oak flats bowling recreation club - draft gri report 2015 ... report with cover.pdf2 1. strategy and...
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Oak Flats Bowling & Recreation Club
Sustainability Report 2015‐16
July 2015 – June 2016
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1. Strategy and Analysis
The principal activities of Oak Flats Bowling & Recreation Club are provided for the benefit of its members. The Club has a strategic focus centred on People, Planet and Profit, a charter to reduce the ecological footprint of the Club, meet community and social expectations and to ensure the financial viability of the asset. Oak Flats Bowling & Recreation Club is committed to the long term sustainability and longevity of the asset and brand. With reference to these areas the Club will focus to:
Commit to the betterment and wellbeing of our staff, our members and our community (our People);
Commit to real and meaningful initiatives to reduce our environmental footprint to zero (our Planet);
Ensure the long term commitment to the financial sustainability and viability of our Club (our Profit).
Our mission is to create an environment that ensures our people are happy, our environment is healthy and unaffected by our presence and our Club is financially secure. Long term, the Club aims at continued application of the Principles of Good Corporate Governance; and to maintain relevance for the long term sustainability of the Club in our Community. To achieve the above objectives, Oak Flats Bowling & Recreation Club employs three key strategies. Firstly, through the education of the Board and Management on the Principles of Good Corporate Governance and the implementation of strategies derived from these principles. Secondly, by investing in educating key personnel and the Board to ensure the Board is exercising their duties in a responsible and ethical manner and in the best interests of the Club as a whole. Lastly, by maintaining and nurturing a Club culture focused on the Club’s customers, staff and community. As a good corporate citizen, Oak Flats Bowling & Recreation Club is proud to provide alcohol products and gaming entertainment to adults in a responsible manner with strategies focused on zero tolerance and harm minimisation for our community. The benefits of our presence include sponsorship to local sporting teams and clubs, considerable employment of local citizens, and the substantial purchase of supplies at a local, state and national level. This contributes to the economic prosperity of our community and in turn provides essential social fabric for our community, creating a social hub for residents. As a Club it is also important to understand the nature of our business and the environmental and social ties that are inherent in our business operations. At Oak Flats Bowling & Recreation Club we recognise that some of our products and services have the potential to cause harm if it is abused or misused. Consequently we believe it is our social and corporate responsibility to mitigate the impact of our social and physical environment by implementing long term goals which aim at reducing potential harm and provide long term positive outcomes for our community.
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As a member owned asset, Oak Flats Bowling & Recreation Club is influenced by the needs and priorities of its community whose expectations call for the Club be a good corporate citizen. Society’s concern about the potential impact of by‐products associated with clubs led to the development of the Club’s goal to become more socially and environmentally sustainable. Oak Flats Bowling and Recreation Club have the strategic focus of People, Planet and Profit, a charter to reduce the ecological footprint of the Club, meet community expectations and to effectively increase the bottom line in the process. 2. Organisational Profile Oak Flats Bowling and Recreation Club is a not for profit medium‐sized Club located on the corner of David Avenue and Kingston Street, Oak Flats, in the Illawarra region of New South Wales. The Club’s facilities include 130 gaming machines, a 200 seat brassiere, 70 seat café and pizza bar, 2 function rooms, 3 bowling greens and access to numerous sporting opportunities. The Club boasts 10,232 members and approximately 265,000 visitors per annum. Oak Flats Bowling and Recreation Club is a community club and focal point in the village of Oak Flats for recreational and sporting facilities. The Club’s commitment to its community covers a wide variety of activities including sporting, educational and charitable organisations. The principal activity of the organisation during the financial year was that of a licensed bowling and recreational Club in accordance with its objectives and for the benefit of its members. In addition, Oak Flats Bowling and Recreation Club own and operate the Illawarra Yacht Club. The Illawarra Yacht Club is located on 1 Northcliffe Drive, Warrawong, in the Illawarra region of New South Wales. The Club’s facilities include 96 gaming machines, a 424 seat brassiere, 600 person function room and access to numerous sporting opportunities. The Club boasts 7,379 members and approximately 285,000 visitors per annum. As of 30 June 2016, the Club employed 100 people across both venues. Oak Flats Bowling & Recreation Club is registered as a non‐for‐profit Club and incorporated under the Corporations Act 2001. Pursuant to the requirements under the Registered Clubs Act, registered clubs are non‐for‐profit, such that all profits generated are reinvested back into club facilities, community development projects, charity and sporting organisations. The Board are the custodians of the Club and are responsible for the decision making process and the affairs of the Club and its property. Profits generated by Oak Flats Bowling & Recreation Club are managed by the Board of Directors.
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The Club endeavours to provide a leadership role within the Club Industry, engaging with staff, local business and the community to fulfil sustainability initiatives that align with the Club’s vision and goals. The Club demonstrates continual improvement and has set the standard for industry best practise, exceeding the scope of normal Club operations and going beyond what would be considered the standard charter for a small to medium sized business. Oak Flats Bowling & Recreation Club does not currently belong to joint ventures, nor does it operate any companies or subsidiaries. The Club does own three properties at 9, 11 and 13 Devonshire Crescent in Oak Flats; however it does not have operational control over these properties as they are leased out to private tenants. As per the 2015‐16 Annual Report & Financial accounts, the net revenues for the 2015‐16 reporting period were $13,625,284.
