...BSBSUS501A Develop workplace policy and procedure for sustainability Assessment Task 2 Policy review project Submission details Candidate’s name|john white|Phone No.|| Assessor’s name|judy bennett|Phone No.|| Assessment site|||| Assessment date/s||Time/s|| The Assessment Task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details. Performance objective For this assessment learners are required to review existing policy documents and compare them to regulatory documents and current organisational usage. A report is required that outlines revised policy documents and describes the implementation process. Assessment description You are required to examine and review the MacVille policy and procedure documents(in the additional resources of your Student Workbook) to determine the shortfalls between required sustainable practices and documented approaches to the same. In doing this you will need to review current usage of resources to gain an understanding of potential for recommending change to organisational practices. After evaluation of this information, you will need to outline revised policy documents for MacVille together with a description of the approaches that can be taken to implementation of the revised policy documents. Procedure 1. Review the case study information provided (attached)...
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...Assessment Resource Summary | Course | BSB51107 Diploma of Management | Unit of Competency | BSBSUS501A Develop workplace policy and procedures for sustainability | Duration of Training and Learning | 100 hours | Term and Year | Term 2, 2016 | Trainer | Ginger Chang | Assessment Methods | Due in Week | Assessment 2 Project and Presentation | 4 | Last Modification Date | Jan 2016 | Proposed Review Date | Jan 2017 | Assessment Task 2 - Implementation and presentation Submission details The Assessment Task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details. Performance objective Using the Sydney Opera House corporate documents as well as additional information provided, you will develop an implementation plan and monitoring strategy to achieve targets. For this assessment you will also communicate sustainability requirements to Sydney Opera House employees (other learners acting as employees) by developing and delivering a presentation or training session. Assessment description For this assessment task, you will review corporate information available from the Sydney Opera House and use the targets provided to develop an implementation plan and monitoring strategy to meet those targets. Then, using your implementation plan, the Sydney Opera House Environmental Sustainability...
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...begin vii Topic 1: Communicate organisational mission and goals 1 1A Clarify objectives, values and standards 2 1B Establish linkages between organisational objectives, values, standards and responsibilities 10 1C Ensure appropriate media and language are used 12 1D State clear expectations and address them in a way that builds commitment 16 1E Investigate incidents promptly and communicate results 21 Summary26 Learning checkpoint 1: Communicate organisational mission and goals 27 Topic 2: Influence groups and individuals 31 2A Build others’ trust, confidence and respect 32 2B Embrace, resource and effectively implement improvements to workplace culture 43 2C Demonstrate understanding of the global environment and new technology 47 2D Ensure actions convey flexibility and adaptability to change and accessibility 51 2E Ensure collaborative and effective decision-making 57 2F Ensure the organisation is positively represented 62 Summary64 Learning checkpoint 2: Influence groups and individuals 65 Topic 3: Build and support teams 69 3A 3B 3C 3D 3E Assign accountabilities and responsibilities to teams 70 Ensure teams are resourced to allow them to achieve their objectives 75 Empower teams and individuals through effective delegation and support 78 Create and maintain a positive work environment 83 Encourage teams and individuals to develop innovative approaches...
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...purpose of making a profit. Business activities can include things like operations, marketing, production and administration. Also known as business operations, Managing Business Activities is, The Business Activities effectively managing by the related parties to achieve the organizational goals and objectives. This module will be cover all over the part of Managing Business Activities with suitable examples. LO1 1.1 Organizational Process Organizing, like planning, must be a carefully worked out and applied process. This process involves determining what work is needed to accomplish the goal, assigning those tasks to individuals, and arranging those individuals in a decision‐making framework (organizational structure). The end result of the organizing process is an organization - a whole consisting of unified parts acting in harmony to execute tasks to achieve goals, both effectively and efficiently. A properly implemented organizing process should result in a work environment where all team members are aware of their responsibilities. If the organizing process is not conducted well, the results may yield confusion, frustration, loss of efficiency, and limited effectiveness. In general, the organizational process consists of five steps (a flowchart of these steps is shown in recruitment method). Reference: Cliff...
