ACTIVITY 1.

ANSWER
1. Sustainability is about cherishing biodiversity and human wellness, equity, and
freedom. It means that maintaining economics security without contaminating the
water, soil, and air. It needs making economics and social systems that concurrently
meet human physical needs. Sustainability is achieved when we understand the
economic, environmental, and social consequences of our actions and make deliberate
choices that allow all people to lead healthy, productive and enjoyable lives.

Sustainability isn't one thing that simply happens, it's one thing that ought to be
planned, communicated associate degreed integrated into an organisation’s culture
from the terribly prime of the structure, down through all the layers. property work
policies ride associate degree organisation’s commitment to property through
developing the capability of workers members to become active contributors to native
work solutions to the pressing international environmental issues, like global climate
change, environmental pollution and therefore the degradation of natural resources

2. The environment you work in can have an impact on how well you do your job and
how well you feel. Working in a safe, comfortable environment helps to keep you
focused on what is important: doing your job. But if your work environment causes
stress or makes you feel ill, you are likely to focus more on what is causing the
discomfort than working.

 Stress
A high-stress work environment will cause health issues and work errors. These
issues are compounded if employees feel pressured into skipping vacations or
working through illnesses instead of taking sick days. Fatigue and frustration will set
in, reducing the quality of work getting done. Safety can also be affected when
mistakes become accidents. It is not just the employees who suffer from high-stress
environments. Their employers are also impacted. Companies in which stress-related
problems are a cultural norm could suffer financially from poor-quality work and high
rates of employee turnover.

 Air quality
Poor air quality isn’t just a problem in manufacturing or heavy-duty work sites than
emit pollutants. workplaces buildings that are sealed up tight and rely on air
circulation systems can end up circulating viruses, molds, allergens and even gases or
residue from harmful cleaning chemicals. Environments with low humidity levels
contribute to sinus and dry eye issues, while high humidity introduces biological
pollutants. As with a high-stress environment, a work environment with poor air
quality will have an effect on health of staff and, subsequently, their quality of work.

 Noise
A noisy work atmosphere will cause headaches within the short term. Repeated
exposure over a long period of time can lead to hearing loss and heart disease. As
with a high-stress atmosphere, employees can find it hard to concentrate when noise
levels reach the point where normal conversation becomes difficult, and the quality of
work being done can suffer as a result.
 Ergonomics
Insufficient lighting and uncomfortable table chairs are examples of office
ergonomics that can lead to health problems, fatigue and reduced productivity and
work quality. Poor lighting causes eye strain and can also affect employee decision
making. If an employee must visually inspect products, poor lighting can lead to
judging a bad product good or a good product bad. Uncomfortable desk chairs can
lead to poor posture and the development of musculoskeletal disorders, which could
increase health care costs and employee absenteeism.

3. Sustainability and ethics relate to people, the environment and legislative compliance.
They are directly linked to business operations. Business ethics or ethical business
practice is business practice which exploits neither people nor the environment.
Relevant laws and regulations can include international, Commonwealth,
state/territory, industry and organisational.

Stakeholders Organisational impact

Customers An organization not committed to the environment could
lose customers.
Resources For example, a recycling culture generates a decrease in
the use of resources.
Society A committed organization will be appreciated by society
and is a way of educating society.
People Educate internal people is the beginning. Makes an
organisation be reliable.
Elements Taking care of the environment creates less pollution,
that way the organisation protects the elements.
Policies Are necessary to align the organisation and stakeholders
in environment objectives.
ACTIVITY 2.
ANSWER
SOURCES
1. Communicate expectations
2. Monash university have several pages on these policies
3. Professional network for ideas
4. Check government websites on sustainability
5. Website of world business council for sustainable development
6. Map your supply chain
7. Climate count rate search page
8. www.global100.org
9. An association of about 200 major international corporations
10. www.sustainability/you/green-office
11. Relevant government departments
12. Chamber of commerce

