
monitoring of environmental efficiency and performance.

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COMMUNICATE OUTCOMES OF EFFICIENCY TARGETS
➢The communication of efficiency outcomes has a range of benefits including:
◦ Keeping all parties involved in the organisation aware of progress, successes and challenges
◦ Motivating and encouraging stakeholders to continue to strive for success
◦ Obtaining feedback
◦ Discussing issues
◦ Determining recommendations for improvement

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COMMUNICATION METHODS
➢There are a range of different communication methods that can be used in order to communicate efficiency target
outcomes and these may include:
◦ Reports
◦ Presentations
◦ Meetings
◦ Emails
◦ Discussion groups

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CREATING DOCUMENTATION IN LINE WITH ORGANISATIONAL
REQUIREMENTS
➢When submitting efficiency reports it is essential that they are created with in line with all of the necessary
organisational requirements.
➢Submitting a report that does not contain the required level of detail for content then it will not be suitable for the
purpose that is was intended.
➢Detailed information regarding the types of content and the level of detail required will be included in the report
briefing document.
➢It is important to investigate report documentation standards and related industry standards that may apply to your
industry and ensure that you apply them to every stage of the user document creation process.

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EVALUATE STRATEGIES AND IMPROVEMENT PLANS
➢It will be necessary to conduct a range of evaluations on environmental sustainability strategies and improvement plans
in order to determine the successes and challenges that have arisen due to the changes to the workplace.

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ENSURING MEASURABLE OUTCOMES CAN BE EVALUATED
➢When strategies, policies and improvement plans are created, it is essential that parameters to measure success
are created at the same time.
➢Creating effectiveness measures is the first step to evaluating the success of your strategy or improvement
plans.
➢Measures are quantifiable performance statements, they must have certain attributes.
➢Measures should be:
◦ Able to be tracked
◦ Relevant
◦ Targeted

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TOOLS FOR EVALUATING IMPROVEMENT PLANS
➢There are three typical forms of measures that would be suitable for evaluating the success of a businesses’
sustainability strategy.

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EFFICIENCY MEASURE EVALUATIONS
➢These measures are cost and productivity measured as a percentage of inputs vs outputs.
➢Examples of efficiency measures include measurements of job tasks and time taken to achieve them, these outputs
and inputs can be measured against sustainability targets.

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OUTCOMES MEASURES EVALUATIONS
➢These measures show if targets have been reached and show the benefits and impacts that a diversity strategy has
made.
➢Examples include a percentage increase in compliance or a percentage decrease in resource usage rates.

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QUALITY MEASURES EVALUATIONS
➢These measures show the effectiveness of expectations and an improvement in accuracy, reliability, competence,
responsiveness and compliance.
➢Examples can include the level of sustainability versus the quality of outputs from within the organisation.

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 SET NEW EFFICIENCY TARGETS, AND INVESTIGATE
AND APPLY NEW TOOLS AND STRATEGIES
➢It is essential to ensure that all efficiency targets that are set are correct and attainable for the organisation in order to
ensure that compliance with environmental requirements and excellence in environmental sustainability can be
achieved.
➢The purpose of environmental sustainability targets is to reduce the number of negative factors and elements, caused
from business operations into the environment.

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THE NEED FOR SETTING NEW EFFICIENCY TARGETS
➢Changing all business practices to sustainably acceptable practices can take time and re-evaluation and new
planning activities will need to be conducted in order to ensure that the organisation continues to move forward
and improve their activities over time.
➢New efficiency targets may need to be set for a number of reasons including:
◦ Changes in Australian standards
◦ Changes in Legislation
◦ Previous targets have been met and exceeded
◦ Previous targets were unable to be met
◦ The organisation is moving into new areas of sustainability
◦ New advances in sustainability have become available

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INVESTIGATE AND APPLY NEW TOOLS AND STRATEGIES
➢Throughout this process it will be necessary to undertake the following activities including:
◦ Continual and cyclical reviews processes
◦ Analysis of alternatives
◦ Challenging of ideas
◦ Investigation of new options
◦ Assessing the new strategies to determine if they may better suit the organisations needs

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PROMOTE SUCCESSFUL STRATEGIES AND REWARD
PARTICIPANTS WHERE POSSIBLE
➢A large part of the success of sustainability programs in the workplace is ensuring an entire company buy in.
➢What this means is that all of the staff across the entire organisation will be involved in the striving towards
sustainability targets.
➢In order to achieve a full company buy in for all staff within the organisation the whole company will need to be in
support of the organisations sustainability plans and all employees should be working together to uphold the
sustainability principles and ensure that the organisation is meeting its set targets and goals.

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METHODS FOR PROMOTING STRATEGIES
➢A great way of ensuring this is to begin to change the culture of the entire organisation, the culture of an organisation
is its employee’s overall beliefs and feelings towards a particular topic.
➢Changing the organisations mission statements and writing policies and procedures related to sustainability in the
workplace will assist in gaining this full organisation buy in and uptake.
➢It is important that all employees see the progress towards the change and are able to celebrate and promote
strategies that have had an impact in the desired manner.

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PROMOTE SUCCESSFUL OUTCOMES AND STRATEGIES
➢The promotion of successful strategies and outcomes is essential for the forward motion and motivation for the
organisation and its stakeholders to ensure that they continue to successfully move towards targets.
➢Methods for promotion of successful outcomes and strategies may include:
◦ Staff memos
◦ Announcements at meetings
◦ Public awards
◦ Public announcements

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REWARD PARTICIPANTS WHERE POSSIBLE
➢It is important to reward participants for their actions that have contributed to the success of the organisation in order
to provide:
◦ Recognition
◦ Motivation
◦ Acknowledgement

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SUMMARY
➢Now that you have completed this unit, you should have the ability to implement and monitor environmentally
sustainable work practices.

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