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...Achieve Results Edexcel BTEC level 4 in AMS-LONDON College By Lodoisambuu Bazar To Francis Nwofor Table of Content Task 1 1.1. Evaluate the interrelationship between the different processes and functions of the organization 1.2. Identify and justify the methodology you would use to map processes to the organization’s goals and objectives 1.3. Evaluate the output of the process and the quality gateways Task 2 2.1. Design plans which promote goals and objectives for own area of responsibility 2.2. Write objectives, which are specific, measureable, achievable, realistic and time based to align people and other resources in an effective and efficient way 2.3. Implement appropriate systems to achieve objectives in the most efficient way, on time, to budget and meeting organizational standards of quality 2.4. Carry out work activities meeting the operational plan through effective monitoring and control Task 3 3.1. Design systems to manage and monitor quality standards specified by the organization 3.2. Demonstrate quality culture to ensure continuous monitoring, evaluation and development of the process 3.3. Recommend improvements which align with the organization’s objectives and goals and which result in improvements 3.4. Report on the wider implications of proposed changes within the organization Task 4 4.1. Carry out risk assessments as required by legislation, regulation and organizational requirements ensuring appropriate action is taken 4.2. Demonstrate...
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...Assessment 1 Develop workplace sustainability Questions What are the sustainability issues? Unsustainable activities have led to changes in our environment, or have been identified as having the potential to lead to future changes. The types of changes that are occurring or are predicted to occur form the key issues for sustainability. The following Table 1 provides a summary of the key issues. They are related to changes to the physical and cultural (being the way we live) environments, which in turn relate to the economic environment. What does sustainability mean? Every day we hear the term ‘sustainable’ or ‘sustainability’ being used to describe a large number of issues and news items. There is the ‘sustainable economy’, ‘sustainable agriculture’, ‘economically sustainable’, ‘the need to be sustainable’, ‘sustainable work practices’ and ‘sustainable water supply’ to name a few. The Brundtland Report, Our Common Future, is seen by many as one of the first global reports to address sustainable development. This report defined sustainable development as: “…development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” Brundtland (1987) National strategy for ecologically sustainable development Sustainable Development is defined by the Australian Government’s National Strategy for Ecologically Sustainable Development as: “…using, conserving and enhancing the community’s resources...
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...MANAGEMENT PLAN VERSION 5 01/13/2014 TABLE OF CONTENTS 1. INTRODUCTION 1. Executive Summary 2. Purpose of the Risk Management Plan 2. Risk Management Procedure 1. What is a Risk? 1. Risk Identification 2. Risk Assessment 3. Risk Mitigation 4. Risk Monitoring 5. Risk Planning 2. Qualitative Risk Analysis 3. Quantitative Risk Analysis 4. Risk Reporting 3. Tools and Practices 4. Conclusion 1. Risk Contingency Planning 2. Processes to Address Immediate Unforeseen Risks 5. Risk Management Plan Approval 6. Appendix A: References 7. Appendix B: Key Terms INTRODUCTION 1 EXECUTIVE SUMMARY THIS RISK MANAGEMENT PLAN DOCUMENTS A PRESENTATION MADE AT YEILDMORE ON HOW CISCO MANAGES THE RISKS ASSOCIATED WITH SUPPLY CHAIN DISRUPTIONS. YEILDMORE ASSESSES CISCO'S SUPPLY CHAIN RESILIENCY PROGRAM AS ONE OF THE BETTER-EXECUTED PROGRAMS WE HAVE SEEN, AND RECOMMENDS OTHER CLIENTS STUDY IT TO UNDERSTAND HOW THEY MIGHT "DERISK" THEIR OWN SUPPLY CHAINS. THEY OFFER A PRODUCT-CENTRIC APPROACH WHICH PROVIDES MORE BUSINESS VALUE THAN AN INCIDENT-CENTRIC APPROACH TO RISK ASSESSMENT FOR MOST BUSINESSES. Cisco’s transparency is critical to both internal and external support for supply chain resiliency. Objective metrics contribute to transparency. As with...
