Sustainability501 Session 4 Ver 1.0.1

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BSBSUS501 Develop workplace policy and 

procedures for sustainability 

Table of Contents 

6. Review sustainability policy implementation ............................................... 3 

6.1 Document outcomes and provide feedback to key personnel and 

stakeholders ....................................................................................................... 3 

6.2 Investigate successes or otherwise of policy ................................................ 6 

6.3 Monitor records to identify trends that may require remedial action and 

use to promote continuous improvement of performance ................................ 9 

6.4 Modify policy and or procedures as required to ensure improvements 

are made .......................................................................................................... 11 

APPENDIX 2 | REFERENCE LIST .................................................................................. 13 

BSBSUS501 Readings Session 4 Ver 1.0.1 Updated 10.2016 Page 1 of 17

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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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6. Review sustainability policy 

implementation 

As part of continuous improvement activities you’ll need to investigate the success of 

your workplace sustainability policy including the procedures, and other implementation 

and communication activities that are part of the larger system. In this topic you will also 

investigate the reporting of outcomes as a result of the sustainability policy 

implementation. These activities will help you to identify improvements that need to be 

made to any part of the system. 

6.1 Document outcomes and provide feedback to key 

personnel and stakeholders 

It is most important for organisations to be transparent with plans and policies so 

that stakeholders can access all the information that they may need. If it is not easy 

to find, the stakeholders may question the organisation’s commitment to change. It 

is through communication that all outcomes, good and bad, can be seen by 

stakeholders. If the reports are positive the staff and stakeholders will 

be encouraged, if the result is negative, it will allow stakeholders and staff to 

investigate and fix the problem. 


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Reports 

Compliance reports – Organisations are required to comply with various 

legislations, and to meet these regulations they will need to report to the 

regulators to demonstrate that they comply with the regulations. 

Quarterly target efficiency reports – These reports should compare corporate 

targets against actual achievements to date. These reports give stakeholders a 

reference point as to how the organisation is progressing and if targets are being 

met. 

These reports track the performance of: 

• the organisation as a whole 

• individual departments 

• individual teams within the various departments. 

If used as a continuous improvement tool, information from successful 

departments or teams can be shared. 

Look at the following table: 

Targetadmin 

Progress June 2016 Progress September 2016 

Company Department Team Company Department Team 

15% 

reduction 

in waste 

paper by 

1% 2% 5% 2% 4% 7% 

This table is easy to follow and shows us that we are on track to reduce our 

paper waste by 15% by 2016. 

This type of report shows that continuous improvement does work. If the result had 

been negative, we would then be able to address options for improvement and make 

changes to the policy in order to correct the bad outcome. 

Compliance review report – This report is used to check that any corrective action 

taken, has been positive and the result is that the target is now on track. 


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Annual reports – Use TBL (Triple Bottom Line) reporting to report on environmental 

performance as well as financial and social reports. This is when an organisation can 

report on any environmental incidents that took place through the past year. 

Board reports – Ultimately, the board is responsible for legal compliance with 

regulations. It is therefore mandatory that the board is notified on a regular basis on 

the status of compliance. If a breach in compliance occurs, an extra-ordinary meeting 

should be held. 

International Best Practice reporting systems – ISO14000 AND Global Reporting 

Initiative have set criteria on sustainable reporting that are internationally recognised. 

These reports show the stakeholders that the organisation is complying with 

international standards of reporting. 

Activity 10 

Download the Lets Report it Template from the global Reporting Initiative website 

https://sielearning.tafensw.edu.au/moodle/mod/resource/view.php?id=429502 

Complete the report with reference to your chosen organisation. 

Discuss the following: 

• Any issues with using the report 

• Positive outcomes from the use of the report 

• Suitability of using this in your own workplace 

Newsletters – Types of newsletter could include: 

• Company newsletter for external distribution 

• Sustainability news letter 

• Internal company news letter 

These provide stakeholders with information on the progress of the organisation. 

