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Dip Logistics Module 1 Workplace Simulation

Diploma of Logistics

Module 1 Workplace Simulation

Submission Instructions:Key steps that must be followed:

1. Please complete the Declaration of Authenticity at the bottom of this page.

2. Once you have completed all parts of the assessment and saved it (e.g. to your

desktop computer), login to the Monarch Learning Management System (LMS) to

submit your assessment.

3. In the LMS, click on the file “Submit Diploma of Logistics Module 1 Workplace

Simulation” in the Module 1 section of your course and upload your assessment

file/s by following the prompts.

4. Please be sure to click “Continue” after clicking “submit”. This ensures your

assessor receives notification – very important!

Declaration of Understanding and Authenticity *

I have read and understood the assessment instructions provided to me in the Learning Management System.

I certify that the attached material is my original work. No other person’s work has been used without due acknowledgement. I understand that the work submitted may be reproduced and/or communicated for the purpose of detecting plagiarism.

Student Name*:

Date: * I understand that by typing my name or inserting a digital signature into this box that I agree and am bound by the above student declaration.

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Important assessment information Aims of this assessment

This simulated workplace assessment activity is conducted to the standard expected in

the workplace in order to demonstrate consistent performance of typical activities

experienced in the logistics profession.

This assessment focusses on a real life scenarios where organisations were faced with

challenges in logistics and supply chain management. You have to thoroughly read and

understand the case studies and answer the questions that follow the case studies. The

Key areas of focus include logistics and supply chain management. You are required to

provide responses to the questions by simulating that you are the manager responsible

for identifying and implementing solutions to the problems faced.

Marking and feedback

This assignment contains 4 assessment activities containing specific instructions.

This particular assessment forms part of your overall assessment for the following

units of competency:

TLIL5055 – Manage a supply chain

BSBRSK501 – Manage Risk

TLIU0001 – Develop workplace policy and procedures for

environmental sustainability

TLIU5006 – Conduct environmental audits

Grading for this assessment will be deemed “competent” or “not-yet-competent” in

line with specified educational standards under the Australian Qualifications

Framework.

What does “competent” mean?

These answers contain relevant and accurate information in response to the

question/s with limited serious errors in fact or application. If incorrect information is

contained in an answer, it must be fundamentally outweighed by the accurate

information provided. This will be assessed against a marking guide provided to

assessors for their determination.

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What does “not-yet-competent” mean?

This occurs when an assessment does not meet the marking guide standards provided

to assessors. These answers either do not address the question specifically, or are

wrong from a legislative perspective, or are incorrectly applied. Answers that omit to

provide a response to any significant issue (where multiple issues must be addressed in

a question) may also be deemed not-yet-competent. Answers that have faulty

reasoning, a poor standard of expression or include plagiarism may also be deemed

not-yet-competent. Please note, additional information regarding Monarch’s

plagiarism policy is contained in the Student Information Guide which can be found

here: http://www.monarch.edu.au/student-info/

What happens if you are deemed not-yet-competent?

In the event you do not achieve competency by your assessor on this assessment, you

will be given one more opportunity to re-submit the assessment after consultation

with your Trainer/ Assessor. You will know your assessment is deemed ‘not-yet-

competent’ if your grade book in the Monarch LMS says “NYC” after you have received

an email from your assessor advising your assessment has been graded.

Important: It is your responsibility to ensure your assessment resubmission addresses

all areas deemed unsatisfactory by your assessor. Please note, if you are still

unsuccessful in meeting competency after resubmitting your assessment, you will be

required to repeat those units.

In the event that you have concerns about the assessment decision then you can refer

to our Complaints & Appeals process also contained within the Student Information

Guide.

Expectations from your assessor when answering different types of assessment

questions

Knowledge based questions:

A knowledge based question requires you to clearly identify and cover the key subject

matter areas raised in the question in full as part of the response.

