BSBSUS401 IMPLEMENT AND MONITOR

ENVIRONMENTALLY SUSTAINABLE WORK

PRACTICES
Project

Panrutai Jitruesi No. 3247

Contents
No table of contents entries found.
Part A

Legislation and sources of information for resources and initiatives

1. Identify the environmental regulations which apply in your local government area
relevant to your workplace activities and provide details what is covered by these
regulations and by-laws.

Environment Protection (Residential Noise) Regulations

In October 2008, EPA released the Environment Protection (Residential Noise) Regulations 2008.
The Regulations replaced the 1997 Residential Noise Regulations, with some changes to the way
large scale construction noise is managed. EPA consulted extensively with residents, local
government, police and the residential construction industry to develop the Regulations.
The Environment Protection Act 1970 and the Regulations apply to all residential premises
under construction, from single homes, to large apartment blocks and the early land
preparation work on residential subdivisions. They prescribe items and times when their use is
prohibited (see prohibited times for residential noise) if they can be heard in another residence.
In response to stakeholder feedback, the Regulations made changes to the way noise from
‘commercial scale’ residential construction is managed. The changes provide a more flexible and
workable regime, improving overall noise outcomes by balancing industry needs with the
reasonable expectations of residents, and linking increased flexibility with improved
environmental performance.
Environment Protection Act 1970
The Environment Protection Act 1970 was at its inception only the second Act in the world to
deal with the whole of the environment in a systematic and integrated way. The Act is outcome
oriented, with a basic philosophy of preventing pollution and environmental damage by setting
environmental quality objectives and establishing programs to meet them. Over the years the
Act has evolved to keep pace with the world's best practice in environment protection
regulation and to meet the needs of the community.
Key aims of the Act include sustainable use and holistic management of the environment,
ensuring consultative processes are adopted so that community input is a key driver of
environment protection goals and programs and encouraging a co-operative approach to
environment protection.
2. Identify any resources and initiatives which are in place or available in your state to help
business to reduce their waste and use resources more efficiently.

Ecobiz
ecoBiz is a business education and improvement program that assists Queensland small
to medium enterprises (SMEs) develop eco-efficiency strategies for achieving resilience
and competitive advantage. A partnership between the University of Southern
Queensland (USQ), the Chamber of Commerce and Industry Queensland (CCIQ), the
Queensland Government and Australian Business Training Solutions (ABTS) deliver
ecoBiz as an innovative program involving knowledge dissemination, capacity building
and performance benchmarking. Launched in July 2013, this three year $3 million
program has assisted SMEs to invest in the adoption of eco-efficiency initiatives to drive
profitability and efficiency. The program encompasses technical content developed by
university and industry specialists delivered through networking events, webinars,
workshops, forums, innovative online tools, coaching and research. ecoBiz demonstrates
the program utility of mutual reciprocity in framing inputs, as each partner has a
strengths-based role and all roles integrate across the partnership with mutual benefits
achieved.

Environment health professional Australia

Environmental Health Professionals Australia (EHPA) is a membership-based organisation
that represents the interests of environmental health professionals in Australia.
Membership is open to any person in Australia who works, studies or is interested in
environmental health and its related fields, including public health, environmental
medicine, noise and acoustics, environmental studies, food technology and
sustainability.
The EHPA:
o produces a journal, newsletter and website
o runs a continuing professional development (CPD) program
o advocates (lobbies) on behalf of members at all levels of government
o runs special interest groups (SIGS), including an Aboriginal Health Special Interest Group.
The EHPA Aboriginal Health Special Interest Group aims to:
o improve awareness among public health professionals about Indigenous issues
o develop resources and guidelines to assist public health professionals to engage with
Indigenous communities
o advocate for improved health outcomes for Indigenous communities at various levels of
government.
The EHPA was established in 2012. Although its initial membership is Victorian, the EHPA
is intended to be a national membership organisation.

3. List 1 initiative that is relevant to your sector within the Tourism, Hospitality and Events
Industry and list all resources which are available through these initiative(s). Outline how
these would be used.

