BSBSUS501

Assessment Task 1
Part A
1. Explain how Tata Steel’s approaches to CSR and its priorities that help the company
make ethical and sustainable decisions
Tata Steel for the last 100 years has focused on responsible business practices with
community centric interventions. Sustainable development and inclusive growth is
facilitated by CSR department through the Tata Steel Rural Development Society
(TSRDS), the Tata Steel Family Initiative Foundation (TSFIF), the Tribal Cultural
Society (TCI), the Tata Steel Skill Development Society (TSSDS) and the Urban
Services, which contribute to health, drinking water, education, sustainable
livelihood, renewable energy, employability Training and Tribal ethnicity. More than
700 SHGs (Self Help Groups) accounting for 9000 plus members function with the
support of Tata Steel

2. Based on this case, explain how sustainable practice can help a business to compete
Businesses are competing with other businesses to be more sustainable, not for the
environmental accolades, but because it is fiscally responsible for their bottom line.
This factor will continue to create competition in the market and will fuel the
emerging green race of low-carbon, sustainable solutions. More importantly, this
green race is certainly not limited to companies. In this crowded, resource and
carbon-constrained world, we see nations realising the opportunities of
sustainability. This has set off a green race among countries to create conditions
where businesses will be rewarded for their investment in sustainability

3. Analyse why LCA is a more accurate type of analysis than just looking at the carbon
footprint of the ‘usephase’ of a material
Considering both the public and business perspective of sustainability which goes
beyond corporate responsibility to the environmental impact of a business
operations, LCA provides and accurate tool for analyses than carbon footprint of the
user phase. This actually takes the true environmental impact of the product form
the cradle to the grave into consideration. Though this process may be quiet
cumbersome, both the business and the environment enjoy a great deal of benefits.
BSBSUS501

Tata contribution towards ethical and sustainable practices is evident in all activities.
It has been able to se LCA to produce light metals for the production of cars thereby
reducing the amount of CO2 emission

4. Evaluate the contribution of Tata Steel to sustainable and ethical business practices
A commitment to environmentally-sound practices is part of many businesses’
commitment to act responsibly. Social responsibility refers to an organisation’s
obligations to maximise its longterm positive impacts and minimise its negative
impacts on society. For Tata Steel, it is a core part of its vision to be ‘the global steel
industry benchmark for value creation and corporate citizenship.’ Tata Steel is
committed to tackling the challenges of sustainability. This means that it takes its
responsibility towards both the environment and its communities seriously,
balancing these against the need to make a profit. It has put systems in place to
meet international standards for environmental management such as ISO14001.
Respecting and safe-guarding the environment is a central principle held by all Tata
Group companies and can go hand-in-hand with profitable business
BSBSUS501

Part B
Fujitsu Australia Sustainability Policy
Introduction
Fujitsu Australia and New Zealand’s Sustainability Policy underpins and supports the Fujitsu
Group Environmental Policy

Purpose
This policy statement has been developed to clarify the intention of Fujitsu Australia and
New Zealand (FANZ) and Fujitsu Australia Software Technology (FAST) in contributing to the
necessary business operation and customer solutions that will achieve a prosperous and
sustainable future. In alignment with our Fujitsu Group Corporate Philosophy and the
Corporate Environmental Strategy Unit Environmental Protection Program, this policy
statement continues our long term commitment to environmental sustainability that dates
back to 1993

Scope
This policy applies to all business activities within FANZ and FAST. The policy is fully
integrated with the company’s management system

Key stakeholders identified I the policy document

BSBSUS501

Relevant legislations and standards covered in the policy document

International environmental management Standard AS/NZS ISO 14001
This International Standard specifies the requirements for an environmental management
system that an organization can use to enhance its environmental performance. This
International Standard is intended for use by an organization seeking to manage its
environmental responsibilities in a systematic manner that contributes to the environmental
pillar of sustainability

Environment Protection and Biodiversity Conservation Act 1999

The Environment Protection and Biodiversity Conservation Act 1999 (the EPBC Act) is the
Australian Government’s central piece of environmental legislation. It provides a legal
framework to protect and manage nationally and internationally important flora, fauna,
ecological communities and heritage places

NZ Environment Act 1986

The Environment Act 1986 established the Ministry for the Environment and the Office of
the Parliamentary Commissioner for the Environment (Commissioner). The Commissioner is
an officer of Parliament appointed by the Governor-General on the recommendation of the
House of Representatives for a five-year term. The Commissioner provides an independent
check on the system and processes of environmental management and the performance of
public authorities on environmental matters