Skill based questions:

Where you are asked to write as though you were the manager, your answers must

show your ability to:

understand the problem and address the situation

take responsibility for your actions

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display a professional response

explain ideas clearly and simply

Good luck

Finally, good luck with your learning and assessments and remember your trainers are

here to assist you

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Assessment ActivityWorkplace Simulation 1

Sabah Furniture

Activity instructions to candidates

This is an open book assessment activity. You are required to read this assessment and answer all 4 questions that follow. Please type your answers in the spaces provided. Please ensure you have read “Important assessment information” at the front of this

assessment Estimated time for completion of this assessment activity: 3-4 hours

Sabah Furniture exporting challenges MalaysiaBased on case developed by Ranjeet Singh in Oakden and Leonaite text.

Background

Sabah Furniture (SF) is a large long-established furniture manufacturer based in Sabah, East Malaysia located at an industrial estate of the capital city Kota Kinabalu. SF produces high quality outdoor furniture for export. The wood is sourced from plantations not native forests. The challenges that face SF are similar to those encountered by other island and remote communities in the Asia Pacific region when developing sustainable industries.

SF exports to the UK, Japan, Germany and Sweden, but sales have declined by more than 9% over the period from 2008 to 2015 whilst the exports of furniture from competitor countries such as Vietnam have increased. SF has been approached by a major international retailer to substantially increase sales through producing a private label for the retailer. If the venture goes ahead sales volume for SF will double. To help fund the expansion required in SF the international retailer will pay for each order in full against the shipping documents. This means that SF will receive payment almost immediately the furniture is finished in the factory. However, to be assured of continuing an uninterrupted supply the retailer requires a guarantee of delivery in full, on time and without errors in documentation; SF will be charged substantial penalties for non-compliance. The penalties are such that they could have a significant impact on the profitability of the contract with the international retailer.

Before accepting this offer the family shareholders and management of Sabah Furniture have engaged you as a logistic and supply chain consultant to identify the supply chain challenges the company will face in meeting the retailer’s requirements and to recommend action to reduce the risks. The CEO asks you to prepare a short report that the company should take to improve the supply chain and mitigate the risks that would trigger penalties.

You have identified the following situation in the export process for SF.

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The factory makes to a customer order. This means that when a customer orders outdoor furniture, the process of making the furniture begins. Timber for production is taken from SF’s inventory of seasoned wood. Other materials required for the manufacturing process are sourced from 3 suppliers in West Malaysia and these are shipped to the factory in Kota Kinabalu on a CIF basis. This means that all costs, insurance and transport charges to Sapangar Bay, Kota Kinabalu are paid by the suppliers in West Malaysia. Sapangar Bay is the port for Kota Kinabalu and SF pays for the transport from the port to their factory in an industrial estate near Sapangar Bay. The manufacturing process is then completed at the factory in Kota Kinabulu and the finished goods despatched for export on a free on board basis (FOB) from Port Klang or Port of Tanjong Pelepas (PTP), both in West Malaysia. This means that Sabah Furniture pays for the transport from the factory to Sapangar Bay by road and then the shipping costs from the port at Sapangar Bay to either the ports of Klang or PTP.

Sabah Furniture is entirely dependent on the shipping agent to arrange despatch from their factory in Kota Kinabalu. The shipping agent provides a shipping schedule and the required 20 or 40 foot shipping containers are ordered. There is a delay of two or three days for the delivery of a shipping container to the factory as there is no pool of empty containers. The containers are stuffed and sealed before they are hauled to nearby Sapangar Bay for shipment either to Port Klang or PTP. The journey by ship from KK to one of the international ports in West Malaysia is 7 days. Direct export to Europe or ports in Asia are not available from Kota Kinabalu. The feeder shipping service between KK in Sabah to ports in West Malaysia is reliant on Malaysian registered ships due to Malaysian Government shipping rules. It takes between one and two months to reach Europe from West Malaysia depending on the shipping line. A delay in shipment time contributes to higher inventory holding costs and the estimated value of furniture in a 40- foot container is about RM $70,000 or in terms of Australian dollars $25,000. The term RM stands for Malaysian Ringgit and the Ringgit is the Malaysian currency.