3. Report Parameters
Report Profile This Sustainability Report is the Club’s integrated annual sustainability report and has adopted the Global Reporting Initiative framework for its development. The 2015‐16 report has been prepared in accordance with the requirements of the G4 ‘in accordance’ – Core framework. The report encompasses the 2015‐16 financial, social and environmental performance of the Club. While modes of engagement with the Clubs various stakeholder groups differ, the adoption of the GRI Reporting Framework has been in the interests of delivering a common point of annual sustainability reporting that is comparable to previous annual reports, and indeed other organisations reporting under GRI. The Club’s Sustainability Team is primarily responsible for preparation of the annual Sustainability Report. Subsequent reports will include formal consultation with stakeholders, to improve the flow of sustainability information, and ensure a platform for effective communication regarding the report and its contents. In relation to the 2015‐16 sustainability report, Anissa Taylor is the designated contact within the Club. The Club has not sought external assurance for the report however the Club intends to attain external assurance during the 2016‐17 reporting period. Report Scope and Boundary The establishment of a reporting boundary for the Club’s Sustainability Report has been determined by identifying and rationalising assets and processes for which the Club has operational control. Assets owned by the Club that reside beyond the scope and control of daily operational processes have been excluded from this report. Most notably they include the following assets:
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Residential House – 9 Devonshire Crescent, Oak Flats Residential House – 11 Devonshire Crescent, Oak Flats Residential House – 13 Devonshire Crescent, Oak Flats
All the economic, environmental and social outcomes of the 2015‐16 reporting year refer to Oak Flats Bowling & Recreation Club and the Illawarra Yacht Club as a combined entity, unless otherwise stated. Sustainability reporting however must recognise that an organisation’s economic, environmental, and social impacts occur as a result of, and are linked to, activities involving a complex network of entities in its value chain. 4. Governance, Commitments and Engagement The Board of Directors The Board of Directors is the highest governing body within the organisation and comprised of eight Directors: Kevin Grainger, George Cowling, John Noble, Leanne Smith, Don Ryman, Phil Buckley, Peter Mead and Jessie Pill. Matt OHara, the Club’s Chief Executive Officer also attends meetings, however has no voting rights for Board related functions. Two of the eight Directors hold an official position within the Board. These positions include:
1x Chairman 1 x Vice Chairman
The Board of Oak Flats Bowling & Recreation Club is one Board for the purpose of the governance of the Club. There are no executive members of the Board as this is not permitted under the Registered Clubs Act and the Clubs Constitution. Figure 1 shows a breakdown of the Board by gender. All members of the Board of Directors are above the age of 50, except for one. No members of the Board are known to belong to a minority group such as disabled persons, religious minorities or low income persons, however one Director has an indiginous cultural background. Pursuant to the Registered Clubs Act and the Clubs Constitution, 7 Board members must be elected from a database of members of the Men’s and Women’s Bowls Club. One Board Member, Jessie Pill is appointed by the Board under the Registered Clubs Act and as such is considered to be an independent Director.
25%
75%
Figure 1: Board of Directors by Gender
Women
Men
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The Board chose to appoint a Director in the interests of good succession planning and to fulfil a gap in the financial skills of the current Board. The Board advertised for suitably qualified persons and were particularly interested in applicants that would address the gender and age bias of the Board. Board Committees There are six Committees operated by the Board:
Audit Risk and Finance Committee Sustainability Committee Disciplinary Committee Corporate Governance Committee Bowls Committee Illawarra Yacht Club Advisory Committee
Audit Risk and Finance Committee
Director John Noble is the Chairman of this Committee. CEO Matt O’Hara is a member of this Committee also. The principal role of the Audit Risk & Finance Committee is that of review, oversight and monitoring of the activities of Oak Flats Bowling & Recreation Club. The Audit Risk & Finance Committee ensures the recommendations of the ASX principles of Good Corporate Governance, as adopted for Oak Flats Bowling & Recreation Club, are observed and practised by management. Sustainability Committee
Director Phil Buckley is the Chairman of the Sustainability Committee. The principal role of the Sustainability Committee is that of review, oversight and monitoring of the sustainability activities of Oak Flats Bowling & Recreation Club. The overarching strategy of the Sustainability Committee is to encourage staff, members and the community to become environmental champions through the development of value based initiatives and training specific to sustainability objectives of the Club. Disciplinary Committee
Director George Cowling is the Chairman of the Disciplinary Committee. The Board has an obligation to afford members the right to natural justice whilst at the same time ensuring the standards of behaviour required are upheld and the provisions of the Responsible Service of Alcohol (RSA) are enforced. The Disciplinary Committee makes determinations and issues penalties on behalf of the Board on all disciplinary matters. Corporate Governance Committee
Director Don Ryman is the Chairman of the Corporate Governance Committee. The role of the Corporate Governance Committee is to ensure the Board and Management are actively practicing the ASX Principles of Good Corporate Governance and ClubsNSW Corporate Governance Framework, and to report findings to Club members. This committee also considers Constitutional changes to the Club rules.
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Bowls Committee
Director Peter Mead is the Chairman of the Bowls Committee. The Bowls Committee is responsible for all Bowls matters in the Club including the Bowls Budget, the coordination and promotion of social events and tournaments, as well as Bowls membership and all communications. Illawarra Yacht Club Advisory Committee
Matt O’Hara and Kevin Grainger are members of this committee, which has been established to act as a key link with the Yacht Club members to ensure the Board is considerate of members needs at the Yacht Club. Other duties include the monitoring of Sub club groups, oversight of the Sailing activities, recommending to the Board approval of all sporting and community group grant funding, and new member applications.
