BSBSUS501: Sustainability Policy & Procedures at Sydney Opera House

This report provides a comprehensive analysis of the Sydney Opera House's environmental sustainability plan, focusing on the period of 2017-2019. It examines how the Opera House markets its sustainability policy to key stakeholders, detailing the environmental commitments, implementatio...Read More

S T U D E N T I D
Develop Workplace Policy
and Procedures for
Sustainability

how the Sydney Opera House is marketing the expected outcomes of the
sustainability policy to the key stakeholders of the policy and plan
Sydney opera house has currently received green
certification.
The result of the sustainability strategy led to the
expansion of the green club as it supported the company
to develop environmental awareness (Watson, 2016).
There are certain significant benefits that are coming
out to the 2009 plan like sustainable air conditioning
system, target lighting, Waste Audit, and office
equipment’s usage.
There are certain key stakeholders of the Sydney opera
house like visitors, government, multinational
companies, and private individuals.

Environmental sustainability commitments being implemented
and suggested timelines
Predetermined, interact and execute the
sustainability commitments
Directing stakeholders and entailing them in the
overall plan
Review performances of each of the areas of SOH
with respect to sustainability.
Build and setting innovative ideas to focus on
commitment and sustainability with respect to
achieving them (Kramer, Tenkate, Strahlendorf,
Kushner, Gardner, and Holness, 2015).
Declining waste and usage of natural renewable
resources for any type of work at the workplace

Describes those involved in complying with the policy, the outcomes
expected, the activities to be undertaken and responsibilities assigned
Under the sustainability plan, the organization stressed
on generating green team who will make sure the
sustainable environment and educating the staffs of the
house regarding sustainability successfully so that the
environment of the house will be sustainable.
The stakeholders such as workforces, upper
management, corporate partners, and visitors all
contribute successfully to the execution of sustainability
policy (Leipziger, 2017).
The workforces and successfully incorporated into
continuously assuring the maintenance operation of the
opera house are completed efficiently (Pot, Totterdill,
and Dhondt, 2016).

Procedures to communicate the policy to all internal stakeholders
There are many methods that are used to
communicate the policy to all internal
stakeholders such as
 Verbal communications
 Project communication
 Meetings
 Conferences (Pot, Totterdill, and Dhondt, 2016).

New sustainability initiatives will be embedded in all new or
revised policy documents
The company has emphasized on the
accountability and sustainable practices of
resources by management and concentrate to
minimize issues.
The company has also concentrated on
spending in the clean energy technology to
decline the environmental pollution
(Carbonari and Jones, 2014).

Energy management initiatives already in place and one’s
planned by the Sydney Opera House
Sydney Opera House uses EMS as it supports
to obtain many benefits like manage water
cost and energy and waste management.
It has also replaced the older lighting system
by LEDs that has declined the huge quantity
of energy consumptions (Dumont, Shen, and
Deng, 2017).

sustainability or environmental targets for resource usage within the
organisation
This organization concentrates on using less
electricity and energy as it could support to
attain their specified aim in minimum
resources.
It is significant for the company to use low
power and energy to obtain the green
certification Lutchman, Ghanem, and
Maharaj, 2016).

Potential shortfalls of the plan
Potential shortfalls of the plan
 Huge fund usage
 High usage of energy
 Software inadequacy (Carayon, Hancock, Leveson,
Noy, Sznelwar, and Van Hootegem, 2015).

Explains who is responsible for continuous improvements to the plan and
how will this be accomplished
Technical teams and employees of the
organization are responsible for continuous
improvements to the plan.
The administration department and operation
department individuals are also accountable
for continuous improvements (Dumont, Shen,
and Deng, 2017).

Identifies how you would monitor and review the
implementation of the sustainability plan
An organization could make a committee with
respect to constantly track the improvement
plan.
Software and obtainability of capitals will
support the company to recover sustainable
plan
Technical development (Carbonari and Jones,
2014).
Audit of SOH

Conclusion/Question & Answer
It can be concluded that the Sydney Opera House is marketing the
expected outcomes of the sustainability policy to the key stakeholders of
the policy and plan.
It can be summarised that Environmental sustainability commitments
being implemented and suggested timelines.
It can be concluded that different factors are complying with the policy,
the outcomes expected, the activities to be undertaken and
responsibilities assigned.
There are different procedures to communicate the policy to all internal
stakeholders.
There is also new sustainability initiatives will be embedded in all new
and revised policy documents.
It can be also summarised that Energy management initiatives already in
place and one’s planned by the Sydney Opera House.
There are different ways to monitor and review the implementation of the
sustainability plan such as Technical development and Audit of SOH.

References
Carayon, P., Hancock, P., Leveson, N., Noy, I., Sznelwar, L., & Van Hootegem, G. (2015). Advancing a
sociotechnical systems approach to workplace safety–developing the conceptual
framework. Ergonomics, 58(4), 548-564.
Carbonari, G., & Jones, K. G. (2014). Sustainable facilities management through building information
modelling. International Journal of Facilities Management (EuroFM Journal).
Dumont, J., Shen, J., & Deng, X. (2017). Effects of green HRM practices on employee workplace
green behavior: The role of psychological green climate and employee green values. Human
Resource Management, 56(4), 613-627.
Kramer, D. M., Tenkate, T., Strahlendorf, P., Kushner, R., Gardner, A., & Holness, D. L. (2015). Sun
Safety at Work Canada: a multiple case-study protocol to develop sun safety and heat protection
programs and policies for outdoor workers. Implementation Science, 10(1), 97.
Leipziger, D. (2017). The corporate responsibility code book. UK: Routledge.
Lutchman, C., Ghanem, W., & Maharaj, R. (2016). Safety management: A comprehensive approach to
developing a sustainable system. USA: CRC Press.
Pot, F., Totterdill, P., & Dhondt, S. (2016). Workplace innovation: European policy and theoretical
foundation. World Review of Entrepreneurship, Management, and Sustainable Development, 12(1),
13-32.
Watson, G. B. (2016). Designing sustainable cities in the developing world. UK: Routledge.