Assessment

Task 2
Lead corporate social
responsibility
BSBSUS601
 Student Declaration
To be filled out and submitted with assessment responses
◻ I declare that this task and any attached document related to the task is all my own work and I have not
cheated or plagiarised the work or colluded with any other student(s)
◻ I understand that if I am found to have plagiarised, cheated or colluded, action will be taken against me
according to the process explained to me
◻ I have correctly referenced all resources and reference texts throughout these assessment tasks.
◻ I have read and understood the assessment requirements for this unit
◻ I understand the rights to re-assessment
◻ I understand the right to appeal the decisions made in the assessment

Unit Title BSBSUS601

Unit Code
Sudip Bajagain
Student name

Student ID 69339
number
Student sudip Date: 19\08\2023
signature
2
Task Number

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 ------OFFICE USE ONLY-----
For Trainer and Assessor to complete:

◻ Student requested reasonable adjustment for the assessment

Marking Sheet Comments Y N D

N
Completed successfully S

Did the student satisfactorily:

The student has satisfactorily completed and ☐ ☐ ☐
submitted the following:

● Briefing summary notes in Task 2.1A

● Report on the context for the corporate
social responsibility initiatives in Task 2.1B
● Meeting Minutes in Task 2.2A
● Corporate social responsibility policy in
Task 2.2B
● Review of existing policies and procedures
in Task 2.2C
● Updated existing policy and procedures x 2
in Task 2.2C
● Corporate social responsibility strategy in
Task 2.2D
● Email to Executive Management and
Departmental Managers in Task 2.2E
The student attended and actively participated ☐ ☐ ☐
in the briefing session with the CEO in week 2
of class (Role-Play:

● Took notes
● Asked questions
● Gathered the data and information needed
to complete the report about the context
for the corporate social responsibility
initiatives in the organisation (Task 2.1B)
● Used the opportunity to build rapport with
the CEO

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 Marking Sheet Comments Y N D
N
Completed successfully S

Did the student satisfactorily:

● Determined who to consult and collaborate
with when working on corporate social
responsibility initiatives
● Confirmed r understanding of the internal
and external business context
● Used questioning and active listening
techniques effectively

Feedback in comments.
Demonstrated ability to: ☐ ☐ ☐
● Qualify and quantify the drivers for
corporate social responsibility
● Identify current benefits of, and barriers to,
corporate social responsibility for
organisation
● Analyse legislation, regulation, standards
and organisational policy affecting
corporate social responsibility
● Identify future opportunities for socially
responsible practices
● Identify key stakeholders for organisational
corporate social responsibility
● Engage with stakeholders to develop social
responsibility objectives and policy

This is evidenced by:

● Briefing summary notes in Task 2.1A
● Report on the context for the corporate
social responsibility initiatives in Task 2.1B
● Participation in the briefing session with
the CEO (Refer to Marking Sheet)
The student facilitated a consultation and ☐ ☐ ☐
negotiation meeting with relevant stakeholders
in week 4:

● Illustrated the report developed in Task

2.1B
● Proposed, discussed and confirmed
corporate social responsibility objectives
that align with organisational goals
● Explained the need for a corporate social
responsibility policy
● Discussed and negotiated the proposed
content of the policy

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 Marking Sheet Comments Y N D
N
Completed successfully S

Did the student satisfactorily:

● Consulted on how to incorporate changes
to other organisational policies and
procedures to align them with the
corporate social responsibility policy
● Negotiated provisions of a corporate social
responsibility strategy and its
implementation
● Used appropriate terminology when
communicating with stakeholders
● Used the opportunity to build rapport and
buy in with the stakeholders

Feedback in comments.
Demonstrated ability to: ☐ ☐ ☐
● Engage and negotiate with stakeholders to
develop and implement corporate social
responsibility objectives and policy

This is evidenced by:

● Facilitation of meeting with stakeholders
(Refer to Marking Sheet)
● Meeting Minutes in Task 2.2A
Demonstrated ability to: ☐ ☐ ☐
● Develop change management provisions
for corporate social responsibility strategy
● Draft and incorporate social responsibility
strategy into required organisational
systems, procedures and processes

This is evidenced by:

● Corporate social responsibility policy in
Task 2.2B
● Review of existing policies and procedures
in Task 2.2C
● Updated existing policy and procedures x 2
in Task 2.2C
● Corporate social responsibility strategy in
Task 2.2D

Demonstrated ability to: ☐ ☐ ☐

● Prepare and distribute documentation
regarding corporate social responsibility
strategy

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 Marking Sheet Comments Y N D
N
Completed successfully S

Did the student satisfactorily:

This is evidenced by:

● Corporate social responsibility policy in
Task 2.2B
● Review of existing policies and procedures
in Task 2.2C
● Updated existing policy and procedures x 2
in Task 2.2C
● Corporate social responsibility strategy in
Task 2.2DEmail to Executive Management
and Departmental Managers in Task 2.2E
When collaborating with the group, the student ☐ ☐ ☐
has actively participated in group work with a
substantial contribution that can be assessed
individually for all the requirements of this task.

