Sustainability501 Session 3 Ver 1.0.1

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BSBSUS501 Develop workplace policy and 

procedures for sustainability 

Table of Contents 

5. IMPLEMENT WORKPLACE SUSTAINABILITY POLICY .............................................. 3 

5.1 Develop and communicate procedures to help implement workplace 

sustainability policy ............................................................................................ 3 

5.2 Implement strategies for continuous improvement in resource efficiency .. 5 

5.3 Establish and assign responsibility for recording systems to track 

continuous improvements in sustainability approaches ................................... 10 

ATTACHMENT 1- RECORDING SYSTEMS SAMPLES .................................................... 17 

APPENDIX 2 | REFERENCE LIST .................................................................................. 23 

BSBSUS501 Readings Session 3 Ver 1.0.1 Updated 10.2016 Page 1 of 27

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Welcome 

This resource will help you to investigate key elements of sustainability policy 

development, including developing the policy scope and statement, consultation, 

and addressing any environmental compliance issues for your workplace. You’ll 

also plan and develop workplace procedures and activities in order to implement 

and communicate the policy. This will lead to having a system in place to 

continually improve and review workplace sustainability practices. 


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5. Implement workplace sustainability 

policy 

5.1 Develop and communicate procedures to help 

implement workplace sustainability policy 

The procedures should clearly relate to the policy and indicate who is 

responsible for carrying them out. Procedures should also clearly indicate any 

areas where legal compliance is mandatory. 

Sample procedures 

A sample of a Standard Operating Procedure (.doc 1.12MB) on waste 

segregation. 

Seek Input and Feedback from Internal Managers and Team 

Leaders 

Using a checklist will assist you in developing standard procedures for each 

policy and each department or staff member. They can assist with information 

and suggestions on: 

How the procedures could be adapted into their department or team 

Options for training and education 

Any potential issues relating to the procedures 

Preferred communication methods 

Staff who may resist the change and strategies to deal with this 

Potential language or cultural barriers. This is especially relevant if the 

workplace has a large number of staff from a non English speaking 

background 

Timeframes for education and training 

When consulting with internal managers and team leaders regarding the 

above, the following would assist all parties in the process: 

A copy of the Environmental Sustainability Policy 

Department and individual staff member targets 

KPI’s as they relate to each department and staff member 

Another valuable tool in this process is the Human Resources Manager. 

They can assist with details such as best practices guidelines and any relevant 

Industrial Relations issues. 


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Communicate the Process 

Once this is done, the next step is to communicate the procedure to the 

workgroup/s. This can be achieved through training sessions and manuals, 

information sheets, memos/emails, meetings, and checklists and posters 

prominently displayed in the work area. It may also be necessary to consider 

whether information needs to be presented in multiple languages. 

Workgroup meetings should be held to inform the staff of the proposed 

introduction of the new procedures and to address any questions or concerns 

staff may have about the implementation. Discussion with employees may assist 

you to identify potential problems and possible solutions. 

Stakeholders may require access to these procedures, so they must be clearly 

documented and filed both physically and electronically. 

Examples of communication to promote a workplace sustainability policy 

Earth Systems Newsletter – Solutions to Pollution Newsletter 

Wingecarribee Shire Council Newsletter – Solutions to Pollution Newsletter 

Internet promotion from Sustainability Victoria (promoting sustainability, 

sustainable companies, and learning opportunities) 


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5.2 Implement strategies for continuous 

improvement in resource efficiency 

Continuous improvement can be defined as striving to continually 

improve on policies, procedures, targets, production or whatever activity an 

entity is aiming to achieve. 

The Continuous Improvement Cycle 

The Continuous Improvement approach to the management of systems and 

policies means that they are continuously improved over time. It allows for new 

initiatives and ideas to be implemented and methods that are no longer 

required to be discontinued. It also costs less to implement little improvements 

rather than large ones i.e. the purchase of new machinery. 

Advances in technology are so rapid that organisations must look at the way 

they do things, or they will be left behind. In order to do this, we need to answer 

the following questions: 

• How can we do this better? Faster? Easier? Cheaper? 


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• Is there a different way that we can do this? 