The earlier part of the timber supply chain is buying timber against forecasts of orders for furniture. Due to the potential scarcity of timber supplies SF maintains a higher than normal raw material inventory compared with competitor companies in West Malaysia that use more readily available rubber tree wood.

The company purchases timber from a single saw mill supplier on a free on board basis (FOB) which means SF pays the shipping costs from Port Klang or PTP to KK. To maintain raw material supply SF maintains a deposit of RM 50,000 (about AUS $27,000) in favour of the saw miller. Inbound transport averages about RM 100 per tonne (about AUS $34 per tonne) to the furniture factory. The wood is then treated and seasoned at the factory in KK in a process which takes 2 months. SF has its own drying kilns that are flexible in use and enable high quality standards to be maintained.

After doing further research on Sabah you find out that it is one of the poorest states in Malaysia with insufficient trained local labour. There is a reliance on foreign contract labour. Roads in Sabah are generally in a poor condition and transport costs are higher in Sabah than West Malaysia. Prices for many goods imported from West Malaysia are 20% to 30% higher in East Malaysia (Sabah and Sarawak) than in West Malaysia.

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Instructions:

Prepare no more than a one-thousand-word report to the CEO (about two or three typed pages, double spaced) which addresses the four questions. Include a recommendation of whether to accept the contract with the international retailer. Justify your recommendations.

In order to develop a report to the CEO of SF answer the following questions.

1. Develop a process map for Sabah Furniture exports

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2. How could the supply chain be realigned to develop more value for SF?

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3. What are the risks that may occur in the supply chain to meet the potential international retailer’s requirements?

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4. How could SF change its logistics processes to successfully deliver the contract for the international retailer.

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Environmental sustainability


This is an open book assessment activity. You are required to read this assessment and answer all questions that follow. Please type your answers in the spaces provided. Please ensure you have read “Important assessment information” at the front of this


Background

A policy is a statement of intent about how to achieve an organisation’s objectives. It is based on underlying values and behaviours that are usually expressed in a vision statement. Organisations can include private businesses, public companies, governments, government departments and non-profit institutions.

Exploring the home page of any organisation will reveal its policies and vision statement.

For this activity, you are required to read the 2012 McDonalds Corporate Responsibility and Sustainability Report (CRSR). This is provided for you as a PDF in the LMS: [https://mcdonalds.com.au/sites/mcdonalds.com.au/files/MCD_CRS_Complete.pdf]. You should also refer to the NSW Department of Environment and Conservation Compliance Handbook” also provided as a PDF in the LMS.

The NSW Department of Environment and Conservation Compliance Handbook [http://www.environment.nsw.gov.au/resources/licensing/cahandbook0613.pdf] is important because it summarises the Australian and New Zealand standards for guidelines on quality and / or environmental management systems auditing.

McDonald’s Australia Limited Australian Packaging Covenant Action Plan 2013 to 2015 is a fantastic resource to help with your responses too: https://mcdonalds.com.au/sites/mcdonalds.com.au/files/action_plan_2013_to_2015_final.pdf

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https://mcdonalds.com.au/sites/mcdonalds.com.au/files/action_plan_2013_to_2015_final.pdf

http://www.environment.nsw.gov.au/resources/licensing/cahandbook0613.pdf

https://mcdonalds.com.au/sites/mcdonalds.com.au/files/MCD_CRS_Complete.pdf


Required

1. Reading section 4 of the McDonalds CRSR document and list 3 specific actions McDonalds are taking to ensure a sustainable supply chain.

2. What are the 3 main areas McDonalds identify in their “Vision Statement”.

3. Chris is a new employee at McDonald’s. In your role, you are required to train new employees with information about McDonalds’ policies. Chris asks you “What does McDonalds do to ensure environmental responsibility?” How would you answer Chris’ question (hint: describe how environmental responsibility fits into McDonald’s vision [Section 4 & 5 of McDonalds CRSR document].