Task Outcome: Satisfactory ☐ Not Yet Satisfactory ☐

Student Name:

Assessor Name:

Assessor Signature:

Date:

Table of Content

Student Declaration 2
Task 2 – Identify context for and establish corporate social responsibility 8
Task 2.1 Identify context for corporate social responsibility 10
Task 2.2 Establish the corporate responsibility policy 16

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 References 24
Appendix 1 – Scenario 24

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 Task 2 – Identify context for and establish corporate social
responsibility

Task summary and instructions

What is this assessment You have been employed by the company outlined in the Case Study
task about? Scenario (Appendix 1) to lead and manage the development,
implementation and evaluation of a corporate social responsibility policy and
a strategy that addresses at least two key business areas or opportunities.

Your work will contribute to ensuring the organisation is positioned for

long-term success and viability.

The strategy must address all three pillars of sustainability: economic

viability, environmental protection and social equity, and it must be
incorporated into required organisational systems, procedures and
processes.

This task comprises of the following assessment methods:

o Product-based ☒
o Direct observation of Role-Play ☒
o Case Study ☐
o Other (specify) ☐

It has been designed to evaluate your ability to/competency in:

● Qualify and quantify the drivers for corporate social responsibility

● Identify current benefits of, and barriers to, corporate social
responsibility for the organisation
● Analyse legislation, regulation, standards and organisational policy
affecting corporate social responsibility
● Identify future opportunities for socially responsible practices
● Identify key stakeholders for organisational corporate social
responsibility
● Engage and negotiate with stakeholders to develop and implement
corporate social responsibility objectives and policy
● Develop change management provisions for corporate social
responsibility strategy
● Draft and incorporate social responsibility strategy into required
organisational systems, procedures and processes
● Prepare and distribute documentation regarding corporate social
responsibility strategy

Your assessor will be looking for demonstrated evidence of your competency

in the above.

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 Task summary and instructions

You are required to address the following:

● Task 2.1 Identify context for corporate social responsibility
o Analyse and evaluate the internal and external business context for
sustainability practices
● Task 2.2 Establish a corporate social responsibility policy
o Develop a CSR policy
o Incorporate CSR policy principles in other policies
o Develop a CSR strategy with an implementation plan

Although the assessment requires group collaboration to simulate a work

environment, the assessment submission is individual, and it will be marked
as such.
What do I need to do to ● submit the completed assessment tasks, according to instructions,
complete this task ● complete the tasks with sufficient detail and present them in a
satisfactorily? professional manner,
● use your own words and reference sources appropriately,
● meet the word count where required,
● use the scenario provided,
● use the templates provided where required,
● for your performance to be deemed satisfactory in this assessment task
you must satisfactorily address all of the assessment criteria,
● if part of this task is not satisfactorily completed you will be asked to
complete further assessment to demonstrate satisfactory performance.

Specifications You must deliver/participate in:

● Briefing session in week 2 with the CEO of the company (Role-Play)

● Consultation and negotiation meeting with relevant stakeholders in week
4 (Role-Play)

You must submit to GOALS

● Briefing summary notes

● Report on the context for the corporate social responsibility initiatives
● Meeting Minutes
● Corporate social responsibility policy
● Review of existing policies and procedures
● Updated existing policy and procedures x 2
● Corporate social responsibility strategy
● Email to Executive Management and Departmental Managers
Resources and • Computer with Internet access
equipment • Access to Microsoft Office suites or similar software
• Learning material
• Scenario for assessment as provided

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 Task summary and instructions

• Appendices as provided
• Relevant policies and procedures as provided
• Templates as provided

Re-submission You will be provided feedback on your performance by the Assessor. The
opportunities feedback will indicate if you have satisfactorily addressed the requirements
of each part of this task. If any parts of the task are not satisfactorily
completed, the assessor will explain why, and provide you written feedback
along with guidance on what you must undertake to demonstrate
satisfactory performance. Re-assessment attempt(s) will be arranged at a
later time and date. You have the right to appeal the outcome of assessment
decisions if you feel that you have been dealt with unfairly or have other
appropriate grounds for an appeal. You are encouraged to consult with the
assessor prior to attempting this task if you do not understand any part of
this task or if you have any learning issues or needs that may hinder you
when attempting any part of the assessment.

Complete the following activities:

Task 2.1 Identify context for corporate social responsibility

This task requires you to identify the context for corporate social responsibility in the organisation.

You must:

● Attend a briefing session in week 2 of class

● Develop a report about the context for the corporate social responsibility initiatives in the
organisation

Read the Case Study Scenario in Appendix 1, review the organisational policy and procedures provided
in a separate folder, and undertake independent research.

Review the requirements of the report on the context for the corporate social responsibility initiatives
(Task 2.1B).

A. Briefing Session

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 Attend a briefing session in week 2 of class with the trainer and assessor who will play the role of the
CEO in the organisation.

Duration: 45 minutes

The briefing session is an opportunity to:

● Gather information about the current corporate social responsibility status of the organisation

● Discuss essential organisational documentation such as plans, objectives, and policy and
procedures

● Define the main organisational motivations and drivers for improved corporate social responsibility
in the organisation

● Identify the current benefits of, and barriers to, corporate social responsibility for the organisation

● Discuss the current regulatory requirements

● Discuss future opportunities for socially responsible practices

● Identify the key stakeholders that could support the organisational social responsibility

During the session:

● Take notes

● Ask questions

● Gather the data and information needed to complete the report about the context for the
corporate social responsibility initiatives in the organisation (Task 2.1B)

● Build rapport with the CEO

● Determine who to consult and collaborate with when working on corporate social responsibility
initiatives

● Confirm your understanding of the internal and external business context

The trainer and assessor will validate your active participation during the briefing session and provide
feedback in the marking sheet.