Green policy 2010

Green 2020 outlines the role we believe it is necessary for Fujitsu Group to play as a global
ICT leader, and what is required of it to reach the sustainability targets it has set itself for
2020. The policy also outlines three specific areas it’ll be focussing on in order to achieve
these targets which are include benefiting its customers and society, pursuing internal
reforms, and conserving biodiversity
BSBSUS501

Sustainability goals and expected outcomes

The company long term Sustainability Strategy, that takes the company out to 2020, is
designed to clearly identify our Goals and Objectives for continuously improving the
environmental performance of all aspects of the company

Mechanisms for realising sustainability goals including roles of key stakeholders

Members of the Executive Leadership Team (ELT) are responsible for ensuring that our
Sustainability Policy is understood and implemented at every level of the organisation

Roles of key stakeholders

Key stakeholders
Sustainability Board
Roles
 The Sustainability Board meets bi-annually to review the formal
report from the Sustainability Leadership team on the overall
performance of the FANZ Sustainability strategy
 The Board reviews performance against targets, performance in
BSBSUS501

accordance to our Environmental Management Systems,

sustainability risks and opportunities
Sustainability Leadership  Review the report tabled by the HAS on progress of the specific
Team sustainability projects undertaken by the HAS, with the support
of employees in their area of business
 Provide advice and guidance on the overall direction of the
sustainability strategy in Fujitsu Australia and New Zealand
FANZ Sustainability Team  Development and regular review of the Sustainability Strategy
in line with the businesses critical outcomes
 Measurement of and reporting against agreed targets
 Execution of the sustainability programme of work and regular
review against performance and direction
Business Management  Provide Business Unit support in relation to meeting agreed
System Manager sustainability organisational objectives
Environmental  Ensuring a robust and stable EMS is rolled out to the greater
Management System FANZ community, resulting in an ISO 14001 certification-ready
Working Group EMS
 Review and input into the wider Sustainability programme of
work to ensure alignment to the EMS and prevention of
program or procedural duplication
 Evaluation and review of EMS non-conformities
 Review of corrective or preventative action plans developed by
relevant activity owners
Business Unit Manager  Ensure all employees are attentive to the policies that guide our
environmentally sustainable business operation and market
presentation
 Responsible for reporting progress clearly to drive company
awareness
BSBSUS501

Factors that drive company’s sustainability strategy

Through individual and collective action, continuously strive to safeguard the natural
environment for future generations. In conjunction with its rigorous Environmental
Management System, a number of Global Sustainability Policies underpin Fujitsu’s
Australian and New Zealand operations
 Help customers and society reduce the environmental impact of their business
activities and improve environmental efficiency with advanced technologies, ICT
products and solutions.
 Proactively promote environmentally conscious business activities to help the
environment and economy coexist harmoniously.
 Strive to reduce the environmental impact of our ICT products and solutions
throughout their entire lifecycle.
 Seek to reduce risks to human health and the environment from the use of chemical
substances and waste.
 Encourage our employees to work on global environmental conservation such as
tackling climate change and preservation of biodiversity through their business and
civic activities to be role models in society.

Link to other policies

Driving the Fujitsu Group’s Environment Policy is its recognition that global environmental
protection is a vital and very valid business issue. Its Group Environment Policy does more
than simply comply with all environmental regulations required of its business operations.
Fujitsu pursues additional environmental protection activities to ensure it goes above and
beyond with its sustainability efforts. Company Group Environment Policy is underpinned by
seven principles and guidelines set forth in the FUJITSU Way, which help it to stay true to its
sustainability goals and visions. At its essence, this policy aims to leverage Fujitsu’s
technological expertise and creative talents to contribute to sustainable development
BSBSUS501

Part C
Sustainability Policy Growth-Point Property

A brief of the organisation and its business activities

Growthpoint Properties Australia is an ASX listed real estate investment trust, with a
mandate to invest in Australian property in the industrial, office and retail sectors. GOZ’s
objective is to provide investors with a tradeable security producing consistently growing
income returns and long-term capital appreciation

Why sustainability is important for the organisation

Growthpoint aspires be a positive contributor to the physical environments in which it
invests and operates in. To facilitate this, Growthpoint will seek to operate in an
environmentally friendly manner to sustainably increase its securityholder’s wealth