Figure 2: Composition of the Board of Directors and its Committees
Kevin Grainger Chairman
Board of Directors
Audit Risk & Finance
Committee
Bowls Committee
Corporate Governance Committee
Disciplinary Committee
Sustainability Committee
IYC Advisory Committee
Don Ryman Vice
Chairman
Phil Buckley
John Noble
Jesse Pill
George Cowling
Peter Mead
Leanne Smith
Kevin Grainger
Phil Buckley
John Noble Chairman
Jesse Pill
John Noble
Peter Mead
Leanne Smith
Kevin Grainger
John Noble
Don Ryman Chairman
Leanne Smith Leanne Smith
George Cowling Chairman
Don Ryman
Peter Mead
Phil Buckley Chairman
Kevin Grainger
Leanne Smith
Peter Mead Chairman
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The Directors are the first port of call for members who wish to have an item addressed. Members may pass on an item to a Director, or to the Club for consideration at monthly Board meetings. This is included in monthly Board minutes under section 3.2 Correspondence. Members also have the right to put forward a resolution for consideration by the Board; the Board has the authority to either allow or deny the resolution to be put before the members for voting at a general meeting. Members also have legislative processes in place under the Corporations Act 2001. Many of these requirements are echoed in the Constitution of Oak Flats Bowling & Recreation Club. These include the right of members (at least 5% support required) to call additional meetings. Under the Clubs Constitution two quarterly meetings and one AGM are held each year. Members are required to submit questions they would like to ask at least 14 days prior to the meeting. There are many opportunities for management to discuss concerns with the CEO and to relay employee updates. Managers meet with the CEO bi‐monthly to discuss business, strategic planning, risks and other matters concerning the operations of the Club. Additionally, staff management meetings are held weekly to discuss safety and risk issues as well as other items. These meetings ensure that all key management staff are up to date and informed about the operations of the Club. Staff members themselves may address complaints or grievances to either the Operations Manager or to the CEO directly. There are formal policies on both Grievances and Communication to assist with these procedures. The Communications Policy outlines the procedures an employee may take should they wish to communicate information of either a personal/sensitive nature, or with regards to Club operations. The Grievance Policy outlines the mechanisms for employees to make complaints and the stages a complaint should move through the hierarchy. In addition to Board meetings, the CEO and Board remain informed through Committee meetings. During the 2015‐16 financial year, 34 meetings of Directors were held, including committees of Directors (as stated in the Annual Report). These provide for Directors and the CEO to remain informed on all operations of the Club. Club Secretary Matthew O’Hara has worked in the Club industry for 23 years, fourteen years of which have been with the Oak Flats Bowling and Recreation Club. Matthew O’Hara is the Clubs NSW State Councillor for the Illawarra Shoalhaven region and a member of the CMA (Club Managers Association). Matthew O’Hara also holds a Bachelor of Business in Club Management from Southern Cross University, an Executive Certificate in Event Management, an Executive Certificate in Corporate Governance and an Industry Diploma in Property Development. Matthew O’Hara is also CEO of the Club.
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Figure 4: Employee Type Distribution
Fulltime20%
Part Time62%
Casual18%
Figure 5: Employee Age Distribution
35%
16%
21%
19%
9%
18‐2930‐3940‐4950‐59>59
Staff Oak Flats Bowling & Recreation Club employed a total of 141 staff during the reporting period, 100 of which remained employed at the end of the reporting period. This is an increase of 7 staff (8%) to the staff base compared to the 2014‐15 reporting period. The breakdown of employees by employment type and gender is shown in Figure 3. All Senior Management within the organisation have been hired from the local community. On the 18th of December 2014 the Club entered into an Enterprise Agreement and transitioned all staff to the new agreement immediately. 2 staff members remain on an executive enterprise agreement.
2014‐15 Combined Male Female % Male % Female
Full Time 19 7 12 37 63
Part Time 57 12 45 21 79
Casual 17 9 8 53 47
Total 93 28 65 30 70
2015‐16 Combined Male Female % Male % Female
Full Time 17 8 9 47 53
Part Time 51 10 41 20 80
Casual 32 15 17 47 53
Total 100 33 67 33 67
Movement +7 +5 +2 +18% 3%
Figure 3: Employees by Employee Type and Gender
The turnover rate of staff across all three (3) employment types was 29%. Staff turnover was greatest amongst part‐time employees, contributing to 48% of the total turnover rate. The Club employs staff from a broad range of age groups, with the majority represented by the 18‐29 year age bracket. The distribution of staff age groups remained relatively unchanged from the previous reporting period.
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Organisational Structure The organisational structure of Oak Flats Bowling & Recreation Club, including the Illawarra Yacht Club, consists of the following core functional areas:
Honorarium (Directors) Gaming Executive Team Catering Management Beverage Greens Administration
Figure 6: Organisational Structure
Board of Directors (currently 8 honorarium)
Chief Executive Officer Executive Assistant Advisory Committee
Finance Executive
Manager of Operations OFBRC
HR Manager Green Keeper Venue Manager IYC
Junior Operations Manager
Head Chef IYC Marketing &
Comm. Relations Coordinator
Head Chef OFBRC
Administration Staff
Bowls Administration Supervisors IYC
Supervisors OFBRC
Operational staff: Gaming, greens, maintenance, catering, beverage, courtesy bus, bingo, reception
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0
500
1000
1500
2000
0‐17 18‐29 30‐39 40‐49 50‐59 60‐69 70‐79 80+
Males
Females
Members The Clubs combined 17,611 members, represent patronage from all age groups. As at June 2016 the Club’s largest age groups are shared evenly between the 50‐59 year‐olds and the 60‐69 years‐old age bracket (20% of total membership each); while it’s smallest membership is from the over 80 year olds age group (6% of total membership). Membership decreased by approximately 2% compared to the previous reporting period at both Oak Flats Bowling & Recreation Club and the Illawarra Yacht Club, a trend consistent with all age groups.