4. On page 28 of the CRSR, McDonalds refer to the Sustainability footprint assessment tool. Briefly explain how McDonalds use this tool.

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5. Section 5 of the CRSR discusses the 5 pillars of McDonald’s sustainability framework. List these 5 pillars. Of the 5 pillars, which two are McDonald’s most focused on and why?

6. McDonalds achieved Australia’s first ‘GreenStar’ restaurant status in 2011. On page 37, there is a list of 9 categories that the Green building council of Australia used to assess sustainability. Which of the 9 categories, are related to logistics? Explain why you think the categories you selected relate to logistics.

7. Stakeholder engagement is a critical step in the development of a company’s Corporate Social Responsibility (CSR) agenda. Outlined below is a non-exhaustive list of McDonald’s stakeholders: Customers Franchisees Suppliers Employees Government Departments Local Councils Animal Welfare Organisations Health and Nutrition Bodies

a. On the following Stakeholder Engagement Matrix, identify where each of these groups of stakeholders sit in the development of McDonald’s CSR agenda.

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Stakeholder Prioritisation Matrix

b. Based on where you have assigned these stakeholders, which group(s) would you be actively communicating with? What formats or style of communication would you suggest and why (i.e. email, face to face meetings, phone calls)?

8. Explain, with reference to a specific example, how McDonald’s commitment to environmental sustainability is reflected in its vision? Pg. 26

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Interest of Stakeholder

Importance of

Keep satisfied

Manage Closely

Keep Informed

Monitor

Low

Low

High

High


9. Briefly describe 2 examples of how McDonald’s is minimising resource use in its restaurant operations as part of its environmental sustainability policy? What is McDonald’s doing to harness renewable energy in its operations? Use the following resource for guidance: https://mcdonalds.com.au/learn/responsibility/maccas-and-the-environment

Most sustainability policies are not written by a single individual in an organisation, but rather developed from the ideas of a number of different stakeholders. Ideas will be collected and then evaluated against a set of key criteria to establish whether or not they should be included in the organisations policy. The following factors are examples of key criteria which need to be considered:

Likely effectiveness – How probable is it that the idea will work? The detail needs to be mapped out to understand the real, tangible benefits of implantation.

Timeframes – speed to implementation is a very important consideration. For example, a great goal might be to have a carbon neutral transport fleet through implantation of carbon offsets. Although the payoff is huge, the reality is this can take years to achieve. Smaller, quick wins such as implanting more LED light systems are quick to install and have faster ROI.

Budget – It is very important to ensure the amount of money required to implement a strategy is linked to the probable effectiveness. In other words, if a large investment is required to implement a strategy that is only going to marginally improve the businesses position, it is unlikely that the idea should be considered. However, if a small investment is required to implement a strategy that is only going to significantly improve the businesses position, the idea should be highly considered.

Imagine you are an area manager at McDonald’s and have been tasked with helping find energy efficiency opportunities for the four stores under your management within the businesses environmental sustainability policy.

You have identified an opportunity to implement energy efficient LED lighting, into external restaurant signing, by uninstalling the standard 240V fluorescent lamps, currently being used.

10. Calculate the LED Power Savings in the first year assuming the following information:-16 tubes to be replaced with fluorescent lights, -Average usage hours is 12 hours a day for a calendar year -Cost of power is 0.23Kw/h

Use the following calculator: https://www.planetled.com.au/led-savings-calculator

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https://www.planetled.com.au/led-savings-calculator

https://mcdonalds.com.au/learn/responsibility/maccas-and-the-environment

Dip Logistics Module 1 Workplace Simulation 43 16


11. To ensure the delivery of environmental sustainability initiatives at McDonalds, the business uses cross functional teams to help with implementation.

a. List out these groups of stakeholders?

b. McDonald’s sustainability initiatives sit under the business’ overarching sustainability framework which has 5 distinct pillars. Imagine you are one of the stakeholder groups you selected above. Now, choose one of these pillars and describe (1 paragraph) how you would influence policy development for one of these initiatives [refer to CRSR document].

