Compliance Requirements and Best Practices for Tiny Opera Company

This article discusses legislative and regulatory compliance requirements, best practices for theatres and performance spaces, and sustainability policies for Tiny Opera Company. It provides an implementation plan and monitoring strategy for training sessions and employee engagement. The article also covers the vision, mission, and policies of the Sydney Opera House, along with an implementation plan and monitoring strategy for sustainability targets.

501 Case Study

TABLE OF CONTENTS
TASK 1..................................................................................................................................................3
Legislative and regulatory documents that describe compliance requirements.................................3
Best practice models used by theatres and performance spaces........................................................3
Three options for direction and focus on policy................................................................................3
Substantiality policy...........................................................................................................................4
Business manager needs to discuss on...............................................................................................4
Environmental and sustainability legislation applying to Tiny operator company............................5
TASK 2..................................................................................................................................................6
PART A..................................................................................................................................................6
PART B................................................................................................................................................11
TASK 3................................................................................................................................................13
REFRENCES.......................................................................................................................................17

TASK 1
Legislative and regulatory documents that describe compliance requirements
The legislative and regulatory documents have integral role to comply with relevant with
more varied compliance aspects, where Tiny opera company has to head on profound focus for
gaining stronger working growth. Tiny Opera Company needs to comply with relevant legislations
where laws correlated to legislative working requirements, need to be enhanced functionally for
attending competitive growth. It is highly crucial for Tiny opera company to head on profound focus
on strengthening compliance requirements legally, also adhere to functional growth targets diversely
for gaining larger significant goodwill.
Best practice models used by theatres and performance spaces
Tiny Opera uses best review work practices, for enhancing use of costume, props, lightening
and performance spaces within opportunity which further has enhanced usage for gaining higher
capabilities The performance spaces and sustainable activities engages participation models to be
diversified, enhanced on functional performance spaces for strengthening company business efficacy
Performance spaces and theatre practices are functionally enhanced by using best leveraged rise
diversely, which functionally aims to expand key business goals, evolve on gaining longer business
goals (Westman, Moores and Burch, 2021).
Three options for direction and focus on policy
Tiny opera company by heading on towards options such as significant business channels,
will be able to expand on focus on new policies framework for attaining optimum growth standards
diversely which further adds to long term value advancement.
 Effectiveness: Tiny opera company by heading on towards direction, has been optimistically
heading on towards effectiveness within policy engagement for analyzing business
competencies dynamically among functional growth paradigms dynamically.
 Timeframe: Company by framing time frame policies will be able to adhere towards
fundamental aspects on timeframe scenarios, which further has expanded technical
responsiveness variedly. The time frame accessibility also adheres to new resources skillful
use for gaining productive rise diversely within keen working scenarios rapidly, bring on
keen untapped new significant channels within longer run.
 Cost of implementation: The cost of implementation adds to strengthened business ideologies

diversely, operative growth paradigms dynamically and also enhancing focus on business
prospects effectively within longer business run. The cost of substantial policy development
further can be understood to be highly crucial for gaining longer term significant growth
towards untapped new rise standards diversely t bring on overall growth perspectives.
Substantiality policy
 Scope of policy: The substantial policy has varied scope for expanding on towards untapped
professional standards variedly, which expands key functional growth perspectives for
untapped professional growth competitively. Sustainability policy further aims to implement
best resources strategically, bring on keen rapid expertise functionally and to attain new
accountability among operations.
 Tiny opera company commitment to policy: The company aims to be committed to policy
based on substantiality for attaining performance growth benchmarks worked on, for
attaining significant rapid rise diversely. By being committed to policy, further untapped new
significant functional goals can be practically worked on for attaining optimum efficacy rise
diversely for strengthening rapid growth targets. Commitment to policy further adds to
significant working benchmarks variedly by gaining new goals and also operatively
expanding key untapped new significant rise diversely for untapped new professional
working productivity.
 Areas of sustainability that company wants to focus on: New CSR policies frame works, and
using eco friend sustainable methods for higher rapid engagement for functional growth
targets diversely. Areas of sustainability also correlates focus for extended new business
prospects rise diversely for untapped performance growth goals in longer term (Morgan,
Awaf and Quartey, 2021).
Business manager needs to discuss on
 Typical barriers to sustainability policy implementation and possible strategies to address
barriers are crucial to be identified within business, where increasing costs of procedures and
typical scenarios rapidly increasing compliance factors. The typical barriers such as new rise
on competitiveness within sustainability business prospects, further impact on new business
goals significantly for larger working engagement as per primitive new functional grounds
services. It can be also analyzed that business manager needs to be further head on profound
focus on engaging among accurate work scenarios profoundly, evolve on new functional
expertise targets and gain new functional avenues.
 Process you are taking to develop the policy: The business managers need to take up steps
for framing policy, where framing and identifying key elements, and to enhance work