The implication is that we need to examine everything we do in order to see 

if there is a way that it can be done better. Small improvements will make a 

huge difference in the ‘Big Picture’. Employees are also more amenable to 

minor changes than large ‘one off’ changes. 

Continuous improvement improves the organisation’s overall performance 

through looking at: 

• How higher quality can be achieved 

• How money can be saved through less waste and lower inventory 

• How to increase efficiencies through flexible and well-organised 

processes 

• How to make the best use of people and information 

For improvements to be effective, every department or section of the 

organisation must be involved in its own improvement process. If new 

ideas are introduced to each department, the various departments may 

become revitalised. This has a flow on effect throughout the organisation and 

the result is that the organisation as a whole will be more innovative. 

Stages in Continuous improvement 

1. Planning (Assessment Event 1 & 2) 

This must include the following considerations: 

What are the environmental impacts of the organisation on the 

environment? 

What are the legal compliance issues for the organisation? 

The collection of data on workplace practices from internal sources. 

The collection of improvement methods from outside sources. 

All data needs to be analysed in order to determine policies and 

procedures within the organisation. 

Targets need to be set. 

Staff need to agree with the policy as they are the ones who 

will be responsible for its implementation. 

Workplace procedures need to be developed to support any new 

strategies. 


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2. Implementation (Assessment Event 3) 

In order to implement any new procedure, employees need to agree on 

targets. It is far easier to deal with people who have ownership of the 

procedure as they will be more motivated to carry it out. In order for this to 

happen, employees will need to have training which may be both on and off 

the job. 

KPI’s (Key Performance Indicators) must also be developed along with a 

chain of responsibility for compliance. 

The internal and external stakeholders must have an understanding 

of the policy/strategy, this can be done by: 

Holding an official launch 

Information days/roadshows 

Newsletters: internal and external 

Website: internal and external 

Public relations campaign 

Company meetings: Internal departmental or AGM 

Posters, check lists and standard operating procedures. 

3. Monitor and Evaluate (Assessment Event 3) 

Once created, plans must be monitored and evaluated to make sure that 

improvements have indeed increased performance, and that the improved 

policies are in fact working. It is vital to ensure that their impact is positive, if 

not, further changes may need to be made. 

There are several options for the monitoring of plans, these include: 

• Consultation with employees 

It is the employees who can provide feedback on the effectiveness of the 

policies and procedures and what improvements can be made. It is 

consultation with the employees that makes them feel valued, and 

potentially increases their morale and environmental standard of the 


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organisation. Listening to employee’s shows commitment by management 

to improving the organisations environmental record which in turn 

increases employee commitment. 

Information can be collected from staff in a number 

of ways: 

Meetings 

Training session 

Suggestion box 

Departmental ‘improvement teams’ 

Breach debriefing 

• Non-compliance activities 

If there is continued non-compliance, it means that the strategies put in 

place are not working as expected, and they will need to be reviewed 

and corrected. This means that new policies may have to be developed 

so that they are linked specifically to legal compliance e.g. oil leakages 

to waterways, toxic land contamination, and overuse of energy. 

Breaches in compliance are extremely serious and may result in 

expensive fines and must therefore be investigated as soon as possible 

so that it does not happen again. 

If breaches are monitored within the work group, they can be 

resolved as quickly as they arise. 

• Annual audit of activities 

Any audit should include the following questions: 

Have efficiency targets been met? 

Have staff received relevant training? 

Has the team been working under any permit guidelines? Have 

they been met? 

Have there been any breaches of compliance? 

The audit will give a clear picture of the success of the plan and where 

improvements can be made. 

Evaluate 


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There are many quality tools that depending on the issue may be used to 

evaluate the results and identify the issues to be improved, these include: 

• Root Cause Analysis 

• 5 Whys 

• Cause and Effect Analysis ((Also known as Cause and Effect Diagrams, 

Fishbone Diagrams, Ishikawa Diagrams, Herringbone Diagrams, and 

Fishikawa Diagrams.) 

4. Review Options 

If the planned improvements are not working as expected, all avenues of 

correction must be explored prior to the development of a new policy. This 

will happen if all feedback has been collated in order to see exactly where the 

problem is occurring. 

5. New Policy Development 

Once all policies and procedures have been reviewed, and all options for 

correction explored, it is time for the cycle of continuous improvement to begin 

again. 