If you are absent from class, it is your responsibility to make alternative arrangements with the trainer
and assessor to attend a briefing session.

After the session:

1. Summarise your notes below (Template 1).

Template 1 -Summary Notes

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 Summary Notes
The current corporate social It seems that the company has a limited knowledge of what CSR is, has
responsibility status of the no established policies or strategies, and lacks the necessary tools to be
organisation. (environmentally) sustainable. But they do want to make improvements.
Relevant information about the They have a broad list of operational, sustainable, and social problems,
internal and external business and Covid19 is making things worse financially because there are fewer
context. overseas students now and because new policies have been
implemented to comply with the social distanciation standards.
Additionally, a poll of the internal personnel brought up additional
problems.
Motivations and drivers for Company branding; enhance brand perceptionSatisfaction of
corporate social responsibility in stakeholders (social)objectives and a vision They do desire to make
the organisation. philanthropic donations and change their policies.

Benefits of, and barriers to, Benefits:increased brand awareness bolster student loyaltypositive
corporate social responsibility for standing
the organisation. Barriers:Operational difficulty; extensive modification is requiredStaff
resistance; training of staff in the change is required
Current regulatory requirements. Indicating and Disclosing
Corruption prevention and bribery
Labour laws and human rights
Engagement of the Community and Social Impact
Environmental protection and quality product safety

Future opportunities for socially Increase staff communication

responsible practices. enhance the gender balance
Enhance staff understanding of other cultures

Key stakeholders that could Government, Student, Staff, Board of Directors

support organisational corporate
social responsibility initiatives.
Other (optional)

B. Report on the context for the corporate social responsibility initiatives

Based on the briefing session, your reading and independent research, complete the report below
(Template 2).

Template 2 - Report on the context for the corporate social responsibility

initiatives

Impact of corporate social sustainability on strategic goals

Identify three (3) strategic goals of the organisation and outline how corporate social responsibility may impact them. (50-100 words)

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 Within the next three years, establish the company as a pioneer in high-quality business education in
Australia: Gaining a better reputation and more client loyalty could help CSR.

To expand the pool of local students enrolling in recognised courses: Improved ties to and connection with
the community could aid the business in achieving its objectives.

Social, economical, and environmental work practises should incorporate sustainability: The business could
suffer from a lack of policies.

Organisational drivers for corporate social responsibility

Identify and evaluate the main organisational motivation and drivers for corporate social responsibility (3-4).

Drivers Outline
Evaluate in qualifiable and/or quantifiable terms the drivers for corporate social responsibility
Example: Improve the perception of the brand in the mind of the customers.
Brand image Improve positive brand recognition by 50% to improve customers' positive response during the buyer's
decision process.
Brand the brand's image in the eyes of the consumer will be improved.Increase positive
brand awareness by 40% to increase customers' satisfaction during the
decision-making process
Finance Reduction of cost
Environmental Enhance the company's view of environmental sustainability
Social Boost consumer loyalty and employee retention

Current regulatory environment

Provide an overview of the current regulatory environment. Consider current legislation relevant to sustainability and industry standards.
(40-80 words)

The current regulatory environment relevant to sustainability and industry standards are as follows.
Industry-specific Standards:To address particular sustainability concerns, some industries have created their
own standards and certifications. For instance, the LEED certification for sustainable buildings or the Forest
Stewardship Council (FSC) standard for ethical forestry practises.

International Agreements and Frameworks:International accords that address sustainability and climate
action, such as the Paris Agreement and the Sustainable Development Goals (SDGs) of the United Nations,
have an impact on national and regional policies.

Initiatives for a Circular Economy:Regulations that support the circular economy and encourage resource
efficiency, waste reduction, and recycling are being adopted in some areas.

Environment-Related Rules:

Many nations have passed laws to address environmental issues, such as the quality of the air and water,
waste disposal, and emissions reduction. These rules could limit pollution, demand that environmental
impacts be reported, and encourage environmentally friendly behaviour.

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 CO2 Emissions and Climate Change:

Regulations that concentrate on reducing glasshouse gas emissions have resulted from efforts to mitigate
climate change. Some areas have adopted targets for the adoption of renewable energy sources, emissions
trading plans, and carbon pricing.

Sustainability indicators to evaluate current corporate social responsability

Identify sustainability indicators (3-4) – consider people, profit and planet.

1. Philanthropy 2. Volunteering 3. Diversity 4. Environmental

Comparison
Evaluate how the current corporate social responsibility practices in the organisation, compare to two or more of the following:
● Competitors
● Industry standards
● Legislative and regulatory requirements
● Best practice in corporate social responsibility
(50-100 words)

It's crucial to evaluate an organization's present corporate social responsibility (CSR) practices to a variety of
benchmarks, including rivals, industry standards, statutory and regulatory obligations, and best practices in
CSR. Here is a strategy for approaching this comparison:

1. Competitors:

Examine the CSR policies of the main rivals in your sector.

Compare the scope, depth, and effect of your company's CSR initiatives against those of its rivals.
Determine the areas where your company succeeds in comparison to its competitors and those where there
may be potential for improvement.
Think about whether your company's CSR initiatives give it a competitive edge or whether there is potential
to stand out more.

2. Industry Standards

Examine the frameworks, certifications, and standards for CSR that have been established in your industry.
Determine how closely the practices of your organisation adhere to these guidelines. Exist any gaps or
instances where your company goes above and beyond the requirements?
In order to meet or surpass industry benchmarks and expectations, identify potential improvement areas.