Hospitality: www.ec3global.comOR
www.restaurantcater.asn.au/index.php?
tgtPage=employment&page_id=596
How they would be used:
R&CA delivers tangible outcomes to small businesses by influencing the policy decisions
and regulations that impact the operating environment.
R&CA engage with government on a range of issues that affect your business including
tax and superannuation, workplace relations, immigration, liquor licensing, education
and training, food safety, and liquor licensing.
“We have been in this industry for more than 30 years and have seen plenty of
changes and developments. I have seen the Association evolve into a dynamic
organisation during this period. What has always been a constant is that they are our
collective voice and representative body for our industry. To have a voice to
government you need to be a part of your Association”.
Pelligrinis Espresso Bar

4. Create a table, listing all energy resources that are used in your workplace and outline
for which work processes these are used.

Equipment Type Used for Hours in use /day

Blender Commercial Cocktails 6
 Fridge Under bench Mien place 24
Dishwasher Under bench Cleaning 6
Microwaves Commercial Warmer 4
Freezers Under bench Mien place 24
Ice machines Under bench Cocktails 4

Measuring current consumption and identifying existing procedures

of work practices and purchasing:

Equipment Type Used for KW/h

Blender Commercial Cocktails 0.800
Fridge Under bench Miseen place 2.250
Dishwasher Under bench Cleaning 0.945
Microwaves Commercial Warmer 1.200
Freezers Under bench Miseen place 0.200
Ice machines Under bench Cocktails 5.500

For this purpose, you need to complete the following activities:

1. Take the current meter reading for gas, electricity and water.

UTILITY METER READING

Gas Metric gas meters measure usage in
cubic metres. Either ‘cubic metres’ or
‘M³’ will be displayed.

Electricity kilowatt hours (kWh)

Water kilolitres (1000 litres)

2. Create a table or list and enter:
all equipment and appliances used in one specific department (for example Kitchen, F&B
etc.), and measure the consumption of electricity as listed on the appliance labels.

Equipment Type Used for KW/h

Blender Commercial Cocktails 0.800
Fridge Under bench Miseen 2.250
place
Dishwasher Under bench Cleaning 0.945
Microwaves Commercial Warmer 1.200
Freezers Under bench Miseen 0.200
place
Ice machines Under bench Cocktails 5.500

3. Measure the flow rate for water of various taps using the formula “Flow rate =
Volume/Time (L/min)”

Results obtained by using the formula “Flow rate = Volume/Time (L/min)”

Density of nitrogen at 6000 psi = .3759 kg/L

Density of nitrogen at 2600 psi = .1986 kg/L

Initial mass of nitrogen = .3759kg/L * 42L = 15.79 kg

Final mass of nitrogen = .1986kg/L * 42L = 8.3412 kg

Total mass that was lost = 15.79kg - 8.3412 kg = 7.4488 kg

AVERAGE mass flow rate = 7.4488kg / 20 seconds = .372 kg/s

Average pressure of nitrogen = (6000 psi + 2600 psi) / 2 = 4300 psi
Density nitrogen at 4300 psi = .2998 kg/L

AVERAGE volume flow rate = (.372 kg/s) / (0.2998 kg/L) = 1.24 L/s

Reference https://www.physicsforums.com/threads/flow-rate-calculation-using-pressure-
difference-and-time.420315/

4. Inspect the type of lighting used and determine the KW/H (1000 Watt = 1 KWH) used in
that department based on typical or given workplace practices during operation.
 A typical incandescent bulb draws 60 watts of power, or 60 / 1000 = 0.06 kilowatts.
 A typical fluorescent bulb uses 15 watts, or 15 / 1000 = 0.015 kW. This bulb only uses ¼
as much power as the bulb in example 1, since 15 / 60 = ¼.

 0.06 kW bulb is turned on for 6 hours a day, every day. In a 30-day month, that's a total
of (30 days/month * 6 hrs/day) = 180 hours per month.
 0.015 kW fluorescent bulb is on for 3.5 hours a day, 2 days a week. In one month, it will
be on for roughly (3.5 hours/day * 2 days/wk * 4 wks/month) = 28 hours per month.