The processes are ongoing. Once new procedures have been implemented, 

they must be constantly monitored and adjusted to maintain the most successful 

outcome. Conditions constantly change. Technology, people’s needs, people’s 

attitudes, market trends, customer traffic, weather and product availability are all 

factors that can lead to changes in results and requirements. 


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5.3 Establish and assign responsibility for recording 

systems to track continuous improvements in 

sustainability approaches 

In earlier section we have learnt why it is important to have continuous 

improvement systems in a workplace and how organisations can benefit from 

implementing such systems. In our assessment we have followed the wellknown 

PDCA (Deming’s cycle) when implementing our EIS system. This 

section explains why it is useful to keep track of issues related to sustainability 

in a workplace and how they can be used to improve processes as a part of 

the continuous improvement process. 

It is the use of an effective recording system that allows an organisation to 

access information, make changes to its policy or processes in order to fix any 

problems that may have occurred. There are a number of reasons for 

monitoring the effectiveness of the policy/processes and its effectiveness: 

• Ensure compliance with legislation and other regulations 

• Identify any breaches early to avoid serious environmental impacts 

• Establish the effectiveness of the policy, therefore reducing the 

ecological footprint of the organisation 

• This enhances the organisation’s TBL (Triple Bottom Line Reporting) 

which demonstrates the organisations commitment to sustainability. 

Sample registeres have been provided at the end of this section. 

Depending on the situation there can be different tools to keep track on 

sustainability related processes in a workplace, for example: 

Legally Required Record Keeping 

Any legal regulation will require that the organisation maintains records 

of their compliance. The regulators will generally develop procedures for 

recording the organisation’s successful implementation of sustainable 

procedures. Within the procedures developed, reporting templates and 

KPI’s (Key Performance Indicators), are set which the organisation 

needs to complete and achieve. 

Seminars and workshops are held regularly by the regulators to help 

organisations understand how, what and when to report. Regulators 

want and need organisations to comply and therefore it is in their best 

interest to assist where necessary. 


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The following table is an example of the type if information that an 

organisation may be required to report to the Government. 

Name of 

group 

member, 

business 

unit, key 

activity or 

site 

assessed 

Period over 

which the 

assessment was 

undertaken 

(start - finish) 

Electricity 

Amount of Energy Assessed (GJ) 

Diesel 

Natural 

Gas 

Fuel type 

4 

(Please 

specify) 

Fuel type 5 

(Please 

specify) 

Total 

Source: http://www.ret.gov.au and the government report template. 

Another, good example of a legally required register that may be used as a point 

of reference when identifying environment related sustainability improvement 

areas may be a Hazardous chemicals register. 

Hazardous chemicals register – Factsheet 

Source: Adopted from /www.workcover.nsw.gov.au 

Overview 

This fact sheet provides general guidance for persons conducting a business or 

undertaking (PCBUs) on the requirements to prepare and maintain a register of 

hazardous chemicals at the workplace. 

What is a hazardous chemicals register? 

A hazardous chemicals register is a list of hazardous chemicals at your 

workplace, accompanied by the current safety data sheet (SDS) for each of 

those chemicals. 

A hazardous chemicals register is required under the Work Health and Safety 

Regulations to be prepared and kept up-to-date so that people can easily find 

information about chemicals stored, handled or used at the workplace. 

Since manufacturers and importers of hazardous chemicals are required to 

update their SDS at least every five years, you will need to obtain a new SDS 

from the chemical supplier periodically to ensure you have the most up-to-date 

and current SDS. 

Providing access to the hazardous chemicals register 


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The hazardous chemicals register must be readily accessible to all workers 

involved in the use, storage and handling of the hazardous chemicals and to 

anyone else who is likely to be affected by the chemical at the workplace. 

Registers and SDS may be kept electronically (for example on an intranet) 

provided workers have ready access to a computer. Otherwise, a hard copy 

should be kept in the location where chemicals are mostly used. 

Which hazardous chemicals must be included on the register? 

All hazardous chemicals that are stored, handled or used at the workplace must 

be listed on the register except where they are: 

• in-transit, or 

• consumer products. 