Specific business area/function where sustainable practices are critical

Our focus in 2018 will be to continue to reduce energy, water consumption and greenhouse
gas (GHG) emissions across the portfolio (setting new emission reduction target/base year),
refine current sustainability procurement practices, continual improvement in waste
management performance monitoring, and identification of renewable energy
opportunities

Key sustainability principles and/or philosophy

The Group does not operate a property development business and does not intend to take
on any significant development risk. It will likely continue to purchase properties to be
developed, fund construction of developments, or enter a joint venture where the Group
becomes the owner of the property on completion but only where material leases are in
place

Policy goals and objectives

 Act at all times in accordance with the highest possible ethical standards
 Be a sustainable business
 Provide investors with a tradeable security producing consistent returns
BSBSUS501

 Consider the needs of its stakeholders to the fullest extent as is practicable as part of
its decisions
 Ensure sustainability and stakeholder engagement are an integral part of its
operations

Scope of the policy

This policy outlines Growthpoint’s sustainability and stakeholder commitments and
describes how it aims to implement these commitments. This policy and its application are
at the sole discretion of Growthpoint. This policy does not impose any mandatory
requirements on Growthpoint nor provide any party with any rights (contractual or
otherwise) in relation to Growthpoint. Growthpoint may cancel or amend this policy at any
time without notice

Key stakeholders and their roles and responsibilities

Stakeholders Responsibility
Community  Providing volunteering opportunities for employees
 Encouraging and supporting employee involvement in
community groups, charities and events which promote
well-being including through offering workplace flexibility
to enable participation
Tenants  Providing attentive property management
Securityholders  Ensuring securityholders are able to ask questions via
email, phone and in person and receive, to the extent
practicable, fulsome and timely responses
 Making webcasts and/or recordings of general meetings
and results presentations available so that all
securityholders can view these at a time and location of
their choosing
Suppliers and Service  Ensuring contracts match Growthpoint’s Code of Conduct
and meet Growthpoint’s minimum standards including in
Providers
relation to diversity and environmental protection
Government and  Provide on-going training for officers and employees in
relation to legal and regulatory obligations
Authorities
 Developed policies and procedures to aid and promote
compliance
BSBSUS501

Relevant laws and standards

EEO
 Recruit new employees fairly - on the basis of merit - that is, the person who is the
best person for the role will get the role based on merit selection
 All employees will be provided with fair access to all workplace opportunities and
benefit
 To the extent practicable and having regard to privacy, resolve employee issues in a
fair, open and constructive way
 Offer competitive and fair rewards and promotions linked to performance

Equity and diversity principles

 Providing an environment where employees have ultimate job satisfaction while
understanding and enjoying their business role
 Develop and maintain a culture that respects employees as individuals and their
contribution to Growthpoint based on the merits of that contribution regardless of
their age, gender, experience, background or seniority
 Ensure all Growthpoint employees understand and uphold the Code of Conduct
Encourage all employees to undertake continuing professional development to
increase productivity and enhance understanding of Growthpoint and its business as
well as the economy and the property industry
 Continue to improve and maintain the diversity of employees at all levels of the
business

OHS implications
Growthpoint is committed to providing a healthy and safe working environment for all staff.

 Provide compliance induction for all new employees and contractors which includes
health and safety matters
 Providing regular basic first aid training for all employees and more advanced
training for those that request it
BSBSUS501

 Maintain a register of workplace injuries and regularly (not less than monthly)
monitor the register to consider if changes to policies and procedures should be
made
 Provide a free annual health check for all employees
 Promote a non-smoking culture
 Promote a culture of business conduct which is transparent, honest, ethical and free
of any kind of harassment or discrimination
 Take a zero tolerance approach to bribery and corruption
 Conduct an annual anonymous staff survey with the results considered by the
executive management team and the Board (or a sub-committee of the Board)
 Encourage employees to report any wrongdoing, inappropriate or illegal behaviour
internally or, where internal reporting is not appropriate, to an external
whistleblower service provider anonymously and without fear of reprisal Ensure
employees maintain a balance between work and personal life

Industry best practice

Fraser Property of Australia
SCA Property Group

Expected outcomes
 Publicly communicate Growthpoint’s sustainability and stakeholder engagement
commitments
 Enhance Growthpoint’s operations and decision-making processes
 Ensure Growthpoint regularly considers its stakeholders and keeps them informed
 Enhance Growthpoint’s reputation
 Improve relationships with its stakeholders and the community
BSBSUS501