Figure 7: Member Age Bracket Distribution
Figure 8 indicates the residential location of members at Oak Flats Bowling & Recreation Club and Figure 9 depicts the residential location of members at the Illawarra Yacht Club. Member location data has been kept separate due to the geographical locations of each club.
Figure 8: Member Residential Distribution by Post Code (Oak Flats Bowling & Recreation Club)
0
500
1000
1500
2000
2500
3000
2529 2528 2527 2530 2533 2502
Males
Females
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Approximately 47% of the patronage of Oak Flats Bowing & Recreation Club is from the Oak Flats and Shellharbour area, with the combined surrounding suburbs (such as Lake Illawarra and Albion Park) also contributing approximately 46% of this total membership figure.
Figure 9: Member Residential Distribution by Post Code (Illawarra Yacht Club)
Almost 39% of the patronage of the Illawarra Yacht Club is from the Warrawong and Lake Heights area.
0
500
1000
1500
2000
2502 2506 2530 2528 2529 2527 2526 2505
Males
Females
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Community Oak Flats Bowling & Recreation Club is committed to supporting local community groups and businesses. The Board have adopted a community engagement charter which encompasses community donations and club grant commitments, within which is a commitment to donate 30% higher than required for Category 1 and 2 of the ClubGRANTS Program. This has been achieved as a result of the Club developing an additional category, referred to as Category 4, designed to encourage diversity in community support, and which specifically targets gambling / alcohol services, environmental sustainability and youth / school groups. Oak Flats Bowling & Recreation Club donated a total of $174,015 during the 2014‐15 Club Grants funding period, which was $45,887 (36%) above the Clubs statutory obligation. The Club is home to many community groups who use the facilities for their meetings free of charge, including having their meals subsidised. Local schools utilise the Club’s courtesy bus, for school excursions and sporting events. Both Clubs collectively contributed 2,979 hours of volunteer time in the last 12 months, towards Illawarra Yacht Club Sailing events, and initiatives such as participating in The Relay for Life, and the Greenacres M2M Challenge which saw 17 staff members participate and support the Oak Flats Bowling & Recreation Club team to be the events highest fundraising team with $12,357.29. Matt O’Hara was the second highest fundraiser, raising a massive $8,543.25 for Greenacres Disability Services.
Figure 10. Greenacres Mountain to Mountain Challenge 2016
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Stakeholder Engagement
The Club recognises an opportunity exists to raise awareness and educate staff, members and the community about the benefits of operating sustainably, and the Club has an obligation to lead by example. To this end, due diligence has been exercised in preparing this report to ensure that accuracy, transparency and accountability transpire and offer stakeholders a clear and concise overview of the Clubs operations. A diverse group of stakeholders have been identified as having a direct personal or financial interest in the Clubs operational status and may be summarised as follows.
Employees Members Guests Clubs and Industry governing bodies Community groups Sporting groups Environmental groups Schools Suppliers Local and State Government
Through the process of identifying these groups, the Club will be better placed to engage and seek input from its stakeholders in the future, and ultimately provide a broader and more accepting range of services. To date, the strategy of engaging staff and the club industry in sustainability has proven to have delivered the Club’s greatest successes. Coupled with regular education and training, the Club has experienced a cultural shift that sees staff operate in ‘waste minimisation’ mode and gain the confidence to offer ideas for continual improvement. Furthermore, they are ambassadors for sustainability within the community and wider Club industry. Sustainability engagement strategies within the organisation are driven by the Club’s ten‐member Sustainability Team, which is composed of staff members from across a broad range of functions. An Employee Performance Agreement has been established for senior staff, which sets out clear directives for addressing sustainability and is in turn reflective of the Clubs Staff Engagement Plan (SEAP). The Club has a number of programs focussing on staff engagement as part of the “Staff Wellness and Happiness Plan”, with an overarching focus on improving staff happiness and wellbeing within the workplace and their lives in general. These programs include:
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Leadership Matt O’Hara represented Oak Flats Bowling Club at the ClubsNSW conference to share the Club’s sustainability journey in the broader context of Corporate Social Responsibility (CSR). Matt is a strong advocate in supporting the Club industry to become more and more aware of our collective efforts to the communities in which we live and the contributions we make.
Figure 11. Matt O’Hara presenting at the ClubsNSW Conference 2016
Staff Recognition Program Staff are able to nominate each other for recognition of behaviours that go above and beyond the normal requirements of their role. Staff who are recognised receive a certificate signed by senior management, and go into a monthly draw to receive a meat tray / fruit platter and vouchers for the club. In 2015‐16, 318 nominations were received as part of the Staff Recognition Program Random Act of Kindness Program All staff are able to access the Random Act of Kindness Program – this program gives staff the opportunity to nominate someone that they know in the community who demonstrates values aligned with those of the club for a random act of kindness. People who are nominated for a random act of kindness are given vouchers for the club if appropriate, or they may receive another item / voucher to assist them. People can be nominated into 1 of 4 categories, including tough times, above and beyond, inspiration & courage and community service.