5. Inspect the provisions for recycling.

All commercial establishments and multi-family dwellings are required by Arlington

County Code to provide a recycling system for tenants, employees, and customers. A
Recycling Outreach Specialist (ROS) will inspect the property to determine if the
property’s recycling system is compliant and meets the Code requirements as well as
provide feedback and suggestions to improve the recycling system.

County regulations require that the following materials be separated from trash for
recycling:
 Mixed paper (including newspaper, office paper, magazines, catalogs, junk mail, cereal
boxes)
 Cardboard
 Metal and aluminum cans (including beverage, food, aluminum foil, empty aerosol
cans)
 Plastic beverage and food containers (including milk jugs, soda and water bottles as
well as laundry and dish detergent containers, lotion, shampoo and conditioner bottles)
 Glass bottles and jars (including beverage and food bottles)

6. Determine the intervals of waste collection and determine the size of the cubicle(s)
used.

2x 800 L general waste – each Saturday

 5 x300 L mixed recycling – each Wednesday
2x 80 L cooking oil – 1st Monday /month

7. This task is performed outside: Wearing gloves and using tongs, physically inspect the
contents of garbage bins from your department and inspect the approximate waste for
each category (Glass, paper, card board, green waste etc) and express these in percent
(approximately).

Plastic Bottles (%)

Glass Bottles (%)

Cans (%)

Card (%)

Paper (%)

Milk Cartons (%)

Bin Size
Time Date/

Location

Organic (%)

Glass) Other (Broken

16/08/201 Back door of 240L 20% 25% 15% 3% 10% 7% 20% -
7 kitchen

20/08/201 Back door of 240L 15% 20% 10% 3% 7% 10% 25% -

7 kitchen
8. Determine the energy consumption ratings, use and settings of air conditioners and
heaters where applicable and document the potential KWH usage for these units.

 Kitchen appliances are a silent killer. Ovens cost $0.61 – $1.29 per hour to run. The
stove costs $0.61 – $1.29 per hour per element being used. Gas stoves, ovens and grills
cost slightly less than electric ones, at $0.48 per hour. Even the humble microwave costs
$0.27 – $0.51.Air conditioning in a typical home for six hours a day will use 900
kilowatt/hours (kWh) per month. At a cost of $0.134 per kWh, this amounts to $120.60
per month. A large 12,000 BTU air conditioner, like that in a window, running six hours
each day will consume 270 kWh, at a cost of $36.26 per month. A smaller 6,500 BTU
room air conditioner will consume 144 kWh at a cost of $19.34 per month.

9. Determine the resources required for any plants, landscaping or outside areas as
relevant.

Nil usage in instances for indoor only to maintenance of lawns, plants, pool etc in a
resort type.

10. List the purchasing strategies which are currently in place including environmentally
sustainable approaches; carbon foot print considerations (for example use local supplies
from growers etc.)

 Buy items in returnable containers, such as milk crates. Arrange to return these containers
to your suppliers.
 Use refillable sugar dispensers, condiment dispensers, reusable cutlery, reusable
tableware and food storage containers. Items that only get used once and then thrown
away mean you have to get rid of more rubbish.
 Filter and reuse cooking oil before you get rid of it. The useful life of oil can be
prolonged by ensuring oil (for example, in deep fryers) is only heated when necessary for
cooking.
 Collect all used cooking oils and fats in an oil bin for re-processing. It is illegal to dispose
of these down any drains and you may be able to get money for good quality oil.
 Buy products with recycled content, such as toilet paper, napkins, office printer paper and
packaging. If your brochures, catalogues, sales letters and other promotional material are
printed on recycled paper, mention that in the content. This helps to build demand for
more products made from recycled materials.

11. Identify any workplace environmental and occupational hazards you may encounter
during your resource analysis.
 A safe workplace requires a systematic approach to removing or minimising risks. This
can be done by:
• finding hazards in the workplace
• working out the likelihood of hazards causing injury or death
• fixing the problem by using the most effective risk controls that are reasonably
practicable under the circumstances
• reviewing risk controls and checking they work.

