Advance Diploma of Leadership and Management: Policy Report

This report, prepared for an Advance Diploma of Leadership and Management, focuses on the Sydney Opera Company's policy development. It emphasizes the importance of a code of conduct for employees and the public, outlining expected behaviors and attitudes. The report also addresses health and safety procedures, risk assessment, and the implementation of the Fair Work Act and anti-discrimination acts. Furthermore, it details an implementation plan with objectives to reduce waste, use resources responsibly, and engage stakeholders to inspire change and improve environmental risk management. The plan includes specific actions, resources, and timelines for reducing electricity and water consumption, increasing recycling, and promoting waste reduction within the company. The report concludes with an analysis of the Sydney Opera House's environmental sustainability efforts, including energy management systems, employee training, and the impact of partnerships with companies like Sony Australia, as well as the importance of green environmental provisions for visitors, audiences, and artists. The report includes references to support the findings.

Advance Diploma Of Leadership And Management 1
Advance Diploma Of Leadership And Management
Name
Student ID
Institutional affiliation

Advance Diploma Of Leadership And Management 2
Assessment One
Development Policy
The most important aspect for Sydney Opera Company is developing the code of conduct
policy that will be available to all the employees and members of the public who are attending
the venue. The company should own the code of conduct. Furthermore, the code of conduct
should outline the behaviors and attitudes that are expected by the company and how members of
the community should perform during the venue.
According to Holland and Jeske (2018 p.157) a common code of conduct is a document
which is written for organization employees for protection of employees and make sure the
expectations, visions and mission of the company are attained. Further research by Al Shebli and
Beheshti 2018 p.1-7) defined code of practice as a practical guide of achieving health standards,
safeness and welfare as required by WHS regulations in a jurisdiction and Work for Health and
safeness (WHS) organization. Furthermore, to have legal effect in the jurisdiction, there must be
approval of a code of practice that is designed to take place in that jurisdiction.
Furthermore, by management developing the code of conduct it ensures that everyone
who is permitted to attend the function whether a community member, employee or managers
conduct himself or herself in a manner that shows a respect for each other. The determination of
the whether the policy has started to be adopted by members is when employees, managers and
community members feel comfortable and confident enough to raise their concerns and have
hope that the Sydney Opera Company will respond with appropriate actions.
Sydney Opera Company also needs a health and safety work procedures and policies in
place that must be strategized to meet all the requirements and obligations of NSW world healthy
and safety Act 2011, world health and safety regulations 2011 and safe work procedures.

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Furthermore, all the procedures need to document the associated risks in the workplace and the
appropriate mitigations which can control the risks. The hazards also need to be identified and
eliminated or reduced significantly. Furthermore, all the appropriate risks control measures need
to printed and pinned on the areas with the likelihood of resulting to a risk. The pinning will
ensure that all employees and other participants in the venue are away from the hazards, risks
and also have knowledge of how they can avoid and prevent the occurrence of the risks.
Furthermore, by Sydney Opera Company developing an effective consultation process with the
participants, workplace procedures can be an important tool for training and supervising workers
and responding to any change or incidence reports from the workplace. For effective controlling
and eliminating all associated risks in the venue, risks assessment must be conducted first. Risk
assessment is described as the overall method or process that identifies risks factors and hazards
that possess the potential of causing harm (Wong and Chan, 2018 p.111). The risk assessment
needs to be completed at the venue by risk analysis experts or any other presenter.
The fair work act and antidiscrimination act should also be in place. The
antidiscrimination acts are aimed at creating equality between the participants in the venue by
eliminating illegalities of sexual, racial and other discrimination types.
Fair work acts should also be incorporated in the venues. Fair work act is defined as a
legislation that regulates the type of work done in the organizations and regulatory compliant
branch of commission.

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Assessment 2
Implementation plan
objectives
Reduce waste
Use available resources responsible and
efficiently. Using available resources and efficiently
objective in the implementation of the
strategy will enable the organization to
operate in a conductive environment without
resources constraints. The objective will also
maximize the strategy of cost saving and
therefore places the organization in a growth
position. Furthermore, by engaging with
internal and external stakeholders and
partners will encourage the effective use of
resources. The company will also be more
responsible for saving water and energy
efficiency and the electricity use is expected
to be reduced by 2 percent per annum and the
annual gas use by 4 percent per annum.
Engage, embed and inspire change
According to Waller and Waller (2018
p.1162), the Australian opera house is the
most significant performing art center,
meeting place and cultural precinct. The

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objective will expose the organization with
opportunities of inspiring and engaging others
so they can be in apposition of reducing
environmental impacts far beyond any
individual performance and become a positive
example to other organizations in Australia.
far beyond our individual performance and to
set
Improve environmental risk management The objective makes the company take a
systematic approach in order to improve risk
management in their environment. The
objectives involve improving environmental
performances, ensuring systems are effective,
demonstrating due intelligence and making
sure that knowledge and processes are well
maintained throughout the organization.
Reduce waste The objective commits the organization to be
committed to reducing landfill wastes through
avoidance of waste production, improving the
rates of collecting robust data and recycling
for driving better recycling behaviors with
partners, audiences and staff.
Action required Associated Resources Timing Accountabilities

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target
1. Reduce the rate at
which electricity is
consumed
- Upgrading systems
of monitoring
electricity so that it
can allow effective
use of information
across the
company.
- Systematic review
energy
opportunities of
energy in the
offices, theatres and
base building
services
- Implement efficient
energy behavior
programs.
Reduce the
associated use
of electricity
by 2 percent
per annum.
-Website
-Green
electricity
guide
-energy made
easy
- your saving
energy
Our solar
future
1-3 -All staffs in the
organizations are
responsible for the
implementation.
-General ESP
responsibility lies
with top
management
2. Conservation of
the water
Increase re-use
and recycle
-Save water
-Sydney water
1-3 -All staffs in the
organizations are