Hazardous chemicals are in-transit if they are not used in the workplace and are 

not kept at the workplace for more than five consecutive days. However, where 

the workplace frequently has in-transit hazardous chemicals present or if they 

are present in significant quantities, these should be listed on the register. 

Consumer products are those that are packed primarily for use by a household 

consumer and are used in a manner consistent with normal household use. For 

example, laundry detergent packed in a 1 kg container and used once a week by 

individual staff for washing work clothes is considered a consumer product and 

would not need to be included on the register. However, a 30 kg container of the 

same detergent used by a commercial laundering business is not considered to 

be a consumer product, and therefore must be included on the register. 

Consumer products also include hazardous chemicals used in an office, for 

example printer toner and whiteboard cleaners. 

Workplaces involving more than one PCBU 

There may be instances where more than one PCBU has a responsibility for 

maintaining a register of hazardous chemicals, for example in an office 

workplace where external cleaning staff are contracted for cleaning the 

workplace and where the hazardous chemicals they use for that work are stored 

on-site. 

In this situation, the office workplace is required to maintain a register and have 

the current SDS for each chemical on the register. This is to ensure that people 

other than the cleaning staff have access to information about the chemicals in 

the event of a spillage or exposure, even where the office workers would not 

normally use the chemicals themselves. 


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The obligation for the PCBU of the office to maintain a register does not exempt 

the PCBU of the labour hire firm from its obligations to provide information about 

the hazardous chemicals to the cleaning workers. 

If I have a register, do I need a manifest? 

A manifest is required only where hazardous chemicals that are dangerous 

goods are present at the workplace and where their quantities exceed specified 

threshold amounts. 

A manifest is different to a register, and is intended primarily for emergency 

services personnel to use where they are required to respond to an emergency 

situation at the workplace. A manifest is required to contain additional 

information about hazardous chemicals at the workplace than is in a register, 

including the hazard classes and categories of the hazardous chemicals and 

details of the type, size and locations of containers present at the workplace. 

For further information about requirements relating to manifests, refer to the 

Work Health and Safety Regulations. 

More Information 

More information on managing the risks associated with storage, handling and 

use of hazardous chemicals at work can be found on our website at 

www.safeworkaustralia.gov.au. 

Internal Recording Systems 

In order to report to the government and meet any legal obligations an 

internal reporting audit should take place. Once completed, this audit will 

highlight what needs to be reported on and when, which in the long term will 

save time and reduce the amount of double handing of data internally. 

Recording systems could include: 

• Reviews 

You may have a monthly purchasing check list, or check invoices in order to 

see if ‘green alternatives’ have been given priority when ordering stock. 

The easiest way to make comparisons is if the information is tabulated i.e. 


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Department – Administration 

Review of ‘Green Alternatives’ 

April May June 

% of ‘Green Alternatives’ Purchased 

Target % 

Signature of purchasing officer 

In order for this system to work, the forms must be set up as templates to 

be used by all departments in the organisation. This will make it far easier to 

compare results and to determine which department is maximising best 

practice. 

• Workplace Audits 

If a workplace audit is used, it gives all staff the opportunity to gauge the 

effectiveness of the policies and procedures, whether they are following them 

or not, and whether there are any flaws in the procedures. This may also 

identify any training gaps which can then be rectified. 

• Breach Record Register (Breach Debriefing) 

Best practice dictates that a group meeting of the work area must be called so 

that the cause of the breach can be investigated and corrective action taken. 

It is important to identify if the breach is a one off occurrence or if it arose due 

to a flawed policy/procedure. A team debrief provides the opportunity for the 

team as a whole to consider a new approach. 

The process must also include the completion of a breach record. The record 

should include the following: 

 

 

 

 

 

Site where the breach took place 

Location of breach within the site 

Date and time of breach 

Any injuries or hospitalisation as a result of the breach 

Details of the breach: 

- Names of staff members responsible for breach 

- Names of staff members reporting the breach 

- Witnesses to the breach 


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- What actions were taken to solve the breach? 

- What future actions can be taken to prevent the breach from 

recurring? 

Does the breach affect legal compliance of the organisation? 

If yes, has it been reported to the regulators? 

Has senior management been informed? Who? 