Methods for implementation

 Regularly seek feedback from everyone affected by the policy regarding its
effectiveness
 Monitor the implementation, compliance, complaints and incidents in relation to this
policy
 Keep the policy up to date with current legislation, research, policy and best practice
 Revise the policy and procedures as part of the service’s policy review cycle, or as
required
BSBSUS501

Assessment Task 2
Raising awareness among stakeholders
Purpose
This policy applies to all activities of the Employee, Investment community, government,
regulators, investment partners, joint ventures, and suppliers, energy industry, customers,
local communities, and non-government organisation and any other members of ASD
Energy Corporation

Strategies for minimising resource use

Change process or technology: this may be done to make the process more efficient, use
less raw materials and energy, and produce less waste and pollution. Examples include
installation of pollution control technology (eg air scrubbers), installation of water saving
devices, replacing the need for chemical solvents by using mechanical cleaning devices

Extended producer responsibility: is a relatively new concept which gives effect to the
environmental objective that producers of goods should be ultimately responsible for their
disposal. This then provides a clear incentive to minimise unnecessary packaging waste and
to design and develop more durable products with components that can be cost-effectively
repaired and which may be easier to recycle

Waste avoidance and resource recovery: the goal of proper waste management is to avoid
waste generation (and thus conserve resources), and to dispose of any waste which cannot
be avoided, reused or recycled in an environmentally responsible way. Waste management
is constantly evolving as new technologies, practices, strategies, public perception and
legislative requirements continue to develop

Strategies for reducing toxic material and hazardous chemical use

A number of ASD’s operations have a material environmental footprint and have the
potential to interact with, and impact, various aspects of the environment. The community
has a keen interest in ensuring that ASD, along with other businesses operating in the
community, is held to high standards of accountability for the impact of business operations
on the environment. ASD is a responsible environmental caretaker, and we are committed
BSBSUS501

to achieving excellence in environmental management and performance. ASD works to

create a culture where environmental principles are front of mind and part of everyday
business; and which promotes excellent environmental performance, continuous
improvement and the ongoing reduction of environmental risks

Benefits of employing life cycle management approaches

Benefits for Industries: By integrating the life cycle perspective in overall management and
bringing product and process development in a more sustainable direction, the organisation
can harvest the benefits of environmental, occupational health and safety, risk and quality
management, as well as developing and applying cleaner process and product options

Benefits for Government: Governmental initiatives will not only secure and strengthen the
position of the industrial and service sectors in regional and global markets, but also ensure
overall environmental benefits to society (balanced with economic and social aspects)

Benefits for Consumers: Life cycle approaches will help point consumption in a more
sustainable direction by offering better information for purchasing, transport systems,
energy sources, to guide consumers

Communication plan for involving all stakeholders in the implementation process

Employees: There are several programs designed for empowering employee, such as ASD
Engagement survey, which is undertaken annually and provides employees with the
opportunity to give feedback about the organisation. There is also biannually employee
roadshows to present financial results, operational highlights and strategic priorities.

Investment community: The Annual General Meeting (AGM) provides shareholders with the
opportunity to review financial results and to vote on a range of issues. The AGM also
provides the opportunity for shareholders to ask questions of ASD’s Directors and senior
executives concerning performance and strategy.

Government: ASD has regular dialogue with relevant Federal, State and Local governments
in relation to a range of project specific and policy issues – including meetings, policy
BSBSUS501

submissions (both directly and via industry associations), attendance at events and the
provision of briefings.

Regulators: ASD engages with New South Wales, Victorian, Queensland and South
Australian energy regulatory bodies and national bodies such as the Australian Energy
Regulator, Australian Energy Market Operator and the Australian Energy Market
Commission, including direct engagement and activities undertaken as part of industry
associations

Investment partners, joint ventures and suppliers: The mechanisms for engagement with
investment partners, joint ventures and suppliers vary, but can include meetings and
correspondence, as well as more formal arrangements such as representation on the
Corporate Board

Energy industry: During previous financial year, ASD participated in the Business Council of
Australia, the Australian Financial Markets Association, the Energy Retailers Association of
Australia, the Australian Industry Group and the Clean Energy Council. ASD is also a member
of the Energy Supply Association of Australia (ESAA) and is a signatory to the ESAA
Sustainable Practice Framework

Customers: The ASD Customer Council meets on a quarterly basis and is briefed on a wide
range of matters that affect ASD customers and the communities in which ASD operates.
Other feedback mechanisms available to customers include an online information request
facility and social media such as Twitter and Facebook.