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...2012 Cisco CSR Report < Previous View 2012 Cisco CSR Report Website How to Use This Report We Welcome Your Feedback C1 Supply Chain Overview Our Supply Chain Embedding Sustainability in Core Business Processes Partnering with Suppliers to Improve Performance and Build Capability Working with Industry Groups Watch the Video! Supply Chain We expect our suppliers to meet the same high standards on ethics, labor rights, health and safety, and the environment that we apply to our own people and operations. Cisco works closely with suppliers to manage these sustainability issues and improve their performance throughout the supply chain and at every stage of the lifecycle of our products. We look to use our relationships with our network of suppliers and peer companies to multiply the impact we can have on sustainability in the information and communications technology (ICT) supply chain. 2012 Cisco CSR Report < Previous View 2012 Cisco CSR Report Website How to Use This Report We Welcome Your Feedback C2 Supply Chain > Overview Our Supply Chain Embedding Sustainability in Core Business Processes Partnering with Suppliers to Improve Performance and Build Capability Working with Industry Groups Overview These first five pages give readers an overview of Cisco’s objectives, key challenges, progress, and performance with regard to Supply Chain. We have used this overview as part of our Executive Summary, which can be downloaded here. We...
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...Global Compact Case Study Final Version 23 March 2007 Better Health and Safety for Suppliers A partnership project between Volkswagen, ILO & GTZ Maria Kristjansdottir Reykjavik University, School of Law mariak02@ru.is Tel: + 354 699 0482 Better Health and Safety for Suppliers Case Abstract This case study focuses on the “Better Health and Safety for Suppliers” project and how Volkswagen AG seeks to strengthen their policy in Health Protection, Promotion and Occupational Safety by promoting social protection, improving safety and health standards and strengthening labour inspection. The project is a partnership project between Volkswagen, the International Labour Organization and the German Corporation for Technical Cooperation. The project entails first facilitating the participation of selected Volkswagen suppliers in Brazil, Mexico and South Africa in audits with respect to Occupational Safety and Health in their workplace. Based on the findings of these initial audits, several recommendations are given and used to generate a checklist for a second review (conducted up to 6 months after the initial audit). A report is then created which documents the audit findings, including any improvements that have taken place at such supplier. When all the suppliers have been assessed, best practices and solutions found across all project countries will be developed and collected into an online network. This network...
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...Global Compact Case Study Final Version 23 March 2007 Better Health and Safety for Suppliers A partnership project between Volkswagen, ILO & GTZ Maria Kristjansdottir Reykjavik University, School of Law mariak02@ru.is Tel: + 354 699 0482 Better Health and Safety for Suppliers Case Abstract This case study focuses on the “Better Health and Safety for Suppliers” project and how Volkswagen AG seeks to strengthen their policy in Health Protection, Promotion and Occupational Safety by promoting social protection, improving safety and health standards and strengthening labour inspection. The project is a partnership project between Volkswagen, the International Labour Organization and the German Corporation for Technical Cooperation. The project entails first facilitating the participation of selected Volkswagen suppliers in Brazil, Mexico and South Africa in audits with respect to Occupational Safety and Health in their workplace. Based on the findings of these initial audits, several recommendations are given and used to generate a checklist for a second review (conducted up to 6 months after the initial audit). A report is then created which documents the audit findings, including any improvements that have taken place at such supplier. When all the suppliers have been assessed, best practices and solutions found across all project countries will be developed and collected into an online network. This network...
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...Student Name: Student ID: Group: n/a Date: 29/10/13 Assessment Coding Assessment of this program of study is based on competency based principles. S = Satisfactory NS = Not Satisfactory Students who fail to perform satisfactorily for the assessment in the prescribed date may be assessed as ‘not satisfactory’. You are required to be assessed as ‘Satisfactory’ on completion of Assessments assigned by your assessor for this unit of competency. Re-assessment Any re-assessment is conducted as soon as practicable after you have been informed of the requirement to be re-assessed and have been given the opportunity to be re-trained and assimilate the training. You are re-assessed in only the areas assessed NS. It is at the assessor/s discretion to re-assess the entire assessment should it be demonstrated an overall understanding of this unit has not been achieved. Students that are assessed “satisfactory” after re-assessment of areas deemed NS will achieve competency for this assignment. |I acknowledge the assessment process has been explained and agree to undertake assessment. I am aware of Careers Australia’s appeals | |process, should the need arise. I also understand that I must be assessed as ‘satisfactory’ in all parts of the assessment to gain a | |competent result for this unit of competency. I declare that the work contained in this assessment is my own, except where acknowledgement of| |sources is made. I...