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 Sustainability Audit
Conduct an audit of the current organisational sustainability context, and determine aras of intervention for corporate social responsibility.

The audit contributes to determining the sustainability improvement needs of the organisation. It will guide the organisation in recognising
its accountability in the social, environmental and economic spheres.

Use the template below and adjust it as needed. Consult with the trainer and assessor if required.

Y/N Don't Notes

know
Practice - Governance practice Y The board of directors is willing
to make this investment.

Practice - Social Impact: workers X Not yet ready

Practice - Social Impact: civic engagement & Y Positive effects on the brand,
giving the workforce, the students,
and the community

Practice – Environmental Impact: waste Y Improvement of Brand along

reduction with the environment

Practice – Environmental Impacts: resource x Resource conservation must be

conservation improved, with costs for paper,
electricity, and recycling among
them.

Practice – Environmental impacts: carbon N No tangible item

footprint and toxics reduction

Practice – Environmental impacts: product x Improve the supply chain (IT,

development and life cycle vending, etc.)

Practice – Environmental & Social impact: supply Y Improve according to company

chain & procurement requirement

Practice – Other (specify)

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 Benefits and barriers
Identify benefits of, and barriers to, corporate social responsibility for the organisation. (three benefits and three barriers).

Benefits Barriers
Organizational culture Change resistance
Brand Image Inadequate policies
Finance Not cost effective

Stakeholders
Complete the stakeholder engagement matrix below (5-6 stakeholders).

Stakeholder Internal Role and Power and Contribution to Corporate

Group or (I) responsibilities Influence Social Responsibility.
Individual External Assessment of
(E) power and interest
in relation to
sustainability
initiatives.

Example: I Manages the company High ● Consulted for information about

CEO ● High level of the company
decision-maki ● Decision-making and approvals
ng power
● High in
knowledge

Government E Rules and regulations H Provides rules and

responsibilities to follow
Student I Study at NMI H Promote the college
Pay fee
Attend the classes
Staff I Work at NMI H Consulted through survey

Recommendations
Identify, short-list and rank suggestions for corporate social responsibility improvements/opportunities (4-5). These recommendations will
inform the strategy and direction of corporate social responsibility initiatives in the organisation.

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 R Improvement Why the Impact on the Contribution to
a improvement is strategic direction Corporate Social
n needed of the organisation Responsibility
ki
n
g

3 Example: The company has operated Improve brand image. Improve accountability to the
Engage with the local in isolation, with no contact Create goodwill. public.
community. with the local community. Establish a good relationship Offer opportunities to support
with the local community. the local community
(philanthropy, volunteering).
Improve the organisational
culture by championing a
partnership with the local
community for good causes.
Make a It will facilitate Improve the corporate
communication engagement and CSR cultureIncrease
channel initiative promotion. engagement more
students, both local and
international
Create CSR Policies To achieve goals, Helps to close the Helps to achieve CSR
policies and boundaries and creates goals
procedures must be good overview of goals
put in place.
Budget Many changes must positive effect on social Help to pay off sunk costs
Improvement be made and environmental
sustainability

Task 2.2 Establish the corporate responsibility policy

This task requires you to:

● Consult with relevant stakeholders

● Develop corporate social responsibility objectives that align with organisational goals
● Develop a corporate social responsibility policy that aligns with organisational goals
● Identify changes to other organisational policies and procedures to align them with the corporate
social responsibility policy
● Develop a social responsibility strategy and an implementation plan for two areas (or
opportunities) using change management techniques
● Distribute the documentation regarding corporate social responsibility to relevant stakeholders

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 A. Consultation

● Review the requirements of the Corporate Social Responsibility Policy in Task 2.2B
● Consider the need to incorporate changes to existing policy, procedures and processes to align
with the Corporate Social Responsibility Policy
● Identify the requirements of the Corporate Social Responsibility strategy in Task 2.2D

It is advisable to draft the work in Task 2.2B, C and D before the consultation and negotiation meeting
and then finalise it based on the outcome of the meeting with the stakeholders.

Schedule a time with the trainer and assessor in week 4 of class to meet with relevant stakeholders in
the organisation (played by a group of classmates).

During the meeting, you will:

● Present the outcomes of your report in Task 2.1B

● Consult on and negotiate:
o Corporate social responsibility objectives (determine three)
o Corporate social responsibility policy (content)
o The aim of a corporate social responsibility strategy and its areas (or opportunities) for
implementation
o Action plan for implementation and integration in the organisation
o Build rapport with the stakeholders
o Engage the stakeholders to embrace the change initiatives

Duration: 30 minutes

The trainer and assessor will validate that the meeting took place and provide feedback in the marking
sheet.

If you are absent from class, it is your responsibility to make alternative arrangements with the trainer
and assessor to conduct the meeting.

Complete the meeting minutes of the consultation (Template 3).