Signature of the person reporting the breach, supervisor and 

environment officer 

Clearly stated the title of the person responsible for actioning the 

reported issues (such as, the Sustainability/Environmental Manager 

etc.) 

• Workplace Inspection Report 

Workplace inspections allow those developing the policies to see first- hand 

if they have been implemented properly. It also gives those charged with the 

implementation of the policy, the chance to demonstrate how the new policy 

affects them. Sometimes the policy will need to be reviewed as a result of the 

inspection. 

Information that may be required for a workplace inspection 

includes: 

 

 

 

 

 

Department 

Time/date 

Site supervisor 

Name of staff member conducting the inspection 

Names of staff present 

Rating in terms of compliance with policy/procedures: 1-5 

 

 

 

Any precursors to a breach identified? 

Any possible solutions? 

Signature of person conducting the inspection. 

• Compliance Review Report 

Compliance reviews allow the organisation to monitor and review their 

progress in implementing policies and procedures. It is through regular reviews 

that any problems can be identified and resolved. 

Responsibility 


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It is vital that each employee is very clear on what their area of responsibility 

is, particularly if legal compliance is involved. 

Each department must be considered separately, as they all perform a 

different function within the organisation. They must also be responsible for 

recording what happens in their area i.e. if a breach occurs, the breach 

record must be completed by those involved in the breach. It is up to the 

manager of the department where the breach occurred to ensure that all 

documents are completed accurately and to contact the Environmental 

Manager. 

Through the development of a chain of responsibility, it is clear who needs to 

be informed and when. This may then form part of best practice. See the 

example of a chain of responsibility which follows: 


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Attachment 1- Recording Systems samples 

NON CONFORMANCE REPORT (NCR) 

Supplier Name (Defence Representative to complete): 

NC lodged by (Defence Representative to complete): 

NC handled by (Contractor Representative): 

Date NC occurred (Defence Representative to complete): 

Date Lodged (Defence Representative to complete): 

TYPE OF NON- 

CONFORMANCE 

(Defence to 

complete): 

Safety Incident 

Workplace Hazard 

Legal Breach 

Description of complaint: 

To be completed by Defence within 1 week of Non-conformance date 

Unsatisfactory goods or service 

standards 

Financial Issue 

Other (please specify): 

AFTER COMPLETING THE APPLICABLE SECITONS ABOVE, PLEASE SEND THIS FORM TO THE ASSISTANT DIRECTOR, DEFENCE ENERGY SERVICES - EMAIL 

DESCONTRACT@DEFENCE.GOV.AU AND / OR FAX TO: (02) 6266 3854. DES WILL ADVISE YOU IN WRIITNG OF THE OUTCOME. 

Corrective action taken to deal with the effect of the NC (IMMEDIATE ACTION): 

To be completed by Contractor 

Corrective action taken to deal with cause (Involves a change in process/procedure): 

To be completed by Contractor 

CONTRACTOR TO RETURN TO DEFENCE WITHIN 2 WEEKS OF NON-CONFORMANCE 

Status (Defence Representative to tick box) : 

Approved: 

1) Defence representative to tick box and sign below 

No GO 

2) Defence Representative to tick box and state further action that is 

required: 

 

DEFENCE TO RETURN TO CONTRACTOR REPRESENTATIVE FOR LODGEMENT 


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Compliance Breach Register 

Prior to completing entries in this Register please refer to the Compliance Policy and Procedures to ensure the effective use of the 

document. 

Breach 

No. 

Breach 

Advice 

date 

Breach details (who, what, when, impact etc.) 

Reported to: 

(who & 

when) 

Investigation details, progress, outcome, 

corrective action, confirmation Breach 

permanently rectified. 


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Hazard Register 

NAME OF WORKPLACE: ENDORSED BY HOS/DIRECTOR NAME: DATE ENDORSED: 

/ / 

DATE LAST UPDATED: 

/ / 

DATE OF NEXT ANNUAL REVIEW: 

/ / 

Item 

Hazard description 

Location/ 

How exposed to hazard 

Priority or 

risk level 

(H/M/L) 

Risk control measure(s) Extra controls needed Who by/ When 

Date extra 

controls in 

place 

Note: The Hazard Register template for 2015 is 

unchanged from 2014 and 2013. Workplaces 

can continue to use and update their local 

hazard register document from 2014 without 

needing to transfer into a new template. 

