This particular study emphasizes on the sustainability policy development at workplace. The topic would be manifested with the help of a case study. Being hired as the new environment officer at the organization Tiny Opera Company, the prime responsibility is to review the present scenario of the business and develop certain policies. The company operates in a rural town of New South Wales. Along with that, the report establishes links between the sustainability policies and the legislative and regulatory requirements through consulting with the business manager Nic Tan. Apart from this, here the possible constraints would be identified and the strategies would be created by based on all the essential factors.
Since the period of 1970, the company has staged regular performances in the theatre. It has been found that the company has carried out some basic interior renovations. Initially, the company built a small office building and employed full time staffs. Presently, certain things are changed to some extent. Renovations are made in the theatre stage, ticket booth, food counter, meeting room, break room, kitchen and dressing room. Besides, today the company engaged part time job services. More specifically, the stage manager, marketing communication, project officers, customer service representatives are engaged in part time jobs rather than full time. Further, the resident designer of this company is funded by a grant for three years. However, it has been found that the company fails to align their strategies and resources with sustainable work practices. This is the reason they recently hired an environmental officer in order to review work practices.
The business manager of the company has undertaker some strategies in order to sustain the business position. Nic has decided to:
Along with that, the operations need to be measured properly so that they can monitor their progress. More specifically, they need to measure the resource use and review resource records periodically as well. Some new sustainability initiatives have been taken. Presently, all reverse cycle air conditioners are switched off manually. Due to this reason, sometimes the last staff forgets to switch the air conditioners off and they are left running 24 hours. It has been decided that it would be switched of automatically at 4.45 pm every day. Besides, the business manager is also concerned about the health and safety of the workers. Being environmental manager, the prime responsibility is to review technical documents and legislations. This helps to develop plain language policy, internal memos and external publicity materials.
The reason behind the success of the large number of theatres and performance spaces is the use of certain effective practice models. Bocken et al. (2014) opined that Sustainable Business Model concentrates on the fund flow business, suppliers and the customers. Boons and Freund (2013) represented a different viewpoint that the sustainable business model helps to improve the business operations and make core focus on customers’ needs. This means innovation is required to improve the interaction with the market. Clapp and Rowlands (2014) stated that the Corporate Social Responsibility (CSR) is one of the effective sustainability models of business. It is discussed that this particular model helps to maintain multiple responsibilities. In this context, it is important to mention that large number of theatres and performance spaces has implemented this model in their business in order to make sustainable growth. In supporting the above discussion, Pedersen (2015) stated that this particular model concentrates on ethical, legal, and economic responsibilities along with the philanthropic responsibilities.
Figure 1: Corporate Social Responsibility
(Source: Pedersen 2015)
Pedersen (2015) further defined that the organizations provide fair rights and fair wages to all its employees in order to meet the ethical responsibilities. Besides, the legal responsibilities state that the organizations need to ensure that they obey all laws in their business. However, Clapp and Rowlands (2014) argued that economic responsibility should be placed at first among all the corporate social responsibilities. It helps to make profit making strategies which further help to deliver customer satisfaction to the highest possible extent. However, the philanthropic responsibility is the responsibilities beyond what the company simply needs.
Govindan et al. (2013) argued that the Triple Bottom Line Model is the most effective sustainable model. It has been discussed that the model focuses on three core factors that include social, environmental and financial factor.
Figure 2: Triple Bottom Line Model
(Source: Govindan et al. 2013)
The above mentioned models are initially considered in this case. However, these models need to be compared through three essential options in order to understand the direction and the focus of the policies. These three options include effectiveness, timeframe, and implementation cost. Through analysing these three models, it has been determined that corporate social responsibility and triple bottom line are more effective in comparing to the sustainable business model. Though, the model implementation cost is much lower than other that of other models. However, consulting with the business manager, it is determined that either triple bottom line model or CSR model would be considered in this case. However, it is essential to mention that the CSR model requires larger time frame.
Through consulting with the business manager, it has been decided that the Triple Bottom Line Model would be considered in the business. The CSR model is rejected in this case as the required time frame and implementation cost is higher in comparison to the triple bottom line model. Henriques and Richardson (2013) opined that social responsibility indicates that the organization’s social bottom line would be increased by implementing fair and beneficial labour practices. This fulfils their aim of enhancing health and safety of the workers. Besides, the environmental sustainability defines that the organization should concentrate more on the external benefits that they provide to the customers. Entertainment is the service through which they provide external benefit to the local people. Thus, they should identify the choice and preferences of the local people in terms of entertainment. Along with that, they should consider the economic sustainability. This responsibility leads the organization to identify the present as well as the future position of the businesses (Savitz 2012). As the organization aims to build a sustainable position in the market, this particular model is appropriate in this scenario.
