Legislative and Regulatory Documents for Tiny Opera Company

Sustainability achievement has emerged as an important organisational goal for even small companies. The aim of the assignment is to study this achievement of sustainability through the lenses of a small theatre company named Tiny Opera Company in Australia.

Tiny Opera Company was a start-up entertainment business operating in New South Wales, Australia. The company introduced the concept of theatres in the region which could be enjoyed at affordable prices by the middle class customers. The company is seeking to comply with all legislative and regulatory laws to achieve sustainability by operating in more environment friendly ways (reneweconomy.com.au 2018). The case study does not give clear idea about the legislative and regulatory documents except a statement showing income and expenditure of the company. The income and expenditure statement of the company shows that the firm is operating successfully which means that it has acquired all legislative and regulatory documents. The documents consist of vital documents like trading licenses and contracts laws which the entertainment company must follow while entering into contracts for shows. It must also follow the Competition and Consumer Act 2010 and offer entertainment services to consumers ethically (business.gov.au 2018). The firm must abide by laws pertaining vital business areas like taxation, accounting, workplace health and safety and sustainability.

The following are the best business models theatres and performance spaces use:

The theatres and entertainment firms following this model primarily aim to attract large numbers of audience. They also use promotional tactics like discounts to boost sale of tickets. These companies usually arrange expensive shows of bands and big theatre groups where revenue generation is one the most important aims to hold the shows (Mowforth and Munt 2015).

This business model which most of the big event management companies follow consist of nine blocks. The first block consists of business partners consisting of writers, art councils, schools and colleges and providers of venture capital. The key activities consist of production of plays and operas, holding educational projects and social services (environment.gov.au 2018).  The value proposition section of the business model consists of developing world class theatres for the visitors and giving opportunities to artists to showcase their talents. The customer relationship block consists of building strong relationship with customers by providing high quality entertainment services (Childers et al. 2015). The customer segment block of the live theatre business model consists of local and national theatre goers, art councils, students and families. The key resources of the business model consist of staffs, theatre and office premises and intellectual property rights pertaining to their original compositions. The business channel block consists of production cost, maintenance cost, staffing costs, marketing expenses and governance cost. The revenue block of the live theatre model consists of trading, donations from trusts, income from selling tickets and charges taken form theatre group to hold plays (Wood et al. 2014).

Business Models for Theatres and Performance Spaces

The following are the three options for the sustainability policies which Tiny Opera Company can use in its premises:

The use of digital tickets is a very effective method the theatre company can use to gain sustainability. This would be effective because it would allow the theatre company to reduce its consumption of paper, thus benefitting the environment. Adoption of this digital ticket model would require a period of six months as the company would require installing software and ticketing system capable of processing online orders of shows and tickets. The cost of implementation of the digital ticket policy would require huge initial expenditure because it would require the theatre company to upgrade its booking system (Waas et al. 2014).

Tiny Opera Company should become energy efficient in order to achieve sustainability of operations. Tiny Opera can install solar energy generation system and waste-to-energy plant to meet a part of its own energy consumption. This sustainability measures would be effective in making the firm energy efficient and reduce a part of its energy expenditure. Installation of solar system and waste-to-energy plant would be time consuming and require six months. The cost of implementation of this strategy in the initial level would be high but would become less as the plants would start generating energy and saving the firm’s expenditure costs (Jia et al. 2015).

Tiny Opera can use eco-friendly materials to decorate stages before shows which would be effective in reducing the amount of harmful chemicals which the company releases into the environment. The time frame which implementation of eco-friendly material would require is a month which is less compared to the other two options. Moreover the switching over to eco-friendly ways of stage arrangement would attract less cost compared to the previous options (van den Eynde, Fisher and Sonn 2015).

The business manager would be consulted on the policy options discussed above to decide on the preferred options. A comparison between the three sustainable strategies to be adopted shows that the second option of becoming energy efficient is the most effective option. This is because though installing solar energy system and waste-to-energy plants are expensive in the initial phase. However, in the long run this would enable the firm to reduce its energy expenditure (Hussain, Khan and Al-Aomar 2016). Thus, gaining energy efficiency would help Tiny Opera in becoming financially and environmentally sustainable.