Tips to prevent injury from manual tasks

o Installion self-cleaning units for deep fryers or outsource the cleaning.
o Installion a rubbish chute system that links the kitchen to an outside bin.
o Use mechanical aids, such as trolleys or lifting devices, where possible.
o Use lever and wheel trolleys to transport goods from delivery vehicles.
o Ensure rubbish bins and buckets for cleaning can be wheeled.
o Use trolleys for crockery and utensils if setting up tables.
o Buy smaller or lighter cartons of stock from suppliers.
o Reduce the size and capacity of pots and pans or split loads.
o Arrange shelves so that frequently used items and heavy items are stored between mid-
thigh and shoulder height.
o Ensure you have comfortable seating for rest and meal breaks.
o Use fixed rubber flooring in areas where employees are required to stand for long
periods.

12. Identify any breaches or potential breaches for environmental practices you have
encountered in the audited area during your project and outline the issues.
 As a food handler, you have legal and job responsibilities to ensure that you maintain food
safety in the workplace. As well as following safe day-to-day practices, this means
understanding:

 All policies and procedures that exist in your workplace, eg a food safety program;

 Food safety hazards;

 Principles for safe food handling. This knowledge will help you to understand the risks and
follow specific safe food handling practices that we’ll discuss later in this guide. It is also
your responsibility to:

 Carry out duties to monitor food handling; and

 Take some action (according to your level of responsibility) to correct or report on any
unsafe practices or situations you observe in your workplace.

Setting efficiency targets

1. Analyse the results you have obtained for usage of resources and compare these results
against:

• Work and workflow processes: – which improvements could be made?

Logical work lists and workflow plans enable kitchen staff to work effectively and efficiently
within specific timeframes and in the necessary order of importance. Work plans act as a guide
for staff to complete all required tasks. By planning you can check that all tasks are included,
understand how tasks relate to each other, and build in efficiencies.
The objective of workflow planning is to make work easier. Simplifying the operation,
eliminating unnecessary movements, combining two operations into one where possible, or
improving old methods can achieve this. For instance, when peeling carrots, if you let the
peelings fall into a bowl, the need to clean the table is eliminated.

• Industry Schemes: – How do your results compare?

Success in the restaurant industry is built on the back of great teams. To build a great team you
need dedicated, enthusiastic and reliable employees. Easier said than done in an industry
notorious for its high turnover of staff. Evidence suggests that to build a great team you need to
motivate. One way to do this is through an incentive scheme for staff. Many restaurant owners
are big believers in incentive schemes with evidence suggesting their benefits far outweigh
costs. Restaurant and Catering Magazine cites a source the claims incentive schemes can boost
the quality and quantity of restaurant staff performance by up to 40%.

• Technology: – Are you using efficient technology?

Regularly record the energy consumption of the kitchen and set targets for reduction. Meter the
kitchen’s consumption of electricity, gas and water separately to measure usage and
improvements over time. On large, power-consuming appliances, consider installing individual
meters. Then compare the consumption and operating costs of the kitchen with the number of
covers served, say, on a weekly basis. Compare this benchmark with other similar operations
and assess how much energy can be saved. A sudden, unexplainable rise in energy usage could
be a warning sign that a piece of equipment needs maintenance. CSFG has, for the first time,
published benchmarks giving the energy cost per meal for the main catering establishments

• Resources: – Is there a benefit of switching e.g. from electricity to gas in some areas
or using other measures?

These tips will help identify ways to improve business environmental performance while
increasing productivity and reducing costs of production. Resource efficiency is often a cheap
and fast way to solve problems as reducing waste will reduce the size and cost of any
subsequent treatment process and/or disposal costs.
Your business can look forward to:
 increased cost saving
 process efficiency
 improved occupational health and safety management
 enhanced shareholder relations
 improved reputation.

• Best Practice: – Are there recommendations from manufacturers or bodies that

recommend particular practices?