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...Name: Christopher Buxton Course Title: Diploma of Management Unit Code: Develop Workplace Policy and Procedures for Sustainability Unit Code: BSBSU501A Assessment1. 1. Review the case study information provided and determine all legislative and regulatory documents that describe compliance requirements for this company. After reading the case study for the Tiny Opera Company I have determined through my own research that the following legislative and regulatory requirements will need to be adhered to so that they are compliant. To start off the Tiny Opera Company will need to have their own Code of Conduct available to all employees and anyone attending the venue. This code of conduct will outline through Key principles what the company’s expected behaviours are and how everyone should conduct themselves while employed at the venue in all areas of employment. Having a code of conduct in place will make sure that everyone who is attending the venue whether employed or as a patron/customer conducts themselves in a way that shows respect for each other in a positive manner. Tiny Opera Company will need to also have Safe Work Procedures in place and will need to meet the obligations of the Work Health and Safety Regulations 2011 and the NSW Work Health and Safety Act 2011, this so that it has steps in place to prevent accidents & injuries when employees are undertaking tasks so that potential hazards can be eliminated and/ or controlled at the venue to protect everyone...
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...Responsibility Management 2015 PGPM 2015-17 Section D Group 9 1. Arijit Nayak (15P189) 2. Gaurav Gupta (15P199) 3. Mounica Chilla (15P209) 4. Puneeth Putcha (15P219) 5. Sarin Babu (15P229) 6. Vishal Garga (15P239) Introduction In today’s world of cut throat competition, business thrives on customer satisfaction. Satisfaction of the customer is based on its perception and interpretation of the product and the brand. With world of uber-fast informational age; it has become imperative for all corporate to not only manage quality but to look at collective responsibilities while doing business. This is achieved with Total Responsibility management. Total responsibility management refers to systems and procedures to ensure responsible business practices and management. It is used to describe the codes of practice and systems that organizations are developing to manage their social, environmental, and ethical responsibilities in response to pressures from stakeholders, emerging global standards, general social trends, and institutional expectations. Need of Responsibility Management Companies know that product or service quality affects their customer relationships and the trust customers have in the company’s products and services. So too a company’s management of its responsibilities to other constituencies affects its relationships with those other stakeholders and the natural environment. Never has it been easier for employees, reporters, activists...
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...Senior School Prospectus 2014 Yr 10/VCE/VCAL/VET 2013 College Captains [pic] Madeline Hallett, Jake Thomas, Arnela Dug, Elias Joseph Contents |Contact Details |Page 3 | |Glossary of Terms |Page 4 | |Key Dates |Page 5 | |Year 10 overview |Pages 6 -10 | |Core Unit Descriptions |11 -30 | |Vocational Pathway Course Overview |31 - 32 | |Victorian Certificate of Education (VCE) Overview |33 - 37 | |Victorian Certificate of Education (VCE) Subjects |38 - 66 | |Victorian Certificate of Applied Learning (VCAL) Overview ...
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...Change (Singapore semester 3, 2013) Exam Case study Yarra Valley Water: Learning and change for sustainability By PATRICK CRITTENDEN, SUZANNE BENN AND DEXTER DUNPHY Introduction Yarra Valley Water (YVW) is widely recognised in Australia as a leader in corporate sustainability. The Victorian Government-owned water utility delivers water and sewerage services to over 1.6 million people in the northern and eastern suburbs of Melbourne. Its operating licence covers over 4000 square kilometres and it maintains a distribution network comprising over 16,000 kilometres of water and sewerage pipes. Operational challenges include the maintenance of ageing water and sewage infrastructure in established areas and the development of new infrastructure in the rapidly expanding northern suburbs of Melbourne. The organisation's capability and commitment to delivering sustainability outcomes has been demonstrated at a practical level through the implementation of innovative projects. Its contribution as a leader has been recognised through public sustainability awards at state, national and international levels. YVW's ability to consistently deliver innovative projects and to demonstrate sustainability leadership in the water industry is the outcome of a decade-long focus on organisational learning and change. This case study describes three inter-related aspects of YVW's approach: 1. Organisational culture. Since 2001, YVW have been implementing management initiatives to create...
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