Template 3 -Meeting Minutes

Meeting Minutes
Meeting Title CSR planning
Date and Time 07\07\2023
Location Zoom meeting
Attendees All team members
Apologies
Summary of Discussion

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 Meeting Minutes
Feedback on the CSR policies and processes are lacking
report.
Corporate social Increased environmental effect and branding more favourable societal
responsibilities acceptance
objectives.
Corporate social Describes a company's commitment to carrying out its business activities in
responsibility policy. an ethical and socially responsible manner.
Aim of a social Reduce your influence on the environment by using fewer paper, turning off
responsibility the machine at night,...By instructing personnel on how to communicate with
strategy and its areas overseas students and the local population, you can increase your social
(or opportunities) for standing.
implementation.
Action plan for Follow the actions listed below to build policies and procedures.
implementation.
Action Items
Responsibility Deadline
Create Policies Board of Directors who will 20 July
provide the way and managers to
follow the path
Make the communication Managers 28th July
and message strategy.
Content creations Team 4th August
Launch Team 15th August

B. Corporate Social Responsibility Policy

Develop a Corporate Social Responsibility Policy for the organisation (Populate Template 4 where
required).

Template 4 - Corporate social responsibility company policy

Policy brief & purpose

NMI CSR

What is corporate social responsibility?

Our Corporate Social Responsibility (CSR) company policy outlines our efforts to give back to the world as it
gives to us.
It also establishes our accountabilities for our impact on all aspects of society, including economic, social, and
environmental.

Scope

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 This policy applies to our company and its subsidiaries. It may also refer to suppliers and partners.

Policy elements

We want to be a responsible business that meets the highest standards of ethics and professionalism.

Our company's social responsibility falls into two categories: compliance and proactiveness.
● Compliance refers to our company's commitment to legality and willingness to observe
community values.
● Proactiveness is every initiative to promote human rights, help communities and protect our
natural environment.

Compliance
Legality

Our company will:

● Observe current laws and regulations

Business ethics

We'll always conduct business with integrity. We'll promote:

● Environmental and ethical standards

● Ethical Procurement

● Equality

Protecting the environment

Recycling

uses of resources

energy efficiency

Protecting our people

We'll ensure that we:

● Create a culture that will endure

● A secure work environment.

Human rights

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 Our company is dedicated to protecting human rights. We are a committed equal opportunity employer and
will abide by all fair labour practices. We'll ensure that our activities do not directly or indirectly violate human
rights in any country (e.g. forced labour).

Proactiveness

Supporting our community and stakeholders

Create a culture of sustainability and a secure work environment.

Encourage diversity and moral conduct

Preserving the environment

Apart from legal obligations, our company will proactively protect the environment. Examples of relevant
activities include:

● Avoid wasting materials and energy.

Caring for our people

Create a secure workplace for the business

Learning

Training

Code of Conduct

We commit to our Code of Conduct:

We pledge adherence to our code of conduct:Code of Conduct for MMI CSR

Date of effect:14th August

Next review due date:25th August

C. Review of existing policies and procedures

1. Review existing organisational policies and procedures and identify changes/updates/refinements

to two (2) policies and procedures to align them with the corporate social responsibility policy.

Policy and Procedures Changes/Updates/Refinements

(three/policy)
CSR Policy and Procedures Need to be created
Current Policy and Procedures Needs to be reviewed and updated

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 D. Corporate social responsibility strategy

Develop a corporate social responsibility strategy, including an implementation plan that aligns with
the corporate social responsibility policy and addresses two organisational areas and/or opportunities
(refer to the recommendations in your report -Task 2.1B).

Use Template 5.

Template 5 - Corporate social responsibility strategy

The Strategy
Provide an overview of the strategy:

● Areas and/or opportunities addressed by the strategy (2).

● Purpose of the strategy.
● Expected benefits (3-4).
● Goals (3) and success factors of strategy implementation (3).
● How the strategy aligns with the corporate social responsibility policy and the strategic direction of the organisation.
● List any legislative or regulatory considerations (3-4).

(100-150 words)

The objective is to create a CSR programme that is focused on social and environmental issues. The strategy's
goal is to take action to lessen MMI's environmental effect while enhancing the business's social sustainability
and diversity. Gaining a stronger brand image, cutting costs, attracting new clients, and keeping qualified staff
are the anticipated benefits.The objectives are to establish CSR policies and processes, inform stakeholders,
and carry out the required adjustments.

Expected Costs
Identify and estimate 4-5 key cost items to implement the strategy.

Cost Item Estimated cost

Staff Training $15000
Policies and Procedures $1000
Communication Plan $1000
Implementation change $20000
$
Total $37000

Milestones
Estimate the time required for the implementation of the strategy. Identify five (5) milestones.

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 Milestones Duration
Example: Here you can either provide a tentative
The strategy is prepared and sent to CEO for approval date or a period of time to complete the
task (example: 1 week)
Prepare your policies and processes. 1 week
prepare communication strategy 2 week
Installed materials that help reduce the consumption of resources and 2 month
energy
Personnel updated on the changes 1 month

Total time required for the implementation. 3 months and 3 week

Action Plan
Develop an action plan for implementation (6 key actions).

Action Responsibility Timeframe Resources KPIs

needed (one/action)
Policies and Managers and 1 week Technical resources Policies and Procedures
Procedures CEO are ready to be
communicated
Communication Plan Managers 2 week IT, documents, and Plan for communication is
a conference room ready for launch
Reduce the amount of Managers 2 month IT and company Cost and energy
energy and resources infrastructures reduction
we use
Training Managers 1 month IT and external Staff are known about the
resources new Policies and
Procedures
Improve brand Team 3 months Social media Happy customers

Strategy benefits and impact

● Estimate the Return on Investment (ROI) of the implementation of the strategy.
● Include the impact (foreseen obstacles/issues) that the implementation may encounter.
● Estimate the cost/impact of non-proceeding with the implementation of the strategy.