ACTIVITY 3.
ANSWER
Suppliers All organisations are part of a supply chain. A world-wide
network of business entities, suppliers, factories, warehouse,
distribution centres, and retailers through which raw materials
are acquired, transformed, and delivered to customers along
the chain, until they reach the consumer or end-user -
customer. The resources that flow between these various
entities, each of which strives for profit maximisation, are
materials and information.
Customers Competition for market share means that the public and
customer approval reflects greatly on the organisation’s
ability to maintain current business activities and generate
future business opportunities.
Employees Consultation with employees and giving employees the
opportunity to participate in planning equals ownership,
understanding of and support for plans and initiatives. It
motivates employees to improve and to contribute to
continuous improvement, because it shows that the
organisation values employee opinions, expertise and
experience.
The local community Individuals and groups in society have become more assertive
about challenging failures in duty of care and the ethical and
environmental interactions of corporations. They are willing
to withdraw financial support, in terms of stockholding,
purchasing and boycotting unethical organisations. For all
organisations, whether they are industrial, commercial,
 private or public sector, stakeholders, and in particular,
customer needs and expectations, are of paramount
importance. These do not only relate to product/service but
also to perceptions of the organisation’s ethics and
sustainability activities.
Other stakeholders Stakeholders or stockholders who are the beneficiaries or
financial successes are, in many instances prepared to support
sustainability, they can sometimes have a different priorities
from those of others stakeholders (our banking systems are
good example of the disparity between stockholders and
stakeholders).

ACTIVITY 4.
ANSWER
1. Strategy is a high-level plan to achieve one or more goals under conditions of
uncertainty. In the sense of the "art of the general," which included several
subsets of skills including tactics, siege-craft, logistics etc., the term came into
use in the 6th century C.E. in East Roman terminology, and was translated into
Western vernacular languages only in the 18th century. From then until the
20th century, the word "strategy" came to denote "a comprehensive way to try
to pursue political ends, including the threat or actual use of force, in a
dialectic of wills" in a military conflict, in which both adversaries interact.

2. A) Communicate expectations Focusing on sustainability within your supply

chain is a great way to communicate corporate values and culture to your
suppliers and customers. Establishing and communicating expectations
through a supplier code of conduct is a critical step in involving suppliers in
your sustainability efforts.

B) Develop training and capacity building programs This is an important

step in improving sustainability and driving behavioural changes throughout
your supply chain. Many external resources are available to support these
efforts and some are tailored to specific sector needs.

3. In a business context, sustainable development often translates to minding the

‘triple bottom line’:

● Environmental sustainability: Making sure current processes of interaction

with the environment are pursued with intent to maintain the long-term health
of the natural environment.
 ● Socio-political sustainability: Undertaking social actions and legal
compliance to promote sustainability and social justice. From a business
perspective, this may mean complying with relevant legislation and, for
example, providing fair working conditions and remuneration.

● Economic sustainability: Making sure current processes of interaction with

the environment are economically viable. From a business perspective, this
may mean reducing costs through reduced wastage.
Organisations with an eye on sustainability will ensure they set goals and
report on the above aspects of sustainability in addition to traditional measures
of business success. To support these goals, organisations need to develop
policy and strategies as a way of articulating and promoting organisational
sustainability aims. Approaches to sustainability in a business context may not
be the same as sustainability from a government policy-making perspective, or
the perspective of the environmentally aware or well-meaning individual or
consumer.
From a business perspective, economic measures of sustainability tend to
predominate. This means that, in organisational strategic planning, social and
environmental sustainability may not always be treated as ends in themselves,
but as means to drive cost-cutting, profitability, or long-term workforce
capacity.
However, businesses are not just about making money: taking into
consideration stakeholder interests beyond owners and investors means seeing
the business as part of and dependant on fulfilling social needs and the
business and society as both dependant on a sustainable environment.