They can include hints on how to improve resource usage in everyday practices. 

Company website – It is a useful tool to have a page on both the external and 

internal web page dedicated to sustainability. Efficiency report charts can serve to 

motivate staff, whilst informing any external stakeholders of progress. 


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Social networking sites – These sites basically allow the company to tell the world 

how they are going. A ten minute video of a successful campaign posted on You 

Tube for example can gain the organisation visibility and provide much needed 

advertising. 

A social networking page could also be set up provided that no negative feedback is 

posted. 

Quarterly efficiency Meetings – These meetings should include all staff so that they 

are aware of any progress made, where any more attention is needed and to 

highlight any teams that are performing over the minimum requirements. 

These meetings can be replicated for individual work teams. 

6.2 Investigate successes or otherwise of policy 

There are five steps to the evaluating/monitoring Process. 

1. Establish Benchmarks 

2. Measure performance 

3. Check progress 

4. Investigate 

5. Take corrective action 


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Establish Benchmarks 

The first step in evaluating the organisation’s performance is to establish benchmarks 

for the targets that need to be achieved. All agreed targets need to be listed on an 

audit form so that the outcomes can be recorded. 

All targets must be written with as much details as possible so that the benchmarks 

are clearly set. 

The second step in monitoring and evaluating is measuring the benchmark. 

Measure performance 

Once systems are in place, measuring performance is relatively easy, as the 

systems used to gather data can identify if targets are being met or not. These 

systems could be as simple as reviewing the purchasing checklists and checking 

invoices to ensure that Green alternatives have been given priority, or by gathering 

feedback from employees to gauge the effectiveness of the procedure. Other 

methods could include: 

• Non-compliance briefings 

• Inspections of the workplace 

• Reviews of compliance and compliance legislation 

Check progress 

Once performance has been measured a comparison of actual performance result 

can be measured against the targets set. 

Investigate 

Whilst the measurement and checking of progress provide the factual view of HOW 

things are going, a subjective view is also needed. The reason for this is that the 

data obtained does not take into account any mitigating circumstances relating to its 

success/failure, e.g. why hasn’t this worked? What feedback was sought? What 

feedback is there from internal/external stakeholders? 

It is through thorough investigation that well-reasoned recommendations can be 

made for the next phase – corrective action. 


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Take corrective action 

Once all of the previous steps have been covered, the organisation is now ready to 

take corrective action. 

Consider the following: 

• Is there enough data collected to make an informed decision? 

• What is the best possible course of action? 

• How should this be implemented? 

• Who should be responsible for the implementation? 

• What new targets can be set to ensure that the correct action has been 

taken? 

This process can be used for work teams as well as the organisation as a whole. 

Work team targets can be matched against the whole organisation to see how they 

compare with other work teams. This can often push the teams to work harder to 

meet corporate goals. 

Continuous Improvement Cycle 

This 5 step review approach will also support the Monitor and Evaluate part of the 

continuous improvement cycle discussed in section 4.4 as with each review you will 

revise target progress, after which additional recommendations may be identified and 

applied. 


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6.3 Monitor records to identify trends that may require 

remedial action and use to promote continuous 

improvement of performance 

It is through continuous improvement that small issues can be resolved (remedial 

action applied) before they become large problems. Minimising risk to any new 

strategy is vital and monitoring and evaluating procedures is one way of controlling 

risk. The same process of monitoring also promotes continuous improvement of 

performance. 

Internal reporting systems 

• Checklists and reviews 

The monitoring of checklists determines if operating procedures have been 

successful or not. The review is completed by line managers and the 

sustainability team, and if consistent non-compliance is discovered, new 

procedures need to be put in place to ensure compliance in the future. 

• Key performance Indicators 

Monitoring KPIs has always been a good way to review progress. It can be done 

for any project or staff work performance. For example, performance indicators 

are assessed during employee reviews. Are they meeting targets? If several 

staff are given an identical KPI with regard to sustainability, and they all 

demonstrate low compliance, the manager would need to look at: 

The documented standard operation procedure or policies. 

