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Elements and Performance Criteria

Required Skills

Required knowledge includes

strategic directions of the organisation

common strategic planning tools such as SWOT analysis

methods of identifying possible sustainability improvements

costbenefit determination processes

project planning and monitoring methods and principles

project product and process design principles

evaluation methods

planning principles

ASNZS ISO Environmental Management Standards

relevant codes schemes and legislationregulation

Required skills include

analysing implications for processes logistics material usages costs and benefits of a strategic approach to sustainability

analysing the regulatory environment as it applies to an organisation and determining implications for products and processes

undertaking strategic planning including SWOT analyses and analysis of the organisations current and future political economic social and technological position and the impact of each on sustainability options

communicating and negotiating with stakeholders and regulators to identify key sustainability issues and options

analysing data from sustainability related audits and operational performance indicators

Evidence Required

Overview of assessment

A person who demonstrates competency in this unit must be able to develop formal plans for sustainability strategy including establishing project teams and designing improvements

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Assessors must be satisfied that the candidate can competently and consistently apply the skills covered in this unit of competency in new and different situations and contexts Critical aspects of assessment and evidence include

determining sustainability drivers of an organisation and its value chain

determining sustainability improvement options and rank by benefitcost

developing sustainability project plans including key performance indicators and timelines

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

Context of and specific resources for assessment

This unit of competency is to be assessed in the workplace or a simulated workplace environment

Assessment should emphasise a workplace context and procedures found in the candidates workplace

This unit of competency may be assessed with other relevant units addressing sustainability at the enterprise level or other units requiring the exercise of the skills and knowledge covered by this unit

The competencies covered by this unit would be demonstrated by an individual working alone or as part of a team

Method of assessment

In all cases practical assessment should be supported by questions to assess underpinning knowledge and those aspects of competency which are difficult to assess directly

Where applicable reasonable adjustment must be made to work environments and training situations to accommodate ethnicity age gender demographics and disability

The language literacy and numeracy demands of assessment should not be greater than those required to undertake the unit of competency in a worklike environment

Guidance information for assessment

Range Statement

Sustainability status	Sustainability status may include: 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, including 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	Sustainability indicators include: 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 improvement	Suggestions for major improvements might come from: 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 may be 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
Rank suggestions	Suggestions may be ranked by: need benefit/cost strategic impact
Teams	Teams for strategic plan development may be: formal or informal teams and may be devoted to the project for its duration or it may be part of other duties
Strategic approvals for implementation	Strategic approvals for implementation might include: regulatory approvals financial approvals internal approval processes including determining: senior management/shareholder approvals human resource implications, such as career paths and position descriptions operational management approvals supplier/client/contractor approvals
Required documentation	Required documentation might include: formal report or plan business case environmental impact statement
Sanction	Sanction is the process the organisation requires for approval to proceed to be granted