In fact they are about 2.5 times more energy consuming per square meter than other non-
residential buildings and therefore have a high savings potential.
The aims of the project are threefold:
To identify and recommend the best energy policies for improving the energy
performance of restaurants in different European regions.
To provide a user-friendly toolkit to empower restauranteurs to choose and improve
their energy performance, taking into consideration the different climatic regions in Europe.
To increase awareness among restaurateurs of the benefits of improving the energy
performance of their restaurants.
 2. Set your targets in a table or spreadsheet based on your findings of the analysis.
Electricity (using the bills)

Month Invoice Amount Peak Off Total Total for Target Variance
# $ Peak Month
Jan 54174- $84.97 4643 4230 413.00kwh 413.00kwh 300.00kwh 72%
110
Feb 54174- $84.97 4643 4230 413.00kwh 413.00kwh 300.00kwh 72%
111
Mar 54174- $96.47 5857 5331 526.00kwh 526.00kwh 400.00kwh 76%
112
April 54174- $65.40 896 843 53.00kwn 53.00kwn 50.00kwh 94%
113

3. Outline the provisions for communication this would require with key stakeholders
relevant to your position and workplace and how this will be achieved. Include a
template for an agenda and table for entering actions.

Use weekly newsletters or regular emails containing facts and handy hints to provide positive
reinforcement. Don’t overload and confuse staff with too much information straight away, or
the process will seem difficult and time consuming. Before you fully implement the new system,
create a set of basic written instructions. Take time to talk to staff about the duties that they will
be responsible for (moving of bins, creating signage, training other staff etc).

Part B

For this part of the assessment project you are required to write and environmental resource
efficiency improvement plan which details the following:

1. The purpose of the plan

 Once you’ve made sure you are using your equipment efficiently, you should consider
the energy efficiency of the equipment itself. Generally speaking, the best time to make
sure your equipment is energy efficient is when you are buying it. Look for equipment
that has an Energy Rating label that indicates how much energy it uses. You can use
Energy Rating labels to determine the comparative running costs of different brands and
models so you can then make an informed decision about its running costs.

2. An overview what has been undertaken and why

The energy cost of running most equipment over its life far exceeds the cost of purchase
and the incremental increase in the cost of can make for a great investment. Remember
it is the cumulative energy costs of running the equipment over its life is likely to be
significantly more than the upfront cost of the equipment itself. For example, a $1,500
15kW high efficiency motor costs $300 more than the standard motor but pays itself
back in 8months through cheaper running costs. If you are looking at equipment or
infrastructure that is not covered by an Energy Rating label then speak to the equipment
supplier about the energy performance, as they should be able to provide your sufficient
information to make a comparison between options.

3. The resource areas and targets you have established based on Section C 1,2, Part A;
Lighting accounts for up to 10–25% of the electricity bills for many businesses.1 For
some companies it can be as high as 50%.2 That is why this step is so important.
Fortunately, reducing your lighting bills is easy. By implementing the tips in this step,
businesses can reduce their lighting energy use and running costs by up to 82%.3 Saving
dollars can be as simple as:
• turning off lights • maximising the use of daylight
• switching to more energy efficient lighting
• removing lights from overlit areas
• zoning your lighting
• getting the most out of your existing lighting.
This step will also show you that when you invest in energy efficient lighting, the
payback can often be surprisingly quick.

4. The measures and tools you will implement to achieve these targets;
 MeterHero: That's what startup MeterHero is offering.
As a consumer, all you have to do is grant the company access to your online bills (for
water, electricity and gas). The company looks at your last two years of usage and
creates a baseline. And then every month that you use less than that amount, you get
money back.
The cash rebates come from a monthly sponsor. In August, MeterHero is partnering
with Rachio, a smart sprinkler system.

Record Manually: Some business owners may want to use a simple, paper-based record
keeping system. There are certain advantages to using manual record keeping, as listed below.
Advantages
 Less expensive to set up.
 Correcting entries may be easier with manual systems, as opposed to computerised
ones that can leave complicated audit trails.
 The risk of corrupted data is much less.
 Data loss is less of a risk, particularly if records are stored in a fire-proof environment.
 Problems with duplicate copies of the same records are generally avoided.
 The process is simplified as you don't need to be familiar with how accounting software
calculates and treats your information.

5. Strategies that can be used to ensure staff compliance with environmental requirements
and to achieve new targets;

Management Operational energy efficiency of equipment can be controlled through

operational procures and policies, training and effective signage. There is also a great
opportunity to reduce energy use when purchasing new equipment by following the
principles outlined.
 Staff The energy efficiency of individual pieces of equipment is largely in the control of
the operator, which means that staff has a large role to play in managing associated
energy consumption. Follow proper operating procedures, report any operational or
maintenance issues and suggest opportunities to reduce operating costs.