accountability perspectives significantly for larger work growth determinants actively. The
procedure also aims to create a regional theatre that emulated the Sydney Opera House;
making theatre both accessible and valued efficacy rise variedly. Business manager need to
further also head on towards evolving keen business sustainable working goals practically
and generate new programs variedly for strengthened business accountability (Pizzutilo and
Venezia, 2021).
Environmental and sustainability legislation applying to Tiny operator company
The sustainability policy legislation applying to Tiny opera company commits to
sustainability working goals where promoting awareness adds to significant sustainable policies, for
strengthened productive targets dynamically. The environmental and sustainable goals should be
promoted among varied company platforms, for engaging on accountability scenarios among
stakeholders which further adds to long term goodwill value. Tiny operator company further aims to
evolve on new business grounds decisions, which further opens up scope to evolve on new
determinants and domains rapidly.
Strategies such as training employee, work investments pertaining to new strengthened
working productive efficacy adds to larger scale functional growth targets dynamically. Tiny Opera
company heads on profound focus on marketing and stakeholder’s engagement scenarios, for
attaining operative functional growth prospects which enhances functional approaches imperatively.
Strategies for promoting awareness of substantial policy also relates to optimising operations through
social media channels, enhancing competent vision oriented domains dynamically.
Environmental and sustainability legislation plays high crucial role for strengthening
company CSR business strategies, leverage best functional prospective diversely which further adds
to long term goals connective. Policies accountability and productive engagement of company
further will significantly enhance overall business grounds services, strengthen up channels and to
synchronize functional engagement rapidly (Gallo and et.al, 2021).
.

TASK 2
PART A
Vision
The vision for the Opera House is set as a dynamic and evolving organization now and in
the future. Mission and values lie in the heart of the guided plans which helps in ensuring that Opera
House retains its important role in Australia’s life and identity.
Mission
The Sydney Opera House is the combination of beauty inspiration and the liberating power
of art and ideas. This is basically the masterpiece which is the belonging of all Australians. The
mission is to renew the Opera House for the future generations of artists.
Policies
It sets out the staff responsibilities while working with the Opera House IT and defining
how the Opera House monitors and enforces the acceptable information and use of technology.
In order to carry out the implementation plan effectively, it will involve effectively analysing the
stated objectives and then based upon it formulating the implementation plan. Tus, an
implementation plan is being created which will help in effectively meeting up with the stated
objectives for sustainability pertaining to the Sydney Opera House sustainability policy and meting
up the targets set out in Appendix 1.
After this, the monitoring strategy is created which is depicted in Appendix 3, this provides a
framework and the targets along with the time frame in regard to effectively accomplishing the
desired targets. It also provides performance indicators for each actions along with the method for
gathering and recoding of data on sustainability performance.
Appendix 2 – Implementation plan

Implementation Plan
Objectives To implement the Sydney Opera House sustainability policy and meet the sustainability.
 Reduce Energy Use
 Embed environmental sustainability in everything we do
 Engage and inspire
 Keep accurate records
Action Required Associated target Resources Timeline Accountability
Reduce Energy Use
Systematically reviewing the energy
efficient options in the base building
services, theatres and offices. Also,
seeking funding in the implementation
of priority projects.
A 2% reduction in
electricity
use from baseline
consumption of
06/07.
Finances
Time
Year 1-3 Regular
monitoring of
the system
Upgrading electricity monitoring
systems which helps in effective use of
information across the business.
A 4% p.a reduction
in gas
using the baseline
of FY
06/07
Finances
Time
Year 1-3 Regular
monitoring of
the system

Action Required Associated target Resources Timeline Accountability
Embed environmental sustainability
in everything we do
Developing sustainable policy.
Implementation of
environmental viable sourcing
principles in Sydney Opera
House.
Minimum of two
efficient or
responsible
sourcing
initiatives
implemented
across the supply
chain.
Finances
Time
People
Year 1-4 Having an
auditing team.
Expanding waste audit
reporting.
Review and
internally check
waste reporting
quarterly.
Finances
Time
People
Year 1-4 Having an
auditing team.
Engage and inspire
Engaging staff in respect to supporting
sustainable targets.
At least 3
sustainability
related
performance,
public
program or
education events
every year.
Training
Program,
Finance,
Time,
Personnel
Year 1-2 Performance
contracting
Presenting
information and training to the
employees in simple English
Publicly report on
environmental
Sustainability
performance on a
yearly basis.
Training
Program,
Finance,
Time,
Personnel
Year 1-2 Performance
contracting