You have been given a key role in supply chain operations to help drive improvements to Restaurant Operations relating to environmental sustainability (2nd pillar). You have been tasked with improving a local restaurants waste management strategy. The following resource will be useful for answering this question. http://www.ashfield.nsw.gov.au/files/planning_and_devlopment/draft_plans_and_exhibitions/waste_management.pdf

After a planning session, a list of actions were developed (described in the table below).

c. Assign stakeholder responsibility and performance targets to each of the actions listed by completing the table below.

Stakeholder groups include:

- Environment team- Marketing team- Store Manager- Construction team

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http://www.ashfield.nsw.gov.au/files/planning_and_devlopment/draft_plans_and_exhibitions/waste_management.pdf

http://www.ashfield.nsw.gov.au/files/planning_and_devlopment/draft_plans_and_exhibitions/waste_management.pdf


Action #

Action Item Description Stakeholder group responsibility (E.g. environment, marketing, store, construction)

1 Develop corporate litter program, with messages, logo, branding etc.

2 Store to recycle carton board, used office paper and used cooking oil

3 Conduct twice daily litter patrols of the site’s carpark

4 Install a litter trap to capture litter in stormwater pits.

5 Install rubbish bins throughout the carpark to the satisfaction of Council.

6 Implement a plastics recycling system for behind counter plastic.

d. Select one of the action items and describe what kind of performance target/initiative you would set to be able to measure implementation and compliance to this action item.

The team includes senior staff from multiple areas of the business including restaurant design and construction, supply chain, operations, marketing, legal, IT, finance and more. The team also comprises franchisee representatives from each state. The team meets regularly and is responsible for the progress of sustainability efforts.

e. As part of this process, what else can McDonalds do to ensure the implementation of environmental sustainability policies is agreed? Describe how training employees in policies and procedures can help in achieving this. Use the following resource to help you write your response: http://www.healthandsafetyhandbook.com.au/step-by-step-how-to-implement-effective-policies-and-procedures/

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http://www.healthandsafetyhandbook.com.au/step-by-step-how-to-implement-effective-policies-and-procedures/

http://www.healthandsafetyhandbook.com.au/step-by-step-how-to-implement-effective-policies-and-procedures/


12. At McDonald’s, the health and safety of their people is of paramount importance. Describe the four strategic continuous improvement initiatives McDonald’s has adopted as part of their Workplace Safety & Industry Management policy. What kind of emergency and personal protective equipment might be required in a McDonald’s warehouse?

13. Describe how you would maintain document control in a large organisation like McDonalds? What controls could you put in place to ensure documents are easy to find, not able to be tampered with and relevant stakeholders have quick access?

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Shire of Northern Risk Management Plan




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This workplace simulation requires you to imagine you are the Logistics Manager for the Shire of Northern. The Shire of Northern is holding an Australia Day Celebration event in the local park. You are required to populate the Risk Management Plan below.

Definitions to keep in mind:

Risk – The chance of something happening that will have an impact on objectives.

Risk Assessment – The overall process of risk identification, risk analysis and risk evaluation.

Risk Management – The culture, processes and structures that are directed towards

realising potential opportunities whilst managing adverse effects.

Risk Reduction – Actions taken to reduce the likelihood, negative consequences or both,

associated with a risk.

Risk Treatment – The process of selection and implementation of measures to modify risk.

Risk Acceptance – The acknowledgement that there is a risk and of the consequences that

may result.

1. The objective of the event is:

2. The background of the event is:

An overview of the event should be provided here. The overview should create an image in the readers mind and set the scene for the rest of the document. You could include the background, the details of any activities, the location and layout, permits required.