6. Strategies you will use for purchasing and selection of supply chains;

At its core, supply chain management is the act of overseeing and managing a supply
chain to ensure it is operating as efficiently as possible. That means, amongst other
things, ensuring all suppliers and manufacturers are maintaining the desired quality of
production and that both camps are engaged in ethical business practices.
The latter point is a significant issue faced by many organizations today. If a piece (or
pieces) of a supply chain aren’t doing business in an ethical manner (think child labor or
environmental damage) then the organization receiving goods from that supply chain
can suffer negative repercussions as a result.

7. A calculation which will provide information as to the potential savings that can be
achieved over time, given the investment;

A typical fluorescent bulb uses 15 watts, or 15 / 1000 = 0.015 kW. This bulb only uses ¼
as much power as the bulb in example 1, since 15 / 60 = ¼.
0.015 kW fluorescent bulb is on for 3.5 hours a day, 2 days a week. In one month, it will
be on for roughly (3.5 hours/day * 2 days/wk * 4 wks/month) = 28 hours per month.
The fluorescent bulb uses 0.015 kW and is on for 28 hours a month. Its energy usage is
(0.015 kW * 28 hours/month) = 0.42 kilowatt-hours per month.
At the same cost of $0.10 per month, the low-use fluorescent bulb costs you ($0.10/kWh
* 0.42 kWh/mo.) = $0.042 per month, or about four cents.

8. The provisions for communication to periodically discuss and network with colleagues to
make adjustments and identify progress;

Reporting provisions; In financial accounting, a provision is an account which records a

present liability of an entity. The recording of the liability in the entity's balance sheet is
matched to an appropriate expense account in the entity's income statement.
 periodic monitoring, Generally, the main concern of an HR manager when it comes to periodic
monitoring is that when it is difficult to ensure compliance of managers even on
the performance appraisals that are done just once a year, how to make them to do it more
regularly”. Also, they feel employees might feel demotivated because of constant monitoring.
It is the responsibility of the organization to ensure that the benefits of periodic
monitoring is clearly communicated to everyone, and the process of monitoring is kept
very simple which does not over burden the managers and employees at all.

specific responsibilities for different aspects of the plan etc. These individuals receive
periodic summary reports and briefings on funding consumption, resources and their
utilization, and delivery of interim work products and results. Typically, they will focus on
these reports only if there is significant deviation from the plan.

9. A spreadsheet or set of tools which can be used to record and monitor periodic results
from readings and invoices/ statements for utilities;

DATE AREA UTILITY METER READING

16/08/2017 Kitchen Dishwasher 0.945kwh
17/08/2017 Kitchen Microwaves 1.200kwh
18/08/2017 Kitchen Freezers 0.200kwh
19/08/2017 Kitchen Ice machines 5.500kwh

10. Examples how you will evaluate strategies and make adjustments to the improvement
plan.

 Involve stakeholders: All relevant stakeholders need to be engaged for monitoring,

review and evaluation activities to be successful. Clearly communicating the benefits of
activities and providing the necessary support creates opportunity for willing
 participation and ownership. An open process that allows stakeholders access to
information increases credibility.

 Monitor progress: Successful monitoring delivers timely and relevant information that
allows you to track progress towards outcomes and make adjustments to
implementation arrangements as necessary. Track progress in a deliberate and
systematic manner at regular intervals during implementation. Implementation planning
must define the data to be collected and the method used for monitoring. Obtaining
advice from experts in data collection during the planning process will contribute to a
robust and credible methodology. Monitoring will inform other components of
implementation such as risk management.

 Review regularly: Factor in reviews as part of your planning process to assess progress of
implementation at critical milestones or in response to specific issues. Reviews are a
‘snapshot’ in the life of an initiative and tend to focus on operational issues,
effectiveness of governance and project management structures, and may also include
policy outcomes. Findings and recommendations from reviews should be used to
improve implementation.