Have the staff had adequate training? 

Are the targets clearly defined? 

Have unachievable targets been set? 

If only one staff member demonstrates low compliance, the manager would need 

to look at: 

Did the staff member understand what was required? 

Did they have ownership of the policy and procedures? 

Were they motivated? 

The manager needs to investigate through the review process what the underlying 

issues are that are causing any problems. 


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• Workplace procedure audits 

This is similar to performance reviews but looks at how the staff are using the 

policy on a daily basis. It may also indicate any improvements that need to be 

made. 

• Breach Record Register (Breach Debriefing) 

Monitoring breach reports is vital. Any breach shows that there is a problem 

with the way that procedures are carried out. It allows all involved to give 

reasons for the breach. It could be due to human error, and the organisation 

would need to look at operating procedures and training. It could also be that 

the policy itself has flaws. If breaches happen frequently, and involve several 

staff, it could mean: 

Poorly documented standard operating procedures and policies 

Inadequate training 

Poorly defined targets 

Overambitious targets 

If breaches occur as a result of one staff member, they may not understand 

the procedure or targets set, and will require further training. They may also 

lack the motivation to comply with policies and procedures, which will 

then require counselling. 

• Compliance audits 

If a compliance audit takes place, the organisation can tell at a glance if 

progress has been made or not. If not, corrective action can be taken straight 

away. 


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6.4 Modify policy and or procedures as required to 

ensure improvements are made 

There are several reasons that procedures may have to be modified: 

• There may be an issue with a new strategy or target, in which 

case a new procedure may have to be investigated. 

• The organisation has performed so well that the policy has become 

outdated. 

• Regulatory bodies have released new or updated legislation 

that requires compliance. 

• Stakeholders have initiated new ideas that will help the 

organisation with its Triple Bottom Line Reporting. 

If a particular policy is to be changed, the following steps will be 

required: 

• Investigate policies that are in place at the time to see if there are any 

issues that need to be addressed. 

• Conduct an analysis of the workplace activities, including: 

- Size of the organisation 

- What are the current resource usage rates that will need to be 

covered by the new policy? 

- What are the current workplace practices in regard to, water 

reduction strategies, team work activities, the organisations core 

business activities, carbon emissions etc? 

• The organisation should also gather information about systems in 

place in other organisations. This could come from: 

- Staff 

- Customers 

- Suppliers 

- Industry associations 

- Government and regulatory bodies 

- Environmental media/websites/consultants 

- Utility companies such as Sydney Water 


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• Analyse, evaluate and make recommendations on the new policy 

Once the information has been collected, it can be analysed to 

ascertain its relevance and ensure the new policy is sound. 

It is important that consultation between internal and external stakeholders 

takes place so that new targets are actually achievable and to evaluate if 

other processes may be more effective. 

• Plan the implementation process including training 

The implementation must be smooth, effective and efficient. Policies and 

procedures to support the process must be documented and well 

communicated, along with the provision of a training program to make sure 

that all staff have the tools to be able to carry out the new procedure. 

Feedback from employees and stakeholders is important in the early stages 

because it means that further changes to procedures can be implemented 

before they get too far behind their targets. 

• Monitor and evaluate the performance of the policy. 

As mentioned earlier there are five steps in the continuous improvement 

cycle as follows: 

• Benchmark 

• Measure performance 

• Check progress 

• Investigate 

• Take corrective action 

It is the information gathered through the review process that will determine 

whether the policy is used into the future. 

In summing up, it is vital that all organisations develop policies which will 

ensure compliance of all regulations. Through investigation and consultation 

with stakeholders, continuous improvement of the policies and procedures can 

take place. This will ensure that best practice is followed and the organisation 

will continue to operate into the future 


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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/susta 

inability.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].

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