4. A life cycle management is a tool for identifying and measuring the

environmental impact of resource and energy used in the entire life cycle of a
product, including production, distribution, consumption and disposal. This
allows a company to examine the full range of environmental and social
impacts resulting from its products and services, and assists in choosing the
least damaging route. An environmentally conscious organisation will
incorporate life cycle analysis into decision-making processes, and manage
materials and products across their life cycles. The procedures of life cycle
assessments are a part of the ISO 14000 Environmental management
standards. Software packages are available to aid in these complex
calculations.
ACTIVITY 5.
ANSWER 1
 There are three interconnected spheres of sustainability that describe the relationships
between the environmental, economic, and social aspects of our world. These spheres
are a related set of concepts that, when taken together, can form a solid ground from
which major decisions and actions can be made. Examples of such decisions could
include land use planning, surface water management, building design and
construction, and even law making. When the concepts contained in the three spheres
of sustainability are applied to real world situations, everybody wins. Natural
resources are preserved, the environment is protected, the economy isn't harmed, and
the quality of life for our people is improved or maintained.

Environmental Sustainability
In a truly sustainable environment, an ecosystem would maintain populations,
biodiversity, and overall functionality over an extended period of time. Ideally,
decisions that are made should promote equilibrium within our natural systems and
seek to encourage positive growth. Unnecessary disturbances to the environment
should be avoided whenever possible. If there is a disturbance, it should be mitigated
to the maximum practicable extent. When decisions are made, one part of the
discussion should always be the environmental impacts of the proposed outcome or
result.

Economic Sustainability
Similar to environmental sustainability, economic sustainability involves creating
economic value out of whatever project or decision you are undertaking. Economic
sustainability means that decisions are made in the most equitable and fiscally sound
way possible while considering the other aspects of sustainability. In most cases,
projects and decisions must be made with the long term benefits in mind (rather than
just the short term benefits). Keep in mind that when only the economic aspects of
something are considered, it may not necessarily promote true sustainability.

Social Sustainability
Social sustainability is based on the concept that a decision or project promotes the
betterment of society. In general, future generations should have the same or greater
quality of life benefits as the current generation do. This concept also encompasses
many things such as human rights, environmental law, and public involvement &
participation. Failing to put emphasis on the social part of decision or action can result
in the slow collapse of the spheres of sustainability (and society as well).

ANSWER 2
 Any sustainable business model is more valuable than short term focused ventures.
Value of any venture depends on expected returns and risk associated with returns.
 Sustainable businesses have lesser risks associated with their future earnings. Triple
bottom line reduces uncertainty in availability of factors of production and also
accessibility to potential customers. Hence in long term, a sustainable business would
always comes out as a winner.

 One can argue that investors can move from one short term gain to another to
maximize their profit, but such an approach assumes that such investment options
would be available all the time. Market forces make sure that returns from any
investment are proportional to the risk it carries. Some investors may make quick
bucks in short-term focused business but there are always risks of losing such profits
if they do not exit at right time or if they put wrong bet in their next investment.

 For a collective good, we need to spread the awareness that sustainability is essential
for long term prosperity of the individuals. Some of us would continue to believe that
social benefits are different from individual benefits, but market would prove
otherwise. Good sustainability practices help companies gain a competitive edge.
Learn to tie sustainability to the core of your business.

ACTIVITY 6.
ANSWER
1. Continuous improvement is an ongoing cycle of review and evaluation of your
processes and procedures in your organisation. Having a continuous
improvement policy helps you to refine the way you do things to make it as
effective and efficient as possible. Having an improvement process means that
all volunteers (and staff) can contribute to the improvement of the way you
work.

Having a continuous improvement process can also help to:

 Create a proactive and planned approach to improving how things are done.
 Encourage participation from staff and volunteers
 Provide an objective basis for decision making
 Reinforce your commitment to creating a positive work environment
 Improve communication between volunteers, staff and management

Suppliers Email
Local community Web site, local journal, promote on streets
Stakeholder Promoting policy through
Local businesses Website, email
Employees Meetings, email, training.
Other council agencies Video conference, email, phone

