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Elements and Performance Criteria

  1. Determine current sustainability status of the organisation
  2. Identify priority areas for improvement
  3. Establish an appropriate project team
  4. Design potential improvement
  5. Develop strategic plan

Range Statement

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Sustainability status includes one or more of

resource footprint (e.g. carbon, water and energy) of product and process

current and future availability of raw materials

current and future availability of energy

waste generation and disposal

efficiency of process

the extent to which the production process and product affects the environment (e.g. effects on climate, quality of local air and water, ecology, noise)

relationship with the local and broader community (e.g. effect of operations on aesthetic appearance, preservation of heritage, and proximity to schools and religious facilities)

extent of regulatory oversight and cost of compliance.

Sustainability indicators include one or more of

water usage

energy usage

emissions

indicators for ethical/sustainable supply chain

community relationships/complaints

staff turnover

safety record

compliance with regulations and codes of practice

reduced waste

increased recycling

product improvement

meeting consumer expectations for sustainable use of resources

other indicators appropriate to the organisation, its value chain, processes and operations.

Suggestions for major improvements include one or more of

non-compliances/near misses/incident reports

kaizen and other improvement processes

benchmarking activities

regulatory and non-regulatory related audits

community pressure

Board directions

changes in market

suppliers

customers.

Suggestions include improvements to one or more of

products

processes

employee, health, safety and environment (HSE) or amenity

impact on the community

impact on the environment

efficiency and profit

waste management

emergency/incident response

facility/building design and management.

Suggestions can be ranked by all of

need

benefit/cost

strategic impact.

Strategic approvals for implementation include one or more of

regulatory approvals

financial approvals

internal approval processes

senior management/shareholder approvals

human resource implications, such as career paths and position descriptions

operational management approvals

supplier/client/contractor approvals.

Required documentation includes one or more of

formal report or plan

business case

environmental impact statement.

Performance Evidence

Evidence required to demonstrate competence in this unit must be relevant to and satisfy the requirements of the elements and performance criteria and include the ability, across an organisation or department/section, to:

determine sustainability drivers of an organisation and its value chain

determine sustainability improvement options and rank by benefit/cost

develop sustainability project plans, including key performance indicators and timelines

integrate sustainability improvement plans with other goals and strategic directions of the organisation.

Knowledge Evidence

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to take a strategic approach to sustainability including knowledge of:

strategic directions of the organisation

common strategic planning tools, such as SWOT analysis

methods of identifying possible sustainability improvements

cost-benefit determination processes

project planning and monitoring methods and principles

project, product and process design principles

evaluation methods

planning principles

AS/NZS ISO 14001 Environmental Management Standards (or its authorised replacement or other relevant standard)

relevant codes, schemes and legislation/regulation.