Action Required Associated target Resources Timeline Accountability
Keep accurate records Recording
resource use on a
monthly basis
Technology
Finances
Time
People
Year 1-3 Regular
auditing of the
documents
Appendix 3 – Monitoring strategy
Description of
objective/outcome/
activity/task
Person
responsible
Metric/key
performance
indicator
Baseline
(previous
year’s
performance)
Target Data collection
methods
Reduce energy
usage.
This involves
reducing the energy,
electricity and gas
usage.
Manager Circuit
breaker
retrofit.
Electricity
network and
network
system
availability.
Gas
smell
complains
and gas leak
repair
response.
Baseline year
2005/2006
15%
reduction by
June. To
introduce
rechargeable
batteries in
radio
microphone.
To
introduce
reusable
water bottles
provided to
all
vivid live
performers.
Statistical
Collection
probability
sampling
Quantitative
measures

Description of
objective/outcome/
activity/task
Person
responsible
Metric/key
performance
indicator
Baseline
(previous
year’s
performance)
Target Data collection
methods
Embed
environmental
sustainability
Manager Gas emission
Water
conservation
Collective
renewable
generation.
Natural
resource
preservation
Baseline year
2005/2006
To reduce
waste To
recycle
products
To conserve
natural
resources.
Statistical
collection
Engage and
inspire
Manager Average time
lag
between
identification
of
external and
internal issue
resolution.
Time
allocated for
administration,
management &
training.
Employee
satisfaction &
retention
Engage staff in
supporting
sustainable
targets.
In depth
evaluation
of
sustainability.
To enhance
the
communities,
investors and
stakeholders
support of
Sydney
opera house
sustainable
policy
Every quarter
of Year
2006/2007
Questionnaires
Interviews

Description of
objective/outcome/
activity/task
Person
responsible
Metric/key
performance
indicator
Baseline
(previous
year’s
performance)
Target Data collection
methods
Keep accurate
records
. Manager Delivery
schedule
achievement.
Stock turns
Current
backlog
development
and
management
Ensure ease
retrieval &
access
of the records
Error free
records
that reflect the
accurate
picture of
the company
Every quarter Statistically
methods –
probability
sampling
PART B
 Implementation plan for training session for Sydney opera house further correlate focus on
strengthening new functional growth prospects, which will further head on towards active
usage of all resources in effective format for attaining long term growth targets.
Implementation plan will also functionally pertain focus on gaining functional expertise
growth paradigms to pertain towards untapped new significant channels.
 Monitoring strategy further adds to functional keeping check, control on significant new
strategies for keeping check on larger significant business targets diversely. The monitoring
of all tasks will be done to measure long term effective implementation among optimum
scenarios, for extended commercial growth expertise.
 Training of employees will be done to bring on upright in productive efficacy measures,
strengthen up channels for motivating competencies engagement rapidly and to further add
profoundly on larger functional growth arenas (Kouritzin and et.al, 2021).
 Questions and handouts, will be checked and worked on within implementation plan for
training employees confidently for strengthened working rise diversely. Also training bu
Sydney opera house company will also make sure that functional growth paradigms are

engaged on practically for attaining higher operational efficacy rise. The sustainable business
trainings must be delivered by strengthening new keen functional optimization and to further
leverage best scaled up work efficacy diversely. The implementation aspects, determine key
untapped new working targets dynamically while training employees for attaining optimum
efficacy rise actively.
 The collected feedback will be also checked on functionally by gaining accountability
towards expertise parameters, operative innovation and to further extensively invest on new
functional working goals diversely. It will also be focused on for strengthening key
determinants correlated towards significant functional expertise targets, head on towards
functional expertise paradigms and attain new goals worked on practically.