2. In order to improve the efficiency of resources procedures are developed and

reported to check that the policy is stated and followed as it is meant.
 Procedure is a series of actions which is meant to followed in the way they are
accomplished so as to get the same results under the same situations. They
give hand in helping the people and the system work better. Well written
procedures help in improving the quality work within the organisation,
reducing the number or errors and negligence and performing complex tasks
quickly and effectively.
Activities to be undertaken:
 Train employees so they can implement and promote the new policy correctly
 Inform suppliers about the new policy
 Inform the new policy and the benefits of this to others council agencies, local
community and local businesses
 Educate community and local businesses about the importance of policy for the
environment
 Give stakeholders tips so they can help the environment and feel involved

Responsibilities:
 The mayor councillor will inform employees and other council agencies about the
policy.
 The community committee will inform the suppliers, local community and local
businesses about the policy. This includes email, website, promote on streets, etc.

ACTIVITY 7.
ANSWER
Procedure:
- Gather information: gather detailed information on the process you are making into a
procedure. Collect all the information necessary about how the initiatives (waste
minimisation, recycling of natural resources, reductions of material and energy
consumption, and actions to prevent accidental pollution) can be implemented by the
organisation and employees.

- Write: select necessary information collected and write the procedure at an appropriate
reading level, with actions out in order in which they happen.
- Assess design elements

Communicate:
- Prepare a written document detailing the policies and procedures that you wish to
implement. Include information about their purpose and the objectives they are
 intended to accomplish. Provide a step-by-step instruction regarding how to
implement them, as well as criteria for assessing whether they are achieving their
intended results.

- Hold meetings at which you introduce your staff to the policies and procedures that
you wish to implement. Start with a general staff meeting at which you provide an
overview. Proceed to smaller meetings amount different departments with more
specific instructions regarding how the policies and procedures apply to them, as well
as any special responsibilities and instructions that they need to know.

- Explain why you are implementing these policies and procedures, and how they will
benefit both the organisation as a whole as well as individual departments and
employees. Allow plenty of time for questions and feedback and, if possible, provide
hand-on demonstrations.

- Schedule assessments of your policies and procedures at regulars’ intervals-evaluate

how your staff are implementing them and they are the right measures to achieve your
stated goals. Make changes as necessary, and provide your employees with honest
feedback regarding their performances.

ACTIVITY 8.
ANSWER
 Strategy:
 Production Efficiency through optimization of productive use of natural resources
(materials, energy, water) at all stages of production cycle
 Environmental Management through minimization of adverse impacts of industrial
production systems on nature and the environment
 Human Development through minimization of risks to people and communities, and
support to their development

 Implementation strategy:
 Prepare a written document detailing the policies and procedures that you wish to
implement. Include information about their purpose and the objectives they are
intended to accomplish. Provide a step-by-step instruction regarding how to
implement them, as well as criteria for assessing whether they are achieving their
intended results.
 Hold meetings at which you introduce your staff to the policies and procedures that
you wish to implement. Start with a general staff meeting at which you provide an
overview. Proceed to smaller meetings amount different departments with more
 specific instructions regarding how the policies and procedures apply to them, as well
as any special responsibilities and instructions that they need to know.
 Explain why you are implementing these policies and procedures, and how they will
benefit both the organisation as a whole as well as individual departments and
employees. Allow plenty of time for questions and feedback and, if possible, provide
hand-on demonstrations.
 Schedule assessments of your policies and procedures at regulars intervals-evaluate
how your staff are implementing them and they are the right measures to achieve your
stated goals. Make changes as necessary, and provide your employees with honest
feedback regarding their performances.

Continuous improvement process (CIP)

Identify The organisation recognises that there is a problem to solve

Define Define it more clearly

Explore Explore ways to solve it

Select Selection of the most promising solutions to try out

Implement The selected option is then put into practice

Review Results, successful or otherwise, reviewed

CIP involves basic tools such as:

 Problem-solving cycle
 Brainstorming
 Cause and effect diagrams
 Check sheets
 Flow diagrams
 An outline of policy deployment

ACTIVITY 9.
ANSWER
Process documentation is not about writing a final report, but about an ongoing
documentation of the process during the execution of the programme or project. The basic
aim of process documentation is to learn from implementation experience, and, in the light of
this, modify the strategy and ultimately, policy of a program, project or organisation.