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Social Club Staff also have the opportunity to join a staff social club, whereby contributing $2 per week, staff are able to co‐contribute $25 per event for 4 events held across the year. In 2015‐16 events included:
Attendance at Jamberoo Action Park family day Attendance at T20 Big Bash League Movie & Cocktail event Movie Day at Gold Class Cinemas
Years of Service Program
The recognition of service program aims to recognise employee loyalty and commitment to the club, by rewarding employees who reach 10, 15 and 20 years of service to their club. Recipients of Recognition awards will receive both a gift to reward them for their dedication, and also a “Years of Service” pin to recognise their milestone. During the reporting period, 6 staff members were recognised for the Years of Service.
10 Years of Service – 4 staff members (1 Male / 3 Female) 15 Years of Service – 1 staff member (Female) 25 Years of Service – 1 staff member (Female)
Community Spirit – George Cowling, Finalist 2015 Daily Telegraph Pride of Australia Medal
George is a well respected and valued member of the Oak Flats community, volunteering for the Lysaghts Kids Christmas tree, coaching junior rugby league and cricket, serving on the Board of the Oak Flats Bowling and Recreation Club for 14 years and running a social bowls group called the ‘over 50s’ for the last 10 years. George was proudly nominated by Oak Flats Bowling and Recreation Club for the Daily Telegraph Pride of Australia Medal. Staff Volunteer opportunities In 2015‐16 staff have had the opportunity to participate in regular volunteering and charity events. These have included:
The Memory Walk and Jog for Alzheimer’s Relay for Life Vinnies CEO Sleepout Greenacres Mountain to Mountain Challenge National Tree Day
Figure 12: CEO Winter Sleep‐Out 2016
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The Club’s Community Engagement Plan details the key initiatives to be undertaken by the Board and Management to ensure the Clubs Community Orientated Values are demonstrated and communicated to the broader community. The pursuit of excellence in community engagement strategies is aimed at contributing to the overarching achievement of the Clubs vision and mission. The Community Engagement Plan seeks to achieve the following five goals:
1 Establish a policy framework and guidelines to administer the Clubs Community Engagement plan.
2 To promote the values of Oak Flats Bowling & Recreation Club to the wider community and increase awareness and understanding of the considerable contribution OFBRC makes to the social fabric of the region.
3 Establish links with Key Community Stakeholders with compatible Community values, capable of partnering with Oak Flats Bowling & Recreation to achieve the positive community outcomes.
4 Provide opportunities for diversified participation in the grants program and cross promotion with the Clubs Sustainability Plan and Staff Engagement Plan.
5 To measure the key areas of the community engagement program to determine the communities’ perception of the role Oak Flats Bowling & Recreation plays in the community.
The Clubs combined 17,611 members are engaged through a quarterly newsletter and the Club periodically engages the community through the media. The Club has built a solid reputation within the club industry as a leading practitioner of sustainability, allowing sustainability to gain traction within other Clubs and see the industry shift and transform towards a new paradigm of management. The Club highlights successes on its website encouraging other businesses to be proactive. In addition, the Club provides site tours to showcase what is possible through sustainable business management. The webpage has been designed to be interactive by openly inviting enquiries and site tours as well as encouraging feedback and ideas on how sustainability can continue to shape the future of the Club http://www.ofbrc.com.au/index.php/page/sustainability_initiatives Further learning, collaboration and knowledge share is taking place via the Club’s membership of the Illawarra Sustainable Clubs Alliance.
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Supply Chain The Club is proactive in engaging with its supply chain to encourage improved sustainability performance and to also ensure that the Club aligns with product and service providers with a similar regard for sustainability. In addition, sustainability is a key criterion in the Club’s contract tender review process, being utilised to weigh up the recommendation of future suppliers. The Clubs place a strong emphasis on buying local and using local suppliers. Of all purchases of goods and services, 61% was sourced within the Illawarra, 32% in Sydney and collectively 93% from within NSW. This is an increase up from 91% on the previous reporting period. Awards & Recognition George Cowling was recognized as a finalist for the Daily Telegraph Pride of Australia Medal.
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5. Performance Indicators
Economic Performance
Direct Economic Value Generated
Net Revenue $13,625,284
Economic Value Distributed
Operating Costs $6,714,227
Employee Benefits & Wages $4,283,985
Payments to Providers of Capital $182,173
Payments to Government: Tax / Excise / Levies $2,098,649
Donations $174,015
Economic Value Retained $242,235
Figure 13: Economic Value
Neither Club received any government assistance during the reporting period.
Environmental Performance Energy Consumption – Direct The total amount of gas consumed at Oak Flats Bowling Club was 1,049,020 (1,049GJ), a decrease of 2% on the previous reporting period. Collectively the Clubs consumed 2,556,248MJ (2,556GJ) of gas, an increase of 19%, though only a 10% increase if expressed per patron (4.6MJ / patron). Energy Consumption – Indirect The total amount of electricity consumed at Oak Flats Bowling Club was 1,001,667kWh (3,606GJ), an increase of 1% on the previous reporting period. Collectively the Clubs consumed 1,641,649kWh (5,909GJ) of electricity, a collective increase of 0.7%, though a 6% decrease if expressed per patron (3kWh / patron). Energy Savings A number of refrigeration and air conditioning plant were upgraded during the reporting period at the Illawarra Yacht Club, with a focus upon energy efficiency and removal of R22 refrigerant during the purchase of new plant.
