BSBSUS501 Develop

Workplace Policy and Procedures for Sustainability

Assessment Task 1: Research Project – Policy Development

Research on the Organization

Creating sustainable theatre productions is not about sacrificing creative vision in order to ‘save
the environment.’ It is about taking time to think about how the creative vision is going to
manifest itself, and how it can be fully realised while making the creative process more
sustainable.

• Recycling Programs

Ensuring a sustainable Complex Entertainment Company and having a thorough recycling plan
goes hand in hand. Making sure that there are recycling receptacles throughout the entire venue
allows patrons a way to recycle with ease. Properly labeling these receptacles will also help
with your green agenda. This will ensure tax breaks from local and state governments in certain
areas.

• Green Friendly Facilities

Not only is a green friendly facility good for the environment, it is also a positive marketing
campaign that has proven results for other companies. What exactly is a green friendly facility?
It is a facility that tries in every ways to be sustainable and go green.

For example: low flush toilets, recycled paper/toilet paper, low lighting, recycling programs,
proper waste management, a staff green initiative, and many others. This encompasses all of
sustainable practices that the patrons can see.

• Green Visitors

A great way to make sure that all of Complex Entertainment visitors have a great time while
staying green is the Visitors Care Code. Also, by having well labeled recycling receptacles and
signs posted to assist patrons in contributing to the green initiative, it will help push progress
forward. Making the patrons aware of the practices will also help them to carry out good
practices when they live, which is good for everyone.

Policy Writing Technique

Over the past several years the entertainment has been actively examining its decisionmaking
processes with an objective of locating decision-making authority at the lowest appropriate
levels. Improvements in the entertainment’ process for documenting policies, procedures, and
delegations of authority will enable this effort by addressing a number of issues:
1. Ease of Access. Currently there are too many manuals and loose memos—an
information flood. Users don’t know what is important. Policy and procedure manuals that do
exist are not always up-to-date and users cannot always find the documents they need to make
informed decisions. An up-to-date, on-line system will permit those who use or are directly
affected by policies and procedures to have the access they need.
2. Cost Effectiveness. Currently, individual offices must dedicate resources to
maintaining files of relevant entertainment wide policies and procedures. Alternatively, the
offices responsible for policy must respond to requests for policy documents as they are needed
by individual users—using scarce human resources within those offices which might better be
assigned to other activities. Making written policies and procedures readily available and
identifying a single office (or position within an office) in the policy (or procedure) documents
to which questions can be directed should result in the following benefits: • Less time spent on
the telephone (or using electronic mail) to locate a person to whom a question can be addressed;
• Fewer errors; and • Consistent answers.
3. Responsiveness. The ability to quickly update and disseminate procedures enables
the entertainment to meet changing customer needs and to adapt to new environments.
4. Accountability. Clearly written, available policies and procedures are one of the
foundation elements of any system in which individuals and units are held accountable for
adherence to entertainment policies and procedures.

The overall goal for any policy or procedure document is for the design to be simple,
consistent, and easy to use. In order to ensure a consistent format between documents, the
campus has developed a number of Microsoft Word templates to help the writers of policies
and procedures get started.
Good policy
• Policies are written in clear, concise, simple language.
• Policy statements address what is the rule rather than how to implement the rule.
• Policy statements are readily available to the campus community and their authority
is clear.
• Designated “policy experts” (identified in each document) are readily available to
interpret policies and resolve problems.
• As a body, they represent a consistent, logical framework for campus action.

Good Procedure
• Procedures are tied to policies. Making explicit this relationship along with how the
procedure helps the campus achieve its goals or strategic plan helps ensure understanding and
compliance.
• Procedures are developed with the customer/user in mind. Well developed and
thought out procedures provide benefits to the procedure user.
• There is a sense of ownership among procedure users. For this reason, it helps to
involve users in the development of campus procedures.
 • The procedures are understandable. Procedures should be written so that what needs
to be done can be easily followed by all users.
• When feasible, procedures should offer the user options. Procedures which are
unnecessarily restrictive may limit their usefulness.

Writing Style for Policy and Procedure Documents

• Concise, minimum of verbiage.
• Factual—double-check accuracy!
• Don’t include information that may be quickly outdated (e.g., names).
• If you use an acronym, spell it out the first time you use it.
• Include step-by-step instructions for completing (paper or electronic) forms
(procedures only).
• Not too technical—simple enough to be understood by a new employee.
Design and Layout of Policy and Procedure Documents
• Generous use of white space.
• Presentation is structured so that the user can quickly focus on the aspect of policy or
procedure relevant to their decision/task at hand.
• Use a flexible, modular outline to make the document easy to modify (and therefore
keep up-to-date).
• Use labels to introduce key points (headings and labels in margins need to be
consistent ... i.e., location on each page, type size, etc.).

Stakeholder’s Needs and Interests

When developing new policy or revising existing policy, policy owners have an
obligation to identify those who will be directly affected by new or revised policies and to
consider their views early in the policy development discussions.
Similarly, when developing new or revising existing procedures, procedure owners
have an obligation to identify those who will be directly affected by new or revised procedures
and to consider a representative sample of their views early in the procedure development
discussions.
They must also ensure that their procedures adhere to the principles of and achieve the
objectives for campus process redesign, including the principles of incorporating “customer
voice” and ensuring each campus process “adds value” to the service delivered to “customers.”