ROI Save money, use fewer resources, attract more customers, and improve
your brand's image
Sustainability benefits reducing resource use
Impact on the organisation Sunk price
Change administration
There are new regulations.

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 Cost of non-proceeding Organisational culture suffered harm
Fewer consumers

ADKAR
The five ADKAR elements—awareness, desire, knowledge, ability, and reinforcement—are the building blocks for creating long-lasting change
from the human perspective. Complete the ADKAR strategy to drive and guide the implementation of the strategy (change initiative).

https://www.prosci.com/adkar/adkar-model

Awareness interacting with stakeholders

How do you create awareness of the Trainings
need for change
the internet

Desire Offer an incentive

How do you establish a desire to Describe the issues at hand.
support the change

Knowledge supplying the project's change managers and stakeholders with the
How do you assist with developing the necessary informational resources
knowledge of the change process and
its ultimate objectives
Ability Recruit a staff trainer
How do you implement the required Engage a change agent
skills and behaviours to perform in the
changing environment
Reinforcement
How do you make the change stick

Resistance to Change
Identify barriers/obstacles/resistance to change and plan to manage them (4 barriers).

Barriers Strategy to manage the resistance/obstacles to change

Normal Issues Provide training
Regulations Legal requirements to be met
Time management Proper time table to be allocated
Cost Financial team to help

Communication
Develop a communication strategy to support the implementation of the strategy. Use the communication matrix below for 4-5 pertinent
stakeholders.

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 Stakeholder Internal Role and Communication Communication format
Group or (I) responsibilities needs and frequency
Individual External
(E)

Example: I Manages the company ● Progress reports ● Weekly progress reports

CEO ● Issues ● Fortnightly meetings
● Risk management ● Ad-hoc communication about
issues and risks
Government E Rules and Policies and Procedures Reports provided monthly
regulations
Student I Study at NMI Study and pay Information through website
informations
Staff I Work at NMI Need rules and Internal training and
regulations meetings

E. Distribute the documentation regarding the social responsibility strategy to relevant

stakeholders.

Write an email (Template 6) to relevant stakeholders (executive management and departmental

managers) to present and distribute:

● The corporate social responsibility policy

● The updated policy and procedures
● The corporate social responsibility strategy with the implementation plan

The text of the email should be in grammatically correct English, written in an appropriate (polite,
business-like) style.

(80-150 words)

Template 6 -Email
Email to Executive Management and Departmental Managers
To:[email protected], [email protected]
Cc:
Bcc:

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 Subject:CSR policy
Date email is sent:14th August
Attachments:csrpolicy.pdf

Hi,

Please find the attached corporate social responsibility policy and strategy, along with an implementation plan
that includes a social media component, attached.

When the policy and social media campaign are launched, kindly review and let us know if you have any
additional feedback.

Regards,
Sudip Bajagain
69339

References

Please include your references below:

(Please refer to this referencing guide if needed or speak to your trainer for any specific referencing
requirements for this assessment)

Appendix 1 – Scenario

The company

XYZ Pty Ltd trading as MMI Professional Education is an Australian boutique education provider in
Melbourne Registered Training Organisation -RTO), offering VET accredited and non-accredited
business courses to corporate clients and local clients (domestic students).

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 MMI was founded in 1998 by brothers Mark and Andrew White who built the company to become a
quality RTO with major accounts in Melbourne, Sydney, and Brisbane. Mark Brown sold his shares to
his brother Andrew who is the current chairman of the company.

The education provider is centrally located in Collins Street, Melbourne CBD with state-of-the-art
facilities:

o Administration and Management Offices (including the main boardroom, 2 meetings rooms and
a computer lab with 20 PCs) on Level 45

o 15 Classrooms, kitchenette, client lounge room and a trainers' room on Level 46

Corporate training is mainly non-accredited and delivered at the clients' premises around Australia, but
it can also be catered for at Collins Street. Corporate clients include major Bank groups, National
Management Consultancy firms, Manufacturing companies and Government agencies.

Accredited courses are delivered in Collins Street with a combination of face to face and online training
delivery. The accredited courses are the Diploma of Business and the Diploma of Project
Management. MMI has a current capacity to enrol 500 clients; current enrolment number is 250
clients.

Important note:

o A VET accredited course has been assessed by the Australian Skills Quality Authority (ASQA)
as compliant with the Standards for VET (Vocational Education and Training) Accredited
Courses and the Australian Qualifications Framework (AQF). Accreditation means that the
course is nationally recognised and that the registered organisation (RTO) can issue a
nationally recognised qualification or Statement of Attainment (this for single units only).

o Non-accredited courses are business courses that have been highly customised to meet
clients' training needs.