70%
30%
Electricity
Gas
Figure 14: Gas vs. Electricity
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The Club did not generate nor purchase any renewable energy within the reporting period. Alternatively, the Club engaged a carbon emissions specialist to quantify and verify greenhouse gas emissions associated with the Clubs operations, so as to continue the Club’s Carbon Off‐Set Program for the fifth year running.
Water Consumption
The total amount of potable water consumed at Oak Flats Bowling Club during the reporting period was 3,660kL (3,660m³), an increase of 4% on the previous reporting year, a factor that may be attributed to the replacement of the synthetic bowling green in May 2015 with a traditional grass green. Collectively, the Clubs consumed 8,345kL (8,345m³) of water, an increase of 14% upon the previous reporting period, however only a 7% increase if expressed per patron (15L / patron)
Water Savings
Oak Flats Bowling & Recreation Club currently has 185,000L of rainwater harvesting capacity installed across seven strategically placed tanks. Water from these tanks are utilised for the irrigation of two bowling greens and landscaping, all toilet and urinal flushing requirements of the Club, as well as for the washing machines. An additional 412kL of water was consumed from captured rainwater tanks, constituting 10% of total water consumed on site.
Biodiversity
Oak Flats Bowling & Recreation Club is a committed supporter of National Tree Day. The Club donates their 20‐seat mini bus to transport volunteers and school students, and staff also volunteer and get involved on an annual basis to revegetate grassed areas within Blackbutt Forest Reserve.
Figure 15: Staff Volunteering for National Tree Planting Day
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Greenhouse Gas Emissions Oak Flats Bowling and Recreation Club continued its commitment to be certified carbon neutral through the process of calculating emissions, undertaking emissions reduction measures and subsequently offsetting remaining emissions. The reporting period represents the fifth consecutive year that the club has off‐set emissions. This commitment is being made voluntarily to reduce impacts of climate change, meet community expectations and demonstrate leadership.
In August 2012, the Club became the first club in Australia to be certified Carbon Neutral, under the National Carbon Offset Standard (NCOS), by Low Carbon Australia. As a result, the club joined an exclusive group of approximately 30 Australian businesses certified as Carbon Neutral, under the NCOS, including Qantas, ANZ Bank and GPT Group. Sustainable Business Consulting was again engaged to determine the organisational and operational boundary of Oak Flats Bowling & Recreation Club and the Illawarra Yacht Club and to calculate the inventory. This inventory has been prepared based on the Australian National Carbon Offset Standard (NCOS) and was developed in accordance with the general principles of:
The Greenhouse Gas Protocol, A Corporate Accounting and Reporting Standard developed by the World Business Council for Sustainable Development (GHG Protocol);
GHG Protocol: Corporate Value Chain (Scope 3) Accounting and Reporting Standard. The Clubs followed the operational control approach for consolidating GHG emissions throughout the organisation, as defined by the GHG Protocol. The boundary for the reporting of scope 1, 2 and 3 carbon emissions are the club facilities only. This covers the clubhouse and bowling greens located at 1 Kingston Street, Oak Flats and the Club venue and Yacht Shop at 1 Northcliffe Drive, Warrawong.
The operational boundary includes:
Transport emissions (plus upstream transport emissions) Stationary energy emissions (plus upstream emissions) Refrigerant loss (including both HFCs and CFCs) Electricity consumption (including upstream emissions) Scope 3 emissions from business travel, waste, paper and employee commuting
Excluded are emission sources deemed either to be outside of Oak Flats Bowling & Recreation Club’s and the Illawarra Yacht Club’s operational control, or being immaterial in comparison to the total footprint, including:
Residential properties Vehicle HFC leakage (immaterial) Courier services Embedded emissions in food and beverage purchases Business travel accommodation (immaterial)
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Scope Emission source OFBRC: t CO2‐e IYC:
t CO2‐e TOTAL: t CO2‐e
1 E10 and unleaded petrol for company vehicles & rescue boats 2.62 10.12 12.74
1 Diesel for courtesy buses and company vehicle 18.31 0.48 18.79
1 E10 and unleaded petrol for Greens equipment (stationary fuel) 0.92 0 0.92
1 LPG 0 0 0
1 Natural gas 54.06 77.67 131.73
1 Leakage of refrigerants 50.12 58.69 108.81
Subtotal Scope 1 126.02 146.96 272.99
2 Purchased electricity 841.40 537.59 1,378.99
Subtotal Scope 2 841.40 537.59 1,378.99
3 E10 and unleaded petrol extraction and transport 0.14 0.54 0.68
3 Diesel extraction and transport 0.93 0.02 0.95
3 E10 and unleaded petrol extraction and transport ‐ stationary 0.05 0 0.05
3 LPG extraction and transport 0 0 0
3 Natural gas extraction and transport 13.43 19.29 32.72
3 Electricity consumption for street lights at Illawarra Yacht Club 0 9.25 9.25
3 Extraction, transport, transmission & distribution losses for purchased electricity 120.20 76.80 197.00
3 Air travel 10.60 0 10.60
3 Waste going to landfill 42.13 57.78 99.91
3 Green waste 0.08 0 0.08
3 Purchased paper 0.90 0.01 0.91
3 Employees commuting 51.51 36.15 87.66
3 Purchased water 0.86 1.10 1.96
Subtotal Scope 3 240.83 200.95 441.77
Total carbon footprint in tonnes CO2‐e 1,208.24 885.49 2,093.74
Figure 16: Greenhouse Gas Emissions 2015‐16
Emissions factors for Scope 2 and 3 emissions have been derived from National Greenhouse Accounts Factors, dated August 2016. This publication incorporates the updated Global Warming Potentials (GWPs) adopted by the Parties to the UN Framework Convention on Climate Change and its Kyoto Protocol, and reflects GWP values contained in the Fourth Assessment Report of the Intergovernmental Panel on Climate Change (IPCC). The emission factor for water has been sourced from the National Performance Report for urban water utilities, the emission factor for paper has been sourced from EPA Victoria and the emission factor for air travel has been sourced from DEFRA, UK.