Sustainability Policy option

Policies that affect sustainability are of five types
 General economic and social policies intended to influence overall economic
growth, trade, price levels, employment, investment and population, attained
chiefly by utilizing monetary and fiscal instruments.
 Policies relating to agricultural and rural development. Policies of this type are
usually intended to influence such factors as the agricultural resource base,
agricultural production, consumption of agricultural products, agricultural price
levels and variability, rural incomes and the quality of food. They are usually
 implemented via instruments such as taxes and subsidies, direct government
production and provision of services, and direct control through regulation.
 Policies relating to markets, including the establishment of market institutions and
rules, and circumscription of property rights.
 Policies aimed at establishing a democratic and participatory process designed to
involve all interested groups in decision making and implementing SARD.
 Policies designed specifically to influence natural resource use and protect the
environment. These policies utilize:
(i) Command and control (effected, for example, by prohibiting or limiting
certain resource uses or establishing limits on emissions, with penalties for
non-compliance);
(ii) Economic incentives such as taxes and subsidies; and
(iii) Persuasive measures such as education and advertising.
 The first four categories above are not primarily intended to achieve SARD, and are
adopted to accomplish other goals. Yet all are essential for SARD. Therefore, the
challenge in policy making is to integrate sustainability and environmental
considerations into mainstream policy making both within the agricultural sector
and generally.
Final Recommendations
Improving the coherence between economic and environmental policies would
contribute to removing those inappropriate incentives that are leading towards unsustainable
resource depletion and environmental degradation. The measures described in this report cover
four broad areas for action:
• The use of the price system to encourage individual agents to take the full costs of
environmental degradation into account in their decisions.
• The reform of governments’ decision-making processes to allow more integrative
approaches to the full range of consequences of their policies.
• The use of technology policies to help de-couple environmental degradation from
economic growth.
• The strengthening of the contribution of the international trade and investment
systems to sustainable development world-wide.
 Part B
Complex Entertainment Company’s Sustainability Policy
Policy Scope:

This Sustainability Policy defines the scope, commitments and implementation approach and
responsible parties. The creation of this scope will ensure that the objectives described below
are met. This Sustainability Policy also covers all business operations and stakeholder
interactions that we make through our operations, and consumption of goods and services.

Policy Objectives:

• To be a leader in environmental and social sustainability in line with the Complex

Entertainment Company’s status as a role model of other Australia theaters and purpose
as a source of inspiration.
• To embed sustainability in the delivery of the strategic goals of diverse business, while
conserving.
• To influence broader environmental outcomes in partnership with stakeholders.
• To engage our staff, partners and community on key sustainability issues and inspire
them to take action, individually and collectively.

Complex Entertainment Company’s Commitment to the Policy

This Policy provides a framework to implement measures to improve our environmental

performance. Complex Entertainment Company will:

• Set, communicate and deliver environmental sustainability objectives, targets and an

implementation plan every three years;
• Establish clear accountabilities;
• Monitor and assess performance against targets, benchmarks and standards;
• Report on our performance publicly and transparently every year;
• Review our environmental performance at the upper management level annually;
• Communicate our commitments to staff and stakeholders;
• Work with our supply chain to source products and services responsibly; and
• Establish practices to achieve the requirements of environmental legislation,
government policies and industry standards.
Implementation Approach: Green Friendly Facilities

Engagement/Training/Communication Sustainability
• Engage employees: Sustainability starts from within. Collaborate with employees to
discuss sustainability in terms of their job functions. Help them define their roles in
achieving the business’ sustainability goals. Because much of the pressure for adopting
sustainability programs comes from outside the company, Complex Entertainment
Company would initiate sustainability programs and publish reports directed to external
stakeholders.
• Implement and continuously refine the strategy using various communications
channels, including a sustainability report: Engaging employees in realizing the
value-creation opportunities in sustainability strategy begins with development of a
cross-functional core team that includes corporate communications, environmental
health and safety, human resources, investor relations, and others
• Compile a formal energy management policy (including specific targets and policies)
and form an energy management committee, with regular reviews and action planning.
Make this as fun and informative as possible for staff, possibly with small rewards and
incentives.
• Staff training can include: turning off lights, materials selection and recycling, correct
heating and cooling settings, setting timers on all electrical systems.
Energy Management Programmes
• Collect accurate records of energy consumption (possibly to half hourly detail); track
consumption against weather; identify causes of variance against targets.
• Build energy efficiency into lifetime cost of new equipment purchases.
• Ensure IT equipment is turned off during periods of non office working.
• Seek efficiencies in catering equipment (e.g. fridges on timers to go on two hours before
show); ensure other equipment only turned on during use.
• Reduce temperature for night-time hours.
• Set thermostat for lower temperatures in workshops and storage areas.
• Install a ‘deadband control’ between heating and cooling so that neither is turned on
until temperatures are outside acceptable levels of comfort.
• Regularly check airflows from ventilation systems and ensure filters are clean in air
handling units.
• Review operational times and parameters for heavy use equipment.
• Install air quality sensors and temperature sensors in the auditorium.
• Install insulation on internal appliances and with external walls, windows, roofs.
Assessment Task 2
Flyers for noticeboards