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3. The Stakeholders in the Risk Management Plan

At this point detail all agencies, organisations and businesses who are involved in preparing and providing input into the Risk Management Plan. Indicate who would be involved in the consultation process).

Risk Identification

The following table of risks is not exhaustive, but can be used as a prompt for this workplace simulation.

Table 1 – Categories and risk identificationCategory Risk

People Hazardous Materials

Disorderly unruly behaviour Chemical Hazards Public Accessing non-public areas of event Pyrotechnics/Fireworks Misuse of amusements and rides Fuels (I.e. petrol, LPG, Diesel) Drugs and/or alcohol affected persons Criminal Activity

Technical Management Overcrowding Inadequate site management Terrorism/ Bomb Threat Communications failure / power failure Lost Children Water hazard Toilet failure Unregistered food vendors

Hazards Unsafe temporary structures Electric cables Extreme weather Uneven ground Electrocution Fire Lightening

Occupational Health & Safety Traffic congestion Food poisoning Collisions

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Disease Outbreak Emergency Services access Excessive Noise Levels

Vehicular Temporary fencing Disabled parking Lack of parking spaces

Waste Inadequate toilets Insufficient rubbish bins Needles/Syringes Smoking site clean up

Accessibility Inadequate toilet facilities Difficulty touring through event site Inadequate seating

Assessing Potential Risks

Once the risks have been identified (see table above) they are evaluated on a two (2) dimensional matrix using a qualitative rating of the likelihood of the event occurring and the scale of the possible consequences. When risks have been identified they are analysed by combining the consequences and likelihood to produce a level of risk. This form of evaluation provides a good graphical representation of how serious the risk is or where it lies within a group of risks. The risk analysis provides information critical to determining what risks need to be treated and what risks are accepted.

Table 2 - Likelihood of Risk occurring

Level Descriptor

A Almost Certain

B Likely

C Moderate

D Unlikely

E Rare

F Never

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Table 3 - Consequence of Risk occurring:

Level Descriptor Description

1 Insignificant No injuries

Low financial loss

2 Minor First Aid treatment

Medium financial loss

Release immediately contained

3 Moderate Medical treatment required

High financial loss

On site release contained with outside assistance

4 Major Extensive injuries

Major financial loss

Off-site release with no detrimental effects

5 Catastrophic Death

Huge financial loss

Toxic release off site

Table 4 Heat Map – Likelihood and Consequence combined

Likelihood Consequences

1 2 3 4 5

A S S H H H

B M S S H H

C L M S H H

D L L M S H

E L L M S S

Legend:

H – High risk; detailed research and management planning required at senior levels

S – Significant risk; senior management attention needed

M – Moderate risk; management responsibility must be specified

L – Low risk; manage by routine procedures

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4. Risk Register: Populate the risk register below with 6 risks for the Australia Day event below using tables 2, 3 and 4 above to help you.

Category Risk – what and how it can happen

Consequence Likelihood

(Almost certain, likely, moderate, unlikely, rare, never)

Existing Controls Consequence Rating

1 – high risk

2 – medium risk

3 - low risk

Likelihood Rating

Level of Risk

(Determine this from the Heat Map)

Eg. Hazards Eg. Marquee Collapse Eg. Event evacuation, news coverage, legal action, injury to people, financial loss

Eg. Unlikely Eg. Employed a hire company to install marquee. Structural engineer employed checking sites.

Eg. 3 Eg. D Eg. Moderate

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The Environmental Audit




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Louise Dogwhisperer was the newly appointed logistics manager for M Mart a national chain of automotive spare parts. The company had grown slowly over 15 years under the guidance of its owner Morgan Freehall. Morgan had hired Louise because she had a Diploma of Logistics from Monarch and had impressed him in his interview 3 weeks ago. Louise had a solid knowledge of the issues of sustainability plus she had been a warehouse supervisor in her previous job. She also seemed to know about Victoria’s Environmental Protection Act because of her studies in the Diploma.