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Oak Flats Bowling & Recreation Club’s total carbon footprint has been calculated to be 1,208.24 tonnes CO2‐e, consisting of the Scope 1, Scope 2 and Scope 3 emissions outlined in figure 14, and represents a consistent generation to the 2012‐13 baseline GHG emissions reporting year. The total emissions for both Club’s total carbon footprint has been calculated to be 2,093.74 tonnes CO2‐e, consisting of the Scope 1, Scope 2 and Scope 3 emissions outlined in figure 14, and represents a 1% increase on the previous reporting period.
Oak Flats Bowling & Recreation Club is a member of the Carbon Trade Exchange and it is through this platform the Club purchases carbon credits which have received a high level of verification and accreditation. The current portfolio includes a mix of credits from a variety of projects including several from Australia, New Zealand, India and America. The Club purchased an additional 10% of carbon credits of all scope 3 emissions to allow for a margin of error in calculations.
All credits purchased are for the purpose of offsetting carbon produced in the 2015‐16 financial year. As such, the credits are retired shortly after purchase so that carbon neutrality can be claimed. Oak Flats Bowling and Recreation Club and the Illawarra Yacht Club did not report emissions under the National Greenhouse and Energy Reporting (NGER) Act as it is not a mandatory requirement. The Club has engaged its members in the carbon off‐set program by inviting the option of contributing an additional $1 upon their membership renewal fee, with the Club then contributing the balance of funds required for the purchase of off‐sets. During the reporting period, 95 Oak Flats Bowling & Recreation Club members and 123 Illawarra Yacht Club members took up the offer.
13%
66%
21%
Figure 17: Total Carbon Emissions by Scope
Scope 1Emissions
Scope 2Emissions
Scope 3Emissions
66%
9%
6%
5%
5% 5% 2%
Electricity
Extraction &Transport
Gaseous Fuels
Staff Commute
Solid Waste
Refrigerants
Transport Fuels
Figure 18: Carbon Emmissions by Source
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Waste Management The total amount of waste generated by Oak Flats Bowling & Recreation Club equated to approximately 501m³, noting that this volume assumes that all collection vessels were full at the time of collection and as such is considered a potential maximum. This equates to a total waste volume decrease of 7% on the previous reporting period however the diversion rate was maintained at 54%. It should however be noted that 100% of food waste at the Club is processed on site and hence the diversion rate can be considered as a minimum. The Club has a population of 15 chickens on site that consume a portion of food waste produced at the Club, while the remaining volume of food waste is collected via Council’s FoGo collection service. The total amount of waste generated by the Illawarra Yacht Club equated to approximately 763m³, noting that this volume assumes that all collection vessels were full at the time of collection and as such is considered a potential maximum. This equates to a total waste volume increase of 42% on the previous reporting period. The diversion rate however increased from 42% to 58% during the reporting period. Collectively the Club’s disposed of 550m³ of general mixed waste to landfill, an increase of 2%, despite a 42% increase in total waste at the Illawarra Yacht Club. Much of this increased waste diversion can be attributed to the Club’s participation in the NSW EPA Bin Trim Program. With regard to the Illawarra Yacht Club, the Pulp Master system was installed within the kitchen area to macerate and pump all food waste to a holding tank ready for collection and application to nitrify agricultural land. During the recent renovations of the Illawarra Yacht Club, waste materials generated by the works were sorted and recycled, the carpet tiles were re‐used, and bricks were sourced for re‐use in the construction of the café area. Environmental Protection Expenditure & Investments Coupled with dedication from the Board of Directors and Management team, the Club has established a number of investment and expenditure streams to support environmental protection, and which ultimately demonstrate the Clubs on‐going commitment to improved sustainability performance and the long term delivery of sustainability outcomes.
51%
28%
21%
General Waste
Cardboard
Recycling
Figure 19: Collective Waste Stream 2015‐16
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Furthermore, data on environmental performance measured against environmental mitigation and protection expenditures offers insights into how effectively the organisation is using resources to improve performance.
Area of Expenditure Expenditure
Waste disposal $32,872.41
Purchase and use of emissions certificates + $5,000.00
External services for environmental management $18,790.39
Staff training^ $41,755.16
Projects* $7,591.47
TOTAL $106,009.43
+ At the time of printing the credits purchase price for 2015‐16 was estimated ^ Expenditure within this sub‐category is for all areas of staff training, not just environmental protection and investment * The Projects sub‐category relates to capital expenditure
Figure 20: Environmental Protection and Investment Expenditure
The Club has engaged external consultants, including Rana Environmental, to maintain guidance and momentum towards added achievements in sustainability.
While the efforts of the Club to reduce resource consumption and waste generation, and more broadly to improve sustainability performance, are well recognised as leading the Club industry in NSW, efficiency indicators, such as consumption per patron, have yet to be formally benchmarked against other Clubs.
Social Performance
Employment Category
Basic Salary Ratio Male vs. Female Employment Type Ratio Male vs.