Local communities: Community Consultative Committees (CCCs) are in place for a number of
upstream gas projects, including the Camden Gas Project, the Hunter Gas Project, the
Gloucester Gas Project and the Newcastle Gas Storage Facility. Each CCC is chaired by an
independent chairperson and includes local council appointed representatives, local
residents, local environment groups and ASD representatives
BSBSUS501

Non-government organisations (NGOs): ASD has an established Climate Change Council

which meets regularly to enable discussion and constructive dialogue on a range of issues
relating to climate change and carbon policy. Areas of interest include government policy
and program implementation, public areas of concern and international policy processes.
Attendees include representatives from ASD and NGOs such as WWF-Australia, Australian
Conservation Foundation, The Climate Institute and Greenpeace

Procedures for implementing policy initiatives (a brief procedure for each policy initiative)
Climate change policies and electricity market design
A long-term, sustainable and credible climate change policy framework has become a pre-
condition for investment commitment with respect to electricity supply infrastructure. The
heightened policy uncertainty arising from frequently changing policy settings leads to, at a
minimum, additional risk premiums being applied to projects, which manifest as higher than
efficient electricity prices. Policy settings aimed at encouraging lower emissions generation
must be transformational rather than additional, and be accompanied by complementary
policies designed to create a more sustainable wholesale market that facilitates new
investment in an economically optimal generation mix

Gas supply security and planning regimes

This is of particular importance in NSW, given its reliance upon gas imported from other
states. Confirming the Australian Energy Market Operator’s findings that NSW may
experience peak demand gas shortages in 2018, ASD’s research has demonstrated that NSW
may face supply shortages from 2016 unless new gas supply options are developed. The
fundamental barrier to bringing on new gas reserves is restrictive government policy. If the
coal seam gas industry is permitted to safely develop proven gas resources in NSW, then it is
likely there will be enough natural gas in NSW to supply current levels of consumption for
many decades. Accordingly, it is important that governments take a long-term approach to
policy setting, and make changes only on the basis of verifiable, scientific or other evidence-
based information that justifies the change. It is also vital that governments set a clear and
achievable CSG framework which facilitates safe and orderly development to continue in
order to satisfy east-coast gas demand
BSBSUS501
BSBSUS501

Retail tariff reform to drive economic efficiency

Current electricity charging structures are not truly cost-reflective, and lead to some
customers paying a greater proportion of network costs than their electricity usage requires,
while other customers pay less. This has been exacerbated by the inability of current
charging structures to appropriately respond to changes in electricity consumption and
transformations in technology (such as residential take-up of solar panels).
It is necessary to revisit the policy settings behind existing tariff structures, to allow tariffs to
optimise network utilisation and drive economic efficiencies and restore fairness and
distributional equity. Future tariff reform should include: removal of retail price caps;
appropriate safeguards to protect customers facing financial hardship; and more cost-
reflective network tariffs. This should be coupled with a contestable roll-out of digital
meters, and ensuring that a level playing field exists between retail energy service providers

Measures or benchmark indicators to identify the outcomes achieved (e.g. how will we
know if a particular goal has been achieved)
As part of ASD’s community empowerment, Community Consultative Committees to
support renewable energy source, such as 53 Megawatt Solar Plant in Regional NSW. To
support ASD’s delivery of the projects, The Australian Renewable Energy Agency (ARENA)
has provided $300 million in funding and the NSW Government has provided $60 million.
On an annual basis, the projects will produce approximately 800,000 megawatt hours of
electricity once operational, which will be sufficient to meet the needs of over 90,000
average NSW homes. ASD will develop, own, and manage the project. First Solar will provide
ASD Energy Corporation with engineering, procurement and construction (EPC) services and
will also maintain the plant for five years after commercial operation starts. The electricity
produced by the project will be sold under a power purchase agreement to ASD Hydro
Partnership, a wholly owned subsidiary of ASD. Construction of the Solar Plant started in
mid July 2014 and is expected to be completed by the end of November 2015

Key responsibilities
Employees: to be competitive, ASD needs a culture where employees are safe accountable,
recognised and rewarded. The key issues for ASD employees include: workplace safety;
BSBSUS501

career development and training; appropriate remuneration and recognition; personal

wellbeing; and a fair, equitable and inclusive workplace. Employee engagement surveys
show that company reputation and corporate responsibility are important issues for ASD
employees.