Morgan had brought a large area of vacant land in Sunshine, a suburb of Melbourne (top down image of the plot of land on the next page). The land was next to the standard gauge rail line to Sydney. It was close to the city and had been vacant for as long as Morgan could remember. There were some planning issues but at the land auction no one had bid and Morgan negotiated what he thought was a bargain; $2.5 million for 10 hectares right next to the main line to Sydney. It was the perfect location for M Mart’s new national distribution centre. He asked Louise to prepare a project plan to build a warehouse on the site. Morgan knew he had to get some planning approvals from the council before he could hire engineers and a construction company. He felt confident that Louise was could get the council approvals.

Louise was delighted initially with this exciting project and decided to visit the site of the new warehouse. She parked the company Audi that she had been given on joining the company and walked into the vacant block. It was a beautiful spring day and the block was filled with wild flowers, moths and butterflies were plentiful. She even saw some small lizards darting among the rubble. As she walked further into the block she notice what seemed like building rubble which had been dumped illegally. This would have to be cleared up. She made a note to ask Morgan to fence the block so that people could not dump waste materials on the block. As she walked further into the block she thought she had seen some asbestos sheeting lying broken in the rubble. Having done an occupational health and safety in her previous job she knew that this was a definite hazard that had to be carefully managed before any construction could begin.

Louise returned to her office at M Mart and pulled out a dog eared version of the Environmental Protection Act. She had marked up some sections that were relevant to environmental audits and began reading the pieces that she had marked out.

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She began reading the Environmental Protection Act 1970 below URL: http://www.legislation.vic.gov.au/Domino/Web_Notes/LDMS/LTObject_Store/LTObjSt2.nsf/DDE300B846EED9C7CA257616000A3571/70F8CBBD4D999BCCCA257761001F2EDA/$FILE/70-8056a161.pdf

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http://www.legislation.vic.gov.au/Domino/Web_Notes/LDMS/LTObject_Store/LTObjSt2.nsf/DDE300B846EED9C7CA257616000A3571/70F8CBBD4D999BCCCA257761001F2EDA/$FILE/70-8056a161.pdf




After having read the highlighted sections to refresh her memory she thought that it would be best to engage an environmental auditor to give her some idea of the conditions of the land. Louise decided to call her friend Doug Anglebart who is an environmental ecologist with a degree in Environmental Engineering from Melbourne University.

Louise showed Doug some of the photos that she took at the site:

Image 1: Striped legless Lizard

Image 2: Golden Sun-moth

Image 3: Spiny Rice Flower

Image 4: Asbestos rubble

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Doug inspected the photos that Louise took and told her that the site has endangered flora and fauna. Image 1 looked like a striped legless lizard, image 2 a golden sun moth, image 3 the spiny rice flower plant and image 4 was highly likely to be building rubble containing asbestos. Doug said that the first 3 images were definitely endangered species, as listed by the Commonwealth government, and therefore protected. Doug also said that the Environmental Protection Agency (EPA) should be engaged to conduct a site assessment to ascertain the risks attached to the asbestos located on the property.

1. Discuss what Louise’s next steps should be? Is an environmental audit required? Should Louise engage Doug for his services? Discuss your reasoning.

2. When should Louise organise for Doug to do an environmental audit of the site? Who does she need to get permission from and what assessment methods need to be taken into consideration?

Louise engaged Doug to complete an ecological assessment of the site. The results of the assessment are described below.

The sections in yellow in the image below mark out the areas with native endangered vegetation.

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This assessment was undertaken to identify and characterise the vegetation on-site, determine the presence (or likelihood thereof) of any significant flora and fauna species and/or ecological communities and address any implications under Commonwealth and State environmental legislation. Detailed site assessments were undertaken over three days, by qualified botanists and zoologists, under the guidance of Mr Doug Anglebart on the 11th, 15th and 26th of March 2017 to obtain information on flora and fauna values within the study area.