Controls needed and in place. 

If existing controls need improvement 

or new controls introduced, record in 

next column. 

Controls that need to be scheduled to 

take place at various times during the 

year (eg workplace inspections) 

should be transferred to the Local 

Action Plan. 

Hyperlinks can be inserted to more 

detailed control measure information 

kept at other locations (eg SOPs filed 

in the school SharePoint). 

Simple controls or fixes 

should be done 

immediately and the date 

recorded. 

More involved controls 

requiring investigation or 

time to implement should 

be transferred to the Local 

Action Plan and progress 

monitored via that 

document. 


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CONTINUOUS IMPROVEMENT – REGISTER 

PURPOSE: 

This document is to be used to record, manage and monitor: 

‣ all continuous improvement requests made by the internal staff and all related to the sections including students, industry, clients, 

partners, external contractors legislative/licensing requirements 

‣ all improvement strategies applied to solve the identified improvement needs highlighted by the above 

‣ outcomes of the applied strategies 

To ensure the document provides the intended benefit to the relevant sections/work areas, it is important that 

‣ only the current template is used 

‣ only relevant information is recorded in the Continuous Improvement Register 

only authorised staff are permitted to populate the Continuous Improvement Register and save to the relevant folder available on their 

section/work area teamshare 


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Department 

Section/Unit: 

# Date Improvement request Requestor 

Improvement strategy 

applied 

Responsible Due date Outcomes 

Comments: 

Manager/Supervisor’s Name: 

Signature 


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More examples of registers 

• Hazard/incident/accident Report Form 

• Hazard Register 


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Appendix 2 | Reference list 

The following resources have been used in the development of this Learner 

Guide: 

1 Available at: 

http://www.environment.nsw.gov.au/business/sust 

ainability.htm [Accessed 1 September 2014]. 

2 Office of Environment and Heritage, 2014. Sustainability in business | NSW 

Environment & Heritage. 

[Online] 

3 Centre for Learning Innovation, 2010. Develop workplace policy and 

procedures for sustainability. 

[Online] 

Available at: 

http://lrr.cli.det.nsw.edu.au/web/bs 

bsus501a/ [Accessed 1 June 

2014]. 

4 Department of the Environment, 

2013. Environment.gov.au. 

[Online] Available at: 

http://www.environment.gov.au/ep 

bc/about [Accessed 1 

September 2014]. 

5 Ernst & Young Global Limited, 2013. Climate change and sustainability 

services. [Online] 

Available at: http://www.ey.com/AU/en/Services/Specialty-Services/Climate- 

Change-and-Sustainability- 

Services/EY-climate-changeand-sustainability-services 

[Accessed 1 June 2014]. 

6 Office of the NSW Environment Protection Authority, 2014. Legislation | NSW 

EPA. [Online] 

Available at: 

http://www.epa.nsw.gov.au/l 


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egislation/ [Accessed 1 


7 University of Wollongong, 2014. Environmental Policy - Policy Directory @ 

UOW. [Online] 

Available at: 

http://www.uow.edu.au/about/poli 

cy/UOW058684.html [Accessed 1 


8 Mindtools.com. (2016). Plan-Do-Check-Act (PDCA): Implementing New 

Ideas in a Controlled Way. [online] Available at: 

https://www.mindtools.com/pages/article/newPPM_89.htm [Accessed 12 

Apr. 2016]. 

9 Business.gov.au. (2016). Industry Codes of Practice | business.gov.au. 

[online] Available at: http://www.business.gov.au/business-topics/sellingproducts-and-services/fair-trading/Pages/codes-of-practice.aspx 

[Accessed 13 Apr. 2016]. 

10 Australian Competition and Consumer Commission. (2012). Voluntary 

codes. [online] Available at: http://www.accc.gov.au/business/industrycodes/voluntary-codes 


11 Sustainability-Toolkit-Hospitality. (2009). 1st ed. [ebook] Sydney: NSW 

Business Chamber, p.60. Available at: 

http://www.businesschamber.com.au/NSWBC/media/Misc/Policy 

Documents/Sustainability-Toolkit-Hospitality.pdf [Accessed 13 Apr. 

2016]. 