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- Upgrading the
water metering
- Systematic review
all the opportunities
for improvement of
water efficiency
including support
for changes to be
made on partners
and staff.
- Reviewing and
implementing action
plans for water
saving
- Checking all the
opportunities for
non-drinking water
use.
water and
reduce landfills
waste.
Reduce water
for drinking by
15 percent.
saving tip
-NSW
Government
including
assistance and
rebates.
-Sydney water
initiatives
responsible for the
implementation.
-General ESP
responsibility lies
with top
management
3. Blue Green
- Reduce the rate of
using paper by ten
percent and
increasing the
-reduce paper
use by ten
percent
- increase the
content of
Blue-green
website
Recycling and
re-using
initiatives.
3-4 -All staffs in the
organizations are
responsible for the
implementation.
-General ESP
responsibility lies

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recycled content of
paper use
4. Recycle or reuse
70 percent of the
precincts
- Implementing a
recycling plan and
waste reduction in
Sydney Opera
house.
paper recycling
-recycle or
reuse percent
of the precincts
Waste
reductions tips
with top
management
Assessment 3
Sydney Opera House annual report shows that different systems for energy management
are developed for the enhancement of environmental practice and consumption. The systems for
energy management involve the replacement of older lightning which is not an efficient light
system (Shen et al., 2010 p.199). In addition, the complaint of ‘greening the house’ should be
launched, whereby the possible outcome will be a reduction of the energy cost which would lead
to increased capital for other environmental investments. Employees are also educated and
trained through the new internet network.
The Sydney Opera House show a good performance on sustainability, an in addition,
there is an enhancement of new activity for environmental sustainability whereby turning off the
light for one additional hour would minimize the emission of carbon as well as enhance a
reduction of the financial cost of the electricity used in offices in the Sydney Opera House.

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Furthermore, the biodiesel generators use leads to a significant reduction in the consumed energy
on light and other electrical devices since the Sydney Opera House comprises of restaurants,
outlets, theaters and centers, thus it would be important if the use of resources would be
minimized at the sustainability outcome.
In terms of safety and health, there is a possibility of injury which could be reduced by the
new beams which have been installed in their original condition. The staff also develop and
follow the system risk. The results are aimed at improving the management, monitoring and
identification of potential safety hazards across the site’s areas of high risk. However, the
implementation process also has some downfalls in that there are insufficient timelines due to the
delay in the replacement of the air conditioning system (Reinisch, Kofler, Iglesias & Kastner,
2011 p.1). Moreover, the new energy efficient outcome is good although it has not been
upgraded fully by the management review time. The temporary result has however increased the
effectiveness of the consumption of energy whereby the process of upgrading could have a
significant impact on the business performance with the Sydney Opera House such as
unexpected loss of electricity or the inconvenience of consumers or audiences.

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1 2 3 4 5 6 7 8 9 10
0
5000
10000
15000
20000
25000
2006/07 Elecricity used in offices
2007/08 elecricity used in offices
2008/09 elecricity used in SOH
The implementation of the communication targets also has some success factors. Sydney
Opera House signed a multiyear deal with Sony Australia to become a major partner and the
partner for exclusive entertainment. The important partnership would result to a transformation
and modernization of Sydney Opera House public spaces with new technology which would
include digital content delivery, an aspect which would create a more interactive and vibrant
experience for the 7.4 million visitors to the Bennelong precinct yearly (Hayllar & Griffin, 2009
p.3). For the first time, the organization has appointed energy and sustainability manager to
manage the implementation of a suite of measures for guiding the future of the environment of
the organization’s site and business. In accordance to the Environmental Sustainability Policy
statement for Sydney Opera House, there has been a trend in the proposing on the concentration
on the provision of various green environmental for visitors, audiences and artists which may
require remedial action (Brandon & Lombardi, 2009 p.44). For the achievement of the proposed
green environment, various facilities should be planned and developed.

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References
Holland, P. and Jeske, D., 2018. Case 1: To Cyber-Vet or Not to Cyber-Vet: An Ethics Question
for HRM. In Strategic Human Resource Management and Employment Relations (pp. 157-162).
Springer, Singapore.
Wong, H.N., Ho, K.K.S. and Chan, Y.C., 2018. Assessment of consequence of landslides. In
Landslide risk assessment (pp. 111-149). Routledge.
Waller, H.J. and Waller, D.S., 2018. Opera costumes and the value of object biographies.
Journal of Documentation, 74(6), pp.1162-1174.
Hayllar, B.R. and Griffin, T., 2009. Sydney: Beyond iconicity. World tourism cities: Developing
tourism off the beaten track.
Brandon, P.S. and Lombardi, P., 2009. Evaluating sustainable development: in the Built
Environment. John Wiley & Sons.
Shen, W., Hao, Q., Mak, H., Neelamkavil, J., Xie, H., Dickinson, J., Thomas, R., Pardasani, A.
and Xue, H., 2010. Systems integration and collaboration in architecture, engineering,
construction, and facilities management: A review. Advanced engineering informatics, 24(2),
pp.196-207.
Reinisch, C., Kofler, M.J., Iglesias, F. and Kastner, W., 2011. Thinkhome energy efficiency in
future smart homes. EURASIP Journal on Embedded Systems, 2011, p.1.
Al Shebli, H.M.Z. and Beheshti, B.D., 2018, May. A study on penetration testing process and
tools. In Systems, Applications and Technology Conference (LISAT), 2018 IEEE Long Island
(pp. 1-7). IEEE.