The company specifically wants to focus on better resource management and cost management process. It has been found that there are many scopes to implement this particular model in this business. The business manager made commitment to this policy through making decision of implementing Life Cycle Management Approach. This particular approach would help to manage the business operations of different teams (Swarr et al. 2015). This approach would be implemented in order to enhance the use of resources such as costumes, props, lighting and other facilities. It has been mentioned before that the business manager decided to reduce the use of resources and increase the effectiveness of using resources. The considered model and approach help to manage and monitor the business operations in a better manner (Fry and Nisiewicz 2013).
The constraints and strategies of implementing this policy are demonstrated in the below three sections. However, it is important to mention that certain processes would be undertaken in order to develop the policy.
Lighting retrofits and control mechanisms: Some lighting motion sensors would be installed in order to ensure that the lights are switched off in the areas which are not in use. It would help to reduce the use of resources and the energy bills as well.
Air conditioning: It has been mentioned before that a sensor would be used in air condition machines so that they would be switched off automatically at 4:45 pm. This would also help to reduce the energy bills and use of resources.
Training programs for the staffs: It is decided that some training program would be provided to the staffs to enhance their working efficiency. Along with that, a team would be engaged to keep weekly records of the employee performances.
As per the agreement, the sustainability policy and the entire procedure would be within the amount which is generated as profit this year. This year, the amount of profit is $27,423. Being engaged as the environmental manager, the prime responsibility is to enhance the projected profit of the next year.
It is essential to mention that the organization considered a number of laws and legislations in their business. However, it is decided that the business would add the law Noise Control Act 1972 for the health and welfare of the workers and the audiences as well. In order to maximize the impact of the policy, training program would be provided to all the stakeholders. Along with that, the business manager would ensure that all the stakeholders are engaged in implementing the sustainability policy.
Through this report, the organization is suggested to include the triple bottom line model along with the life cycle management approach. Certain strategies are undertaken in order to enhance sustainability of the business. Along with that, the organization need to consider some legislation in order to ensure safe work environment.
Bocken, N., Short, S., Rana, P. and Evans, S., 2013. A value mapping tool for sustainable business modelling. Corporate Governance, 13(5), pp.482-497.
Bocken, N.M.P., Short, S.W., Rana, P. and Evans, S., 2014. A literature and practice review to develop sustainable business model archetypes. Journal of cleaner production, 65, pp.42-56.
Boons, F. and Freund, F.L., 2013. Business models for sustainable innovation: state-of-the-art and steps towards a research agenda. Journal of Cleaner Production, 45, pp.9-19.
Clapp, J. and Rowlands, I.H., 2014. Corporate social responsibility. Essential Concepts of Global Environmental Governance, p.42.
de Paiva Vianna, K.M., Cardoso, M.R.A. and Rodrigues, R.M.C., 2015. Noise pollution and annoyance: An urban soundscapes study. Noise and Health, 17(76), p.125.
Fry, L. and Nisiewicz, M., 2013. Maximizing the triple bottom line through spiritual leadership. Stanford University Press.
Gimenez, C., Sierra, V. and Rodon, J., 2012. Sustainable operations: Their impact on the triple bottom line. International Journal of Production Economics, 140(1), pp.149-159.
Govindan, K., Khodaverdi, R. and Jafarian, A., 2013. A fuzzy multi criteria approach for measuring sustainability performance of a supplier based on triple bottom line approach. Journal of Cleaner Production, 47, pp.345-354.
Henriques, A. and Richardson, J. eds., 2013. The triple bottom line: Does it all add up. Routledge.
Pedersen, E.R.G. ed., 2015. Corporate social responsibility. Sage.
Savitz, A., 2012. The triple bottom line: How today's best-run companies are achieving economic, social and environmental success--and how you can too. John Wiley & Sons.
Swarr, T.E., Asselin, A.C., i Canals, L.M., Datta, A., Fisher, A., Flanagan, W., Grenda, K., Hunkeler, D., Morel, S., Moreno, O.A.V. and Rasteiro, M.G., 2015. Building organizational capability for life cycle management. In Life Cycle Management (pp. 239-256). Springer Netherlands.
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