A habitat hectare assessment was undertaken in conjunction with the flora and fauna survey. Vegetation within the study area was assessed according to the habitat hectare methodology, which is described in the Vegetation Quality Assessment Manual, including the Spiny Rice Flower, Striped

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Legless Lizard and Golden Sun Moth. 0.4 Hectares of native vegetation are proposed to be removed including the removal of native fauna.

Doug suggested that it would be appropriate to set aside a small area of the site that contained native flora and fauna as an ecological sanctuary. It would be possible to incorporate such an area as part of the overall development plan for the site.

Two factors – extent risk and location risk – are used to determine the risk associated with an application for a permit to remove native vegetation. The location risk (A, B or C) has been determined for all areas in Victoria). Determination of risk-based pathway is summarised in the table below.

3. In order to develop the land, Morgan needs a planning approval to remove the native vegetation. The land is classified as class A when you run it through the DELWP’s Native Vegetation Information Management (NVIM) Tool. Native vegetation can only be removed if it constitutes a “low risk.” Low risk is defined if the native vegetation contributes to less than 10% of the total land and classified as low risk in the risk based pathway assessment. Further, an equivalent offset must be found with an offset amount (risk adjusted biodiversity score) of less than 1.5. Will the land Morgan has acquired pass these requirements for removal of native vegetation? Please show calculations where necessary.

Louise discussed the findings of the ecological report with Morgan Freehall. Morgan asked Louise to prepare a report on the results of the ecological survey, so that he could take the report to the Sunshine council, to obtain a planning permit to begin construction of a distribution centre on a part of Morgan’s land.

4. What documentation should Louise prepare in order to provide the necessary information for the planning permit?

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5. Which stakeholders does Louise need to provide a copy of her report to?

Morgan Freehall received planning approval to construct a distribution centre on his site by the Sunshine council. Morgan contacted Planet Constructions to begin the process of designing and constructing the new distribution centre. Julie Bell is the Project Manager for Planet Constructions and Julie prepared the following project schedule of construction events for discussion with Morgan Freehall.

1 Survey site

2 Locate sensitive flora and fauna

3 Section off a zone to protect sensitive flora and fauna

4 Identify footprint of the distribution centre (DC)

5 Design DC

6 Design road network system

7 Design corridors for services (gas, water, electricity)

8 Clear land for preparation of erection of DC

9 Commence earthworks

10 Install services

11 Place foundations

12 Erect distribution centre

13 Landscape site

14 Walk through inspection

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15 Site commissioning

Morgan looked over the proposed schedule and was concerned about the location of the flora and fauna sanctuary. She was also worried about the fact that construction workers were not particularly sensitive to flora and fauna. Morgan asked Louise if she could begin working with Julie to identify which stages of the construction schedule needed to be carefully monitored. Julie also wondered about the large building rubble on the site and how that was to be safely discarded considering Doug had confirmed her suspicion of asbestos.

6. Pick 2 of the 15 work activities which would require close supervision to ensure compliance with the establishment of a flora and fauna sanctuary at the site?

Louise did a site inspection with Julie from Planet Constructions on the first day of earthworks began. Louise and Julie were amazed that one of the workers was picking up sheets of asbestos and throwing them onto the back of a BW truck. The Planet Construction worker was wearing thongs and shorts and a singlet. There was no protective gear and dust was clearly visible. Julie and Louise hurridly retreated to the site office to meet with Weasley Watercooler, the Site Engineer overseeing the construction.

7. What non-compliance did Louise and Julie observe? What recommendations could be made to ensure these non-compliances are rectified and do not occur again? How could Louise and Julie leverage technology to audit compliance on a daily basis?

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8. Who else should be made aware of the non-compliance issues?

9. What process should be adopted to safely remove asbestos from the construction site? Utilise resources from the Work Health and Safety Guidelines, Occupational Health and Safety Act and/or Australian Dangerous Goods Code. Please seek out online resources to help you answer this question.

10. What initiatives could the project team adopt to minimise their impact on the environment and the flora and fauna, during construction and when the site is fully operational?

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