Investment community: In addition to market disclosure obligations, we engage with the

investment community about the non-financial risks and opportunities that may influence
the company’s performance and growth in the longer term.
Government: ASD’s business is affected by the policy decisions and other announcements
governments of all levels. Governments have a responsibility to ensure the accessibility of
essential services, such as energy, along with the development of energy infrastructure in
accordance with their own policy principles. These principles can include consideration of
climate change impacts and sustainability. Federal, State and Local governments are
concerned with a wide range of issues including: the development of energy infrastructure;
climate change and renewable energy policies; coal seam gas; energy prices; and reliability
of energy supply

Regulators: Regulators are responsible for price regulation and monitoring compliance
against jurisdictional and national energy regulations, as well as environmental regulation.
Regulatory decisions can have a significant impact on ASD’s business. The key issues for
regulators include: reliability; affordability of energy supply; efficient investment in utility
infrastructure; compliance against consumer protections and other parts of the regulatory
framework; compliance against environmental licencing and other requirements.

Investment partners, joint ventures and suppliers: ASD has a range of investments in
upstream electricity generation and gas production, as well as retail operations. ASD has
business relationships with investment partners and suppliers.

Energy industry: ASD plays an active role in leading industry support for renewable and
greenhouse initiatives as well as developing energy supplies within the Australian energy
industry. The business impacts of energy policy are a primary concern for the Australian
energy industry.
BSBSUS501

Customers: To maintain and improve market share within Australia’s highly competitive
energy market, it is essential that ASD responds to customer feedback and constantly seeks
to improve the level of customer service provided. ASD endeavours to work collaboratively
with governments and the community sector to support customers who are experiencing
difficulty accessing and affording essential services such as energy. Customers are
concerned with the cost of energy; improving energy efficiency in their homes and
businesses; the quality of ASD’s customer service; billing (for example, timeliness and
accuracy); and the impact, perceived or real, of government policies, such as the repeal of
the carbon tax.

Local communities: Effective engagement with the community on development projects is

vital to ASD’s long-term success. Only by engaging with the community at every stage of the
development process with transparency, accountability, and regular communication is ASD
able to deliver and operate projects with the respect and support of the community. The
key issues for local communities include the environmental, social and economic impacts of
developments and infrastructure.

Non-government organisations (NGOs): ASD engages with NGOs to understand the causes
that they represent and to find constructive ways to work together to deliver mutually
beneficial outcomes. NGOs represent a range of community interests, including social
welfare and environmental conservation

Processes to collect and analyse feedback once the policy has been implemented
 Establish the links with monitoring the state of the environment and the monitoring
of resource consents, compliance and complaints
 Consider summarising the approach in a monitoring strategy
 Be systematic and apply a consistent approach
 Ensure key issues, outcomes, processes, impacts and implementation are monitored 
 Develop indicators to assess the means and ends of the plan, and how effective
implementation of policies and methods
BSBSUS501

 Develop partnerships as appropriate and consider the use of a regional monitoring

forum to share ideas
Plan for continuous improvement using Deming’s PDCA cycle
Plan
During the plan phase of the cycle, an energy officer and an energy team should be
appointed, and the organisation needs to formulate the energy policy in form of a written
statement, which contains the intent and direction of energy policy. This energy policy
should be clearly communicated within the organisation. The energy team driving this
continuous improvement cycle is the connection between management and employees. In
this phase, the organisation has to identify the significant energy uses and prioritize the
opportunities for energy performance improvement.

Do
The stated objectives and processes are now introduced and implemented. Top
management assures that resources are made available and responsibilities determined.
Plant staff and other participants must be aware and capable of carrying out their energy
management responsibilities. The realisation of the energy management system starts.

Check
An energy management system requires a process for compliance and valuation of energy
related objectives. An internal audit can help to verify that the energy management system
is functioning properly and generating the planned results. The processes are monitored
with regard to legal and other requirements (customer requirements, internal policies) as
well as to the goals of the organisation’s energy management program. The results are
documented and reported to top management.

Act
Top management prepares a written valuation based on the internal audit. This document is
called the management review. The results will be evaluated on their performance level. If
necessary, corrective or preventive actions can be initiated. Energy-relevant processes are
optimised, and new strategic goals are derived
BSBSUS501