The current organisational structure is as follows:

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 The Teams are as follows:

● Board of Directors

o Mr Andrew White - Chairman

o Ms Francis Green - Executive Director

o Mr Eli Brown – Non-executive Director

o Ms Josephine Magenta – Non- executive Director

o Ms Deborah Red – CEO

o Mr Leonard Black - CFO

● Finance Department: CFO and 2 x financial officers (full-time)

Summary of duties: account receivable, account payable; invoicing; payroll; financial record
keeping and reporting; taxes/fees

● Marketing Team: Manager (full time) and 1 x marketing officer (part-time)

Summary of duties: promotion; design of marketing collaterals for events; social media; market
research; public relations

● HR Team: HR Manager and 2 x admin officers (part-time):

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 Summary of duties: Recruitment; Induction and training; performance management support;
employee relations; safety; compensation and benefits

● Client Services: Client Service Manager and 2 x receptionists; 4x client service officers, 1 x
team leader, 1 x maintenance officer

Summary of duties:

o front of office and back of office customer service activities (to include reception and
response to enquiries)

o support to academic staff

o client admin: client admission, enrolment, enrolment variations, pastoral care, completion

o building maintenance: 1x maintenance officer

● Academic Services: Academic Manager and 5 contract business trainers for corporate
training; 4 full time (ongoing) business trainers for accredited training

Summary of duties: accredited and non-accredited training and assessment; learning material
and assessment development and validation; support with compliance monitoring; pastoral
care.

● IT services: outsourced to an external company

Summary of duties: network service; database administration (inventory and staff files);
maintenance and update of a communication system including CRM (Customer Relationship
Management system); data management and security.

Note: in loco computer maintenance is performed by the maintenance officer who has some IT
knowledge

Company Ownership structure

The company structure is Pty Ltd:

● The Chairman Andrew White holds 51% of the shares

● 40% of the shares are held by an external corporation since late 2017, as a silent business
partner

● The remaining 9% is owned by other members of the Brown's family

Vision

Our vision is to develop outstanding individuals through quality business training that encompasses
personal and professional growth.

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 Mission

● We create successful careers in business to advance business growth and to positively impact on
the broader community.

● We strive to provide exceptional business training that focuses on quality of teaching, practical
learning, and successful outcomes

Values

Our core values are:

● Quality

● Integrity

● Accountability

● Respect for diversity

● Innovation

MMI quality standards

● Australian Skills Quality Authority (ASQA)

standards

● ISO9001 – Quality Management Systems

● ISO 27001 Information Security

● ISO 31000 Risk Management

● Australian Business Excellence Framework

MMI – Boards' of Director expectation

● Quality of practices

● Innovative solutions for business growth based on hard data and extensive research

● Build an innovative and agile company that can respond to the challenges of an ever-changing
business environment

● Become market leader

● Increase value for shareholders and clients

Industry, market, and strategic business direction

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 MMI Professional Education is a Registered Training Provider (RTO) based in Melbourne, Australia that
offers business accredited and non-accredited courses to corporate clients, and local clients.

Strategic Objectives:

● To expand the basis of the operation to Sydney where the company has experienced a high
increase in demand for corporate training
● To increase revenue by 10% annually for the next 3 years
● To increase profits by 10% annually for the next 3 years
● To position the company as a leader for quality business education in Australia within the next
three years
● To expand the course offering by adding new qualifications to the scope of registration: the
Diploma of Leadership and Management and the Advanced Diploma of Program Management
● To increase the base of local clients attending accredited courses
● To implement sustainability to work practices: social, financial, and environmental
● To expand the offering to international students by repackaging accredited business courses to
add an internship component during the course

Current positioning

● MMI enjoys a good reputation in the industry as a quality provider of business courses for
corporate clients
● Courses are marketed as hands-on, with trainers that currently work in the industry, providing
current and cutting-edge skills to business professionals
● MMI currently holds 15% of the corporate business training in Australia
● MMI does not currently deliver business courses to international clients
● MMI does not currently deliver courses overseas
● The company is financially stable and sustainable

Operational overview

● State of the art facility in Melbourne to be replicated in Sydney

● Systems in use:

o Student Management System (MMI system)

o Learning Management System (Moodle)

o Accounting Management System (MYOB) – does not interface with MMI system

o Share drive

o Share points

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 o Zoom

o Project Management Application for remote teamwork (trainers): Wrike

● Trainers work both on-site in Melbourne and around Australia

● Senior management to stay in Melbourne: campus director and team leaders to be employed to
manage and supervise Sydney's operations
● Staff to be employed for the Sydney Campus
● Administrative tasks such as enrolments will be undertaken by the Melbourne's campus
● Virtual teamwork practices to be implemented between Melbourne and Sydney
● Website tailored to international students to be developed
● Develop and implement sustainability policy and practices across the organisation; sustainability
has not been on the top five priorities of the company so far
● All trainers are based in Melbourne; this impacts on financial costs when having to move trainers
to other Australian capitals to conduct corporate training. Trainers who deliver corporate training
receive a generous daily allowance when outside Melbourne ($250/day), all travel and
accommodation expenses are paid for by MMI. This generous package impacts an average of 20%
on the profit margin for each corporate course that is sold

Organisational culture

The organisational culture experienced at MMI is a mix of market and hierarchy culture.

● The Market Culture: This culture is built upon the dynamics of competition and achieving concrete
results. The focus is goal-oriented, with leaders who are tough and demanding. The organisation
is united by a common goal to succeed and beat all rivals. The main value drivers are market
share and profitability.
● The Hierarchy Culture: This culture is founded on structure and control. The work environment is
formal, with strict institutional procedures in place for guidance. Leadership is based on organised
coordination and monitoring, with a culture emphasising efficiency and predictability. The values
include consistency and uniformity.

(Source: https://popinnow.com/four-types-organizational-culture/ )

● The organisation is top-heavy, and there are concerns that this may not suit the strategic
objectives for growth and the opening of a second campus in Sydney.
● The Board of Directors is invested in the change process; however, intervention is needed to bring
departmental managers and teams on board.
● It is recommended that an organisational culture more suitable for innovation, sustainability,
agility, and progressive growth is developed and implemented.