12 Environment.gov.au. (2016). Product Stewardship Home Page - 

Australia's National Waste Policy. [online] Available at: 

http://www.environment.gov.au/protection/national-waste-policy/productstewardship 


13 YouTube. (2016). Product Life Cycle 2013. [online] Available at: 

https://www.youtube.com/watch?v=CkPKfWm5w7s&nohtml5=False 


14 Epa.vic.gov.au. (2016). Product stewardship. [online] Available at: 

http://www.epa.vic.gov.au/your-environment/waste/product-stewardship 


15 Epa.nsw.gov.au. (2016). Bin Trim update May15 | NSW EPA. [online] 

Available at: http://www.epa.nsw.gov.au/managewaste/bin-trim.htm 


16 Prettejohn, S., Kendall, R. and Hill, N. (2012). Green Office Australia | 

Tips and Ideas for businesses. [online] Ecocitizenaustralia.com.au. 


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Available at: http://www.ecocitizenaustralia.com.au/green-office-tipsaustralia/ 


17 European Commission. (2016). Code of Good Practice for Consultation 

of Stakeholders. [online] Available at: 

http://ec.europa.eu/dgs/health_foodsafety/dgs_consultations/docs/code_good_practices_consultation_en.pd 

f [Accessed 13 Apr. 2016]. 

18 globalreporting. (2016). The benefits of sustainability reporting. [online] 

Available at: https://www.globalreporting.org/resourcelibrary/Thebenefits-of-sustainability-reporting.pdf 


19 Globalreporting.org. (2016). About GRI. [online] Available at: 

https://www.globalreporting.org/Information/about-gri/Pages/default.aspx 


20 Referenceforbusiness.com. (2016). ISO 14000 - benefits. [online] 

Available at: http://www.referenceforbusiness.com/encyclopedia/Int- 

Jun/ISO-14000.html [Accessed 13 Apr. 2016]. 

21 Certification Europe. (2016). Benefits of ISO 14001 environmental 

management certification. [online] Available at: 

http://certificationeurope.com/benefits-of-iso-14001-environmental/ 


22 Environment.gov.au. (2016). Australian Government Environmental 

Management for Office Based Organisation - EMS Home Page. [online] 

Available at: http://www.environment.gov.au/topics/sustainablecommunities/government-sustainability/environmental-management 


23 Workcover. (2016). Managing risks of hazardous chemicals in the 

workplace code of practice. [online] Available at: 

http://www.workcover.nsw.gov.au/__data/assets/pdf_file/0005/19580/ma 

naging-risks-hazardous-chemicals-code-3837.pdf [Accessed 13 Apr. 

2016]. 

24 Colley Consulting Pty. Ltd., (2016). Chemicals Management: The 

Importance of Chemicals Management in Moving toward Sustainability. 

Chemical College Board Institution ofEngineers, Australia: 

www.engineersaustralia.org.au, pp.5-5. 

25 Mindtools.com. (2016). Decision Matrix Analysis: Making a Decision by 

Weighing Up Different Factors. [online] Available at: 

https://www.mindtools.com/pages/article/newTED_03.htm [Accessed 14 

Apr. 2016]. 

26 Making, D. (2016). Decision-Making Techniques: How to Make Better 

Decisions. [online] Mindtools.com. Available at: 


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https://www.mindtools.com/pages/main/newMN_TED.htm [Accessed 14 

Apr. 2016]. 

27 Ctb.ku.edu. (2016). Chapter 8. Developing a Strategic Plan | Section 5. 

Developing an Action Plan | Main Section | Community Tool Box. 

[online] Available at: http://ctb.ku.edu/en/table-ofcontents/structure/strategic-planning/develop-action-plans/main 


28 Dyson, M. (1999). How and when to write policies and procedures. 2nd 

ed. Ashgrove,: ACROD, Queensland, p.1. 

29 Industrialrelations.nsw.gov.au. (2016). 

Workplace_policies_and_procedures. [online] Available at: 

http://www.industrialrelations.nsw.gov.au/oirwww/Employment_info/Man 

aging_employees/Workplace_policies_and_procedures.page#Policy_ch 

ecklist [Accessed 14 Apr. 2016].

Sustainability501 Session 3 Ver 1.0.1

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