In particular the following activities are the aim of documentation process:

 Capturing the perceptions of stakeholders (see also stakeholder’s analysis), and the
changes in these perceptions develops.
  Using this information to support reflection and learning so as to improve the process.
 Helping those looking at the process from outside to understand the changes in
knowledge, attitudes and behaviours that were necessary to achieve results.

Tools for process documentation can be divided into four broad groups. These are:

 Tools for capturing the process (e.g. field worker diaries, group discussions,
interviews, photography and videos).
 Tools for organising the information (and initial dissemination); It is necessary to
avoid chaos. All the information needs to be stored (information can be summarised
in articles, photo books, video bites, written portraits or case studies).
 Tools for analysing information; several tools exist, e.g. “Most Significant Change” or
“Outcome Mapping” (see also Further Readings: DAVIES & DART and JONES &
HEARN).
 Tools for disseminating information include channels or media for dissemination;
where will the concluded information be published? Channels managed by project
staff such as internet and email or channels which could be mobilised by the project
(local TV, radio, newspaper).

 Materials
 Energy
 Water
 Biodiversity
 Emissions, effluents and waste
 Products and services
 Compliance
 Transport
 Overall

ACTIVITY 10.
ANSWER 1
 Measuring the effectiveness of an intervention. How do you know if a
program was effective? If a program was not effective, would you want to
know so that it could be improved? It is unlikely that we build capacity simply
for the sake of building capacity, and because of this, we need to know
whether or not our programs are effective, just as the non-profits we serve
need to know if their services are achieving the desired results.

 Identifying effective practices. With the information you collect, you can
determine which activities to continue and build upon. Some practices might
be modified and replicated for other programs or initiatives based on your
 results. Some, activities may need to change in order to improve the
effectiveness of your program.

 Proving your value to existing and potential funders. The climate for funding
social services and capacity building has undergone some radical
transformations in the last few decades. Funders are keenly aware of the need
to document the success of programs.

ANSWER 2
 It is very important to give feedback as it helps them to get valuable information
about their performance so this will help them to improve their work. These feedbacks
motivate and leads to good and increased results and also raises the relationships.
Effective and timely feedback is a critical component of a successful performance
management program. Feedback should be given to key personnel and the
stakeholders. This can be given via a written online report, in hard copy, face-to-face
in a discussion or through email. This can be positive and negative as well. When
giving negative feedback to the key personnel use constructive feedback rather than a
negative discussion.

 Having regular surveys

 Organising focus groups or more formal feedback sessions
 Collating any feedback sent through your complaints or compliments systems – or if
you don’t have these systems think about making a form available through your
website or intranet
 Completing a volunteer exit interview when a volunteer leaves, or a feedback session
when their probation period comes to an end
 Making it a part of your performance management process
 Holding a consultation phase and speaking to people in your organisation and key
clients
 Conducting regular internal audits
 Having an external agency conduct a full-service audit for you.

ACTIVITY 11.
ANSWER
 The trends requiring the remedial actions must be repaired in order to enhance the
sustainability performance. To improve the performance
 Set clear, obtainable and reformed goals.
 The link between the quality and sustainability should be easily understandable by
everyone. Also, specify and report the quality requirements. 3. Go on with two-way
assessment processes between suppliers and customers, management and employees.
 Scan and check the performances constantly.
 Search for the data and information related to your processes which can give hand in
sustainability.
 Keep in mind that sustainability information should go through the complete
organisation's culture.
 Each employee should check the processes by their own upright and environmental
practices as a part of their own self monitoring of performance.
 Keep a regular check on the most quality problems.
 To determine and avoiding risks act intensely.
 Make improvement plans that unite with the other organisational activities.
 Check that the current improvements are succeeding and also search for new
improvement areas.
 Also monitor the continuous changes in the world like changes in stakeholders,
customer perceptions and opinions.
 At last, the improvements which can be built as a new search are joined into
organisational activities.