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 Operational issues

The following operational issues have been identified internally:

● The increased number of complaints due to lack of cultural sensibility of trainers when dealing with
students from the non-Australian background (15% increase in the last 6 months alone)
● All trainers are based in Melbourne; this impacts on financial costs when having to move trainers
to other Australian capitals to conduct corporate training. Trainers who deliver corporate training
receive a generous daily allowance when outside Melbourne ($250/day), all travel and
accommodation expenses are paid for by MMI. This generous package impacts an average of 20%
on the profit margin for each corporate course that is sold
● An increasing number of enrolments in Melbourne, projected student population to raise from 205
to 450 by mid-2021. Current facilities are not sufficient to accommodate the increase in numbers
(current facilities can accommodate max 350 students)
● Delays in achieving marketing objectives due to the composition of the team (2 part-timers and
one contractor) that cannot sustain the increased amount of marketing tasks (corporate events to
enhance networking and identify potential corporate clients have increased by 30% in the past 6
months)
● A new student management system has been developed in-house. The system was recommended
by the Client Services and the Academic Managers for the seamless integration of the student
management and the learning management system. However,the two managers failed to perform
due diligence, and they did not consider that the new system does not interface with the finance
management system. This will cause operational disruptions to the workflow as finance records
(mainly revenues) will have to be manually inputted based on the new system's reports on
enrolment.
● Covid19 has decreased sales by 20%; the company has managed to deliver existing courses and
still maintain a reasonable margin of new enrolments online

Sustainability

The company strongly wants to incorporate socially responsible practices in the organisation.

● There is an interest in implementing sustainability training from the induction process.

● Current policies and procedures are outdated, and there is not a corporate social responsibility
policy or strategy.
● The Board of Directors would like to invest $30,000 in philanthropic initiatives each year. However,
they cannot find an agreement on what initiatives to support.
● Some of the departmental managers think that sustainability is only about environmental
sustainability.

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 ● Most documents are printed.
● Plastic cups are used in the kitchenette.
● No recycling bins are present on campus.
● There is not a policy for sustainable procurement.
● Thermostats are on overnight.
● Sustainability is not an agenda item in meetings.
● There is not a plan to review energy or water consumption.
● There is not a strategy for waste management.
● Flexible work arrangements are offered on paper but not encouraged.
● The staff would like a staff well-being program to be implemented.
● The company is financially sustainable.
● The Board of Directors is willing to invest $45,000 for corporate social responsibility initiatives; and
an additional $ 15,000 solely for environmental sustainability improvements.

Marketing

● MMI has not heavily invested in marketing activities, relying mainly on word of mouth.
● The company has a website:
o Old fashioned look, quite austere
o Not responsive
o In the mobile version, after you have clicked in a few pages, the navigation becomes daunting
o Heavy use of text
o Infrequent updates
● Social Media: there is a FB page that is rarely updated, the LinkedIn Page is not in use
● Print advertisement: Industry magazine
● Referrals: education agents are paid 15% commission for referring students
● Discounts: twice/year MMI offers 10% for new enrolments to attract more students
● Yearly marketing budget: $75,000
● The marketing team is small and not experienced in digital and social media marketing

Pricing

Product Target Market Price

Corporate Training ● Management Face to Face classroom (average
Topics: ● Individuals looking for of 10 participants) $
● Operational Management upskilling to advance their
2,000/participant
● Leadership Online $ 800/participant
career Individual coaching $ 150/hour
● Project Management
● Emotional Intelligence

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 ● Change Management

Diploma of Business Domestic students Blended learning:

$ 4,000/student
Diploma of Project Management Domestic students Blended learning:
$ 6,000/student

Workforce Overview

The following has been reported:

● Turnover rates are high in the academic department (30% yearly) due to the contractual nature of
some of the roles. Ongoing training staff is steady, however, there is a need to invest more in their
professional development to keep industry currency when teaching.

● Need for a succession plan for management roles

● Gender unbalanced

● Recruitment is done externally, few opportunities for advancement are offered to existing staff

● A recent staff survey outlined the following:

o Lack of opportunities for advancement

o Top-heavy management

o Silo mentality

o Not enough room for innovation and improvement

o Lack of well-defined sustainability policy

o Diversity policy is very generic

o Need for flexible work practices

o Lack of engagement with the local community

● HR practices are mainly focused on administrative duties. The Board of Directors has identified
the need to embrace HR practices as an essential strategic tool for business advancement.

● Training on HR practise is required for management

● Staff lament a lack of communication from the top

● Sense of working in silos

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 Remuneration (average) for each role is as followed:

● Board of Director – 25-50 k/year

● CEO – 250 k/year

● CFO – 180 k/year

● Managers – 120k/year

● Receptionist $ 52k/year

● Officers (including team members in the Marketing dept) $ 65k/year

● Team Leader $ 78k/year

● Trainer (ongoing) $ 85k/year

● Trainer (contractor): $ 80/hour. Trainers who deliver corporate training receive a generous
daily allowance when outside Melbourne ($250/day), all travel and accommodation expenses
are paid for by MMI.

Note:

● The above remuneration must be considered pro-rata for part-time staff.

● Superannuation is excluded and should be added at 10% to employee's ordinary earnings

● Superannuation is paid to contractors (business trainers)

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