TASK 3
Introduction
This report provides an insight into the Sydney Opera House Environmental Sustainability
Plan with the help of graphs and chart. This will thro light on the progress made with respect to the
established targets. It will help in determining whether the stated targets have been achieved or not.
At last, a recommendation is being made in respect to the further improvement of the policy,
communication and the management of sustainability.
Identifying and summarising the progress made
In respect to the implementation plan, Sydney opera house has attained certain success. it
has moved ahead pertaining to its sustainability project. But it is important to remember that with
success, shortfall always remains. Following are the certain graph or charts which depicts the
difference between the targeted usage and the actual usage. The below data is in regard to the energy
usage.
Charts of resource usage within the Sydney Opera House for the periods 2006-2012
Annual electricity use
FY06/07 FY07/08 FY08/09 FY09/10 FY10/11 FY11/12
16000
16500
17000
17500
18000
18500
19000
19500
Actual use Target
Interpretation: The above graph depicts the reduction in energy usage by Circuit breaker retrofit.
Electricity network and network system availability Gas odour complain and gas leak repair response

in Baseline year 2006/2012. The target was set at 15%.. the electricity use decreased by 2% by
imposing energy efficiency upgrades. But the actual use exceeds the target use.
Annual Gas Use
FY06/07 FY07/08 FY08/09 FY09/10 FY10/11 FY11/12
0
500
1000
1500
2000
2500
3000
Actual use Target
Interpretation: The usage of gas at Opera House is only restricted to Food and Beverage tenants. It
works with tenants to help ensuring that the efficient and effective usage of resources. In 2006-07,
the usage of gas was high which later reduced as per the actions taken. It has reduced more than the
target.
Annual Water Use
FY06/07 FY07/08 FY08/09 FY09/10 FY10/11 FY11/12
0
10
20
30
40
50
60
70
80
Actual use Target

Interpretation: It can be clearly seen in the graph above that the water use has been declined by % as
against its previous year but is higher than the baseline year 2006-07, which later on contributed in
the increase in the results in against the baseline. Much effort is required to eb put in place in order to
detect leaks and meeting with the target of 15% reduction on the baseline year over 2012-13.
Success and/or shortfalls of the implementation of sustainability and communication targets
Sydney opera house has attained following successes from the time, it has introduced its
sustainability policy. Through undertaking the carbon footprint of its activities has helped in
establishing its carbon profile and identity actions. It involved creation of the greener house brand in
order to drive the green house sustainability within the house. In addition to this, it recognised its
staff who have undertaken the initiatives and resultant into driving the opera house sustainability.
Along with this, it has changed its older pumps, chillers and the motors with the new ones in order to
enhance the conditioning systems. On the part of the failure, Sydney opera house failed to achieve
their aspects. It includes, lack of support from the government and other institutions within its
sustainability plan, restricted finance for the implementation of plan in order to attain utmost success.
complexity in completely introducing the sustainability plan with respect to the organizational
culture.
Trends that may require remedial action
The above stated shortfalls are the trends which requires the remedial action. For the
purpose of sustainability plan for accomplishing success, it becomes important to succeed the given
trends by improving it on a continuous basis. The trends which require remedial actions are stated
below.
 Data accessibility by stakeholders as the stakeholders are having the greater access to the
sustainable data which can eb achieved by the way of real time decision making process by
discussing on the climate change (Shang, Zhang, Liu and Chen, 2017). Also, through the
involvement of the representatives from the stakeholders to present their ideas in respect to
the sustainability.
 Partnership and the government support to the companies which are moving in the same
direction in order to effectively and efficiently aid in lowering the cost. Support of research
pertaining to the sustainability.
 Use of technology is another important aspect of sustainability plan which involves making
use of the data and system technology which helps in bringing greater transparency and
speeding up of the process in carrying out the sustainability.

Review of Sydney Opera House policies’ coverage of measuring and analysing resource
consumption
In regard to the policy coverage and resource consumption, the Sydney opera house has
made use of the various key performance index which has helped in effectively measuring its
sustainability policies. The plan they have adopted is not completely error free but is mainly utilized
by the companies. It has various performance index which depends upon the factor which is being
measured. In respect to the record keeping, the company has already implemented latest technologies
which helps in ensuring that the there is an integrated system put in place which helps in accessing
and maintaining the records.
Recommendation
There are certain points of improvement to the policy, communication along with the handling of the
sustainability plan on the basis of the data gathered. Following are the few point of
recommendations:
 The management should eb highly motivated pertaining to bringing sustainability which
results into getting full support from the management (Johansson and Thollander, 2018).
 Further addition to this, in-depth analysis of the case should be done based on which change
int the sustainability plan can be done.
 Making sure that all the staff is being involved in the plan in the form of adding ideas and the
implementation of the policy.
 Effective usage of the technology should be made compulsory in the implementation process.
Conclusion
It can be concluded from the above that there are certain point of success and shortfalls
which the organization’s faced in regard to its implementation process. This report has stated by the
trends which will help in ensuring continuous improvement of the sustainability policy and plan of
the Sydney opera house for the present as well as future. On the application of the recommendations
given will also assist the company in attaining tremendous success in regard to its environmental
sustainability plan.

REFRENCES
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