The scope of sustainable policy of Tiny Opera should apply to both cost considerations and environment considerations. The firm should aim to become energy efficient by achieving relevant standards like reducing wastage of energy and as a result, reduce the cost to procuring energy from third party companies (ApanaviÄÂienÄ— et al. 2015). The sustainability policies should meet all the legislations in power within Australia, particularly NSW.

Strategies for Sustainability Policies

The Tiny Opera is committed to follow its sustainable policies to reduce its energy emission into the environment as a result of its operations. The company is also committed to save energy costs and become energy efficient (Abdel-Shafy and Mansour 2016).

The areas of sustainability on which Tiny Opera should focus are:

1. Energy efficiency
2. Cost effectiveness,
3. Compliance with environmental laws of Australia, particularly the ones in force in NSW
4. Economical use of raw materials.

Barriers to sustainability	Strategies to address them
1. Shortage of money	Channelizing more revenue towards adoption of sustainability
2. Scarcity of technology	The firm should acquire new technology like solar energy systems and recycling plants to tackle this problem.

The process to develop sustainable policies consists of channelizing more resources towards attaining sustainability.

The sustainability project officer should draft sustainable policies and gain approval of the apex management.

The sustainability policy would be updated according to the agreements made after consulting the business manager.

The sustainable policies and the best practice sustainable should contain legislations pertaining to the environment in Australia like the Environment Protection and Biodiversity Conservation Act 1999 (environment.gov.au 2018). Moreover, the industrial ministry of Australia too requires business organisations including theatre companies gain legitimate licenses to operate in the market. The theatre company also needs to comply to the Fair Work Act 2009 (legislation.gov.au 2018)

Tiny Opera Company can develop its sustainable policies to reflect its commitment to achieve sustainability by adopting sustainable methods of operation. This adoption of sustainability policies should take place under direct supervision of the apex management (ApanaviÄÂienÄ— et al. 2015).

The opera should adopt strategies like marketing its sustainability policies on the digital and print media. It should also make use of social media to promote its sustainable policies (Hosenuzzaman et al. 2015).

Tiny Opera Company should train its employees to act in sustainable ways. This would enable the company to attain sustainability more effectively due to growing employee support.

The opera should market its sustainability policies among its customers, suppliers and all other stakeholder groups. This would help the company to strengthen its sustainability adoption (Jia et al. 2015).

As pointed out, the opera should promote its sustainability policies to gain stakeholder support. This would strengthen its sustainability achievements and methods of operations (Abdel-Shafy and Mansour 2016).

Conclusion:

It can be concluded from the above discussion that obtaining sustainability is very crucial. However, formation of sustainability policies should have apex management and stakeholders’ encouragement. These two factors are very in ensuring successful achievement of sustainability. Tiny Opera can also enter into open innovation to gain higher levels of sustainability.

References:

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Childers, D.L., Cadenasso, M.L., Grove, J.M., Marshall, V., McGrath, B. and Pickett, S.T., 2015. An ecology for cities: A transformational nexus of design and ecology to advance climate change resilience and urban sustainability. Sustainability, 7(4), pp.3774-3791.

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Department of the Environment and Energy. 2018. Department of the Environment and Energy. [online] Available at: https://www.environment.gov.au/resource/local-government-and-australian-environment-law [Accessed 6 Feb. 2018].

Fair trading laws. 2018. Business.gov.au. Retrieved 6 February 2018, from https://www.business.gov.au/info/run/fair-trading/fair-trading-laws

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Wood, R., Stadler, K., Bulavskaya, T., Lutter, S., Giljum, S., de Koning, A., Kuenen, J., Schütz, H., Acosta-Fernández, J., Usubiaga, A. and Simas, M., 2014. Global sustainability accounting—Developing EXIOBASE for multi-regional footprint analysis. Sustainability, 7(1), pp.138-163.