Female
Full Time 1.3:1 1:1.2
Part Time 1:1.1 1:3.3
Casual 1:1.3 1:1.2
Figure 21: Male vs. Female Basic Salary Ratio and Employment Type Ratio Comparison
In accordance with the National Employment Standards (NES), staff members who have been employed for more than 12 months are entitled to paid parental leave. During the reporting period, 4 staff commenced and 3 returned from paid parental leave. A total of $41,755.16 was invested into staff training during the reporting period, an increase of 4% on the previous reporting period. Of the total investment, 50% was attributed to both male and female staff. Of the total investment in training, 56% was attributed to staff at Oak Flats Bowling & Recreation Club.
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Career Development: Certificate 3 Employees – 2 Males Certificate 4 Employees – 3 females, 1 Male Diploma HR Employee – 1 Female 1st year apprentice TAFE in Commercial Cookery – 1 Female
Centre for Continuing Education
Coaching for Managers – 2 Males, 2 females Leadership Identity – 2 Females People Management Essentials – 2 Females Assertive Conversations – 3 Females, 1 Male
Performance Review:
Coaching Conversations Program: The coaching conversations program is facilitated by staff at supervisory level and above and involves supervisors facilitating a minimum of 2 coaching conversations with staff around performance related issues; with an aim of providing immediate performance feedback. Where ongoing issues are identified with individual staff members; the staff member may be referred to senior management for more coaching / discussion about the issue; or may be disciplined as per the club disciplinary procedure.
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GRI Content Index Oak Flats Bowling & Recreation Clubs Sustainability Report 2015‐16 has been developed in accordance with the requirements of a GRI G4 ‘in accordance’ Report. It is the intention of the organisation to successively increase the complexity and variation of Performance Indicators utilised on an annual basis.
GRI Content GRI Content Description Page
1. Strategy & Analysis
G4‐1 Statement from the senior decision maker 2
2. Organisational Profile
G4‐3 Name of the organisation 3
G4‐4 Primary brands, products and / or services 3
G4‐5 Location of organisations headquarters 3
G4‐6 Number of countries where the organisation operates 3
G4‐7 Nature of ownership and legal form 3
G4‐8 Markets served by the organisation 3
G4‐9 Scale of the reporting organisation 3
G4‐11 Staff Employment Awards 9
G4‐12 Organisation’s supply chain 18
Optional Awards received in the reporting period 18
3. Identified Material Aspects & Boundaries
G4‐18 Process for defining report content 4
G4‐19 Boundary of the report 4
4. Stakeholder Engagement
G4‐24 List of stakeholder groups engaged by the organisation 14
G4‐25 Basis for identification and selection of stakeholders with whom to engage 14
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5. Report Profile
G4‐28 Reporting period 4
G4‐29 Date of most recent previous report 4
G4‐30 Reporting cycle 4
G4‐31 Contact point for questions 4
6. Governance
G4‐34 Governance structure of the organisation 5
7 GRI Performance Indicators
G4‐EC1
Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments
19
G4‐EC4 Significant financial assistance received from the government
19
G4‐EC6 Proportion of Senior Management Hired from the Local Community at Significant Locations of Operation 9
G4‐EC9 Proportion of Spending on Local Suppliers at Significant Locations of Operation 18
G4‐EN3 Direct energy consumption by primary energy source 19
G4‐EN4 Indirect energy consumption by primary source 19
G4‐EN6 Reduction of Energy Consumption 19
G4‐EN8 Total Water withdrawal by Source 20
G4‐EN13 Habitats Protected or Restored 20
G4‐EN15 Direct Greenhouse Gas Emissions (Scope 1) 22
G4‐EN16 Energy Indirect Greenhouse Gas emissions (Scope 2) 22
G4‐EN17 Other Indirect Greenhouse Gas Emissions (Scope 3) 22
G4‐EN19 Reduction of Greenhouse Gas Emissions 23
G4‐EN23 Total Weight of Waste by Type and Disposal Method 24
G4‐EN31 Total environmental protection expenditures and investments by type 24
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G4‐LA1 Total number and rate of new employee hires and employee turnover by age group, gender, and region 9
G4‐LA9 Average Expenditure of Training per Year per Employee by Gender 25
G4‐LA11 Employees receiving Regular Performance and Career Development Reviews, by Gender 26
G4‐LA13 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation 25
Figures
1 Board of Directors by Gender 5
2 Composition of the Board of Directors and its Committees 7
3 Employees by Employee Type and Gender 9
4 Employee Type Distribution 9
5 Employee Age Distribution 9
6 Organisational Structure 10
7 Member Age Bracket Distribution 11
8 Member Residential Distribution by Post Code (OFBRC) 11
9 Member Residential Distribution by Post Code (IYC) 12
10 Greenacres Mountain to Mountain Challenge 2016 13
11 Matt O’Hara presenting at the ClubsNSW Conference 2016 15
12 CEO Winter Sleep‐out 2016 16
13 Economic Value 19
14 Electricity and Gas Ratio 2015‐16 19
15 Staff Volunteering for National Tree Planting Day 2016 20
16 Greenhouse Gas Emissions 2015‐16 22
17 Total Carbon Emissions by Scope 23
18 Total Carbon Emissions by Source 23
19 Collective Waste Stream 2015‐16 24
20 Environmental Protection and Investment Expenditure 25
21 Male vs. Female Basic Salary Ratio and Employment Type Ratio Comparison 25