Criterion Description High Distinction 80-100% Distinction (70- 79%) Credit (60- 69%) Pass (50-59%) Fail (0-49%) Criterion Score ILO Criterion 1 Identify the most relevant processes with clear linkage...

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Criterion Description High
Distinction
80-100%
Distinction (70-
79%)
Credit (60-
69%)
Pass (50-59%) Fail (0-49%) Criterion
Score
ILO
Criterion 1 Identify the
most relevant
processes with
clear linkage to
the related
responsibilities
of the
organisation.
Very clear and
reasoned
rationale for
why particular
processes were
selected with
clear
explanation of
how they
relate to
particular
responsibilities.
Clear
explanation of
why particular
processes were
selected to
determine
what aspects
of social and
environmental
performance
to concentrate
upon
Reasonable
explanation of
why particular
processes
were selected
to determine
what aspects
of social and
environmental
performance
to concentrate
upon.
Some
explanation of
why particular
processes were
selected to
determine what
aspects of social
and
environmental
performance to
concentrate
upon.
Fails or
provides
limited
rationale for
why particular
processes
were selected
to determine
what aspects
of social and
environmental
performance
to concentrate
upon.
/15 LO1,
LO2,
LO3,
LO5
Criterion 1 List aspects of
social and
environmental
performance
that need to be
managed and
explain the
rationale for
their selection.
Specifically list
five ‘costs’ that
should be
managed clearly
justifying why
these particular
Demonstrate
exemplary
ability to
understand
social and
environmental
performance
viewpoints.
Demonstrate
exemplary
ability to
identify ‘costs’
and the issues
related with
costing.

Demonstrate
very good
ability to
understand
social and
environmental
performance
viewpoints.
Demonstrate
very good
ability to
identify ‘costs’
and the issues
related with
costing.

Demonstrate
good ability to
understand
social and
environmental
performance
viewpoints.
Demonstrate
good ability to
identify ‘costs’
and the issues
related with
costing.

Demonstrate an
average ability
to understand
social and
environmental
performance
viewpoints.
Demonstrate
average ability
to identify
‘costs’ and the
issues related
with costing.

Fails to
demonstrate
an average
ability to
understand
social and
environmental
performance
viewpoints
and identify
costs.
/15 LO1,
LO2,
LO3,
LO5
costs were
identified
Criterion 2 The advice
should be linked
and address
how the
performance
might be
determined and
how it might be
measured.
Clearly links to
the above
rationale and
would be clear
about the
difference
between the
determination
of the
performance,
and
measurement
of the
performance.
Where
relevant,
refers to a
measurement
framework.
Provides a
reasonable
link to the
above
rationale and
provides
limited insight
into the
difference
between
determination
of the
performance,
and
measurement
of the
performance.
The linkage to
the previous
rationale is
poor but does
provide sound
advice as to
how the
respective
aspects of
performance
might be
determined
and measured
There is no
linkage to
previous parts
of the
assignment and
there is some
degree of useful
advice in
respect of
determination
or
measurement
of performance
Provides a
poor or no
link to
previous parts
and provides
very limited
advice in
relation to
what aspects
of
performance
should be
determined or
measured
/20 LO1,
LO2,
LO5
Criterion 2 Clearly
articulate key
performance
indicators which
are logically
linked to the
case.
Demonstrates
very clear logic
as to why
particular
social and
environmental
performance
indicators
have been
selected given
the context of
Provides good
linkage
between
particular
social and
environmental
indicators and
the
organisation’s
context.
Identifies
some
potentially
relevant social
and
environmental
performance
indicators but
the linkage to
organisational
context is not
strong.
Potentially
relevant social
and
environmental
performance
indicators are
identified.
Some or no
indicators are
identified and
unclear why
they are
particularly
relevant to
the case
organisation
/20 LO1,
LO2,
LO5
this
organisation.
Provide clear
advice as to
whether the
above
indicators are
suitable for use
in management
remuneration
plans, and how
such plans
function.
Clearly states
whether some,
or all, of the
indicators
used are
suitable for
use in
management
remuneration
plans. Clearly
explains how
the
indicator(s)
would be used
within a
remuneration
plan.
Provides
reasonable
discussion of
the indicators
used and
provides some
explanation of
how the
indicators
would be used
within a plan
Provides
minimal
discussion of
the indicators
used and
provides some
limited
explanation of
how the
indicators
would be used
within a plan
Provides
discussion of
some indicators
that could be
used but fails to
provide any
explanation of
how the
indicators are
used within a
reward
structure
Fails to clearly
indicate which
indicators
could be used
and how they
could be used
to
remunerate
managers.
Criterion 3 Logical report
structure
provided in a
coherent,
concise and
fluent argument
in discipline
specific
language.
Logical report
structure
provided in a
coherent,
concise well
developed
argument in
discipline
specific
language.
Provides an
outstanding
reflection and
knowledge
Report is well
organised
argument,
mostly logical,
concise and
coherent, and
in discipline
specific
language.
Provides a very
good reflection
and knowledge
gained in this
unit to offer
Report has
well organised
argument,
generally
logical,
concise and
coherent, and
mostly in
discipline
specific
language.
Provides a
general
reflection and
Report
argument
generally
organised and
coherent and
generally in
discipline
specific
language.
Provides an
adequate
reflection and
knowledge
gained in this
Poorly
reported
argument or
only partially
organised and
sometimes
coherent.
Little
discipline
specific
language. Fails
to
demonstrate
an average
/30 LO5
gained in this
unit to offer
decision-
making and
problem-
solving ability
related to
contemporary
organisational
sustainability
issues.
decision-
making and
problem
solving ability
related to
contemporary
organisational
sustainability
issues.
knowledge
gained in this
unit to offer
decision-
making and
problem
solving ability
related to
contemporary
organisational
sustainability
issues.
unit to offer
decision- making
and problem
solving ability
related to
contemporary
organisational
sustainability
issues.
ability to
understand
and
implement the
knowledge
gained in the
unit.

Assignment 1 BFA527 Second Semester
Individual Assignment – preparation of a report to the Board of Directors
Weighting: 30%
Due date: 5 pm Friday 12 August [week 5]
Max length: 1800 words (excluding references)
Read the case and answer the questions that follow:
You are appointed as a sustainability manager of Devils Corner Wines in the East Coast
Region of Tasmania in June 2022. Devils Corner is nestled among the rolling patchwork
fields of the beautiful coastline of Eastern Tasmania. There is a wood-fired Pizza shop, Cellar
Door, gifts shop and a large function centre at the property, which you have to manage. The
organisation (Devils Corner) employs mainly local people and, where possible, sources its
products from local suppliers. More than 10,000 tourists- mainly from interstate,
visited/stayed/shopped at the Devils Corner. There were also regular visitors from within
Tasmania, interstate and overseas. Devils Corner Wines is currently undergoing an energy
audit to see where they can best make efficiency gains. Your role is to embed sustainable
business practices within the organisation and work on maintaining sound environmental
practices in Devils Corner. Previously, this was an area of operations that the organisation
had given limited attention.
You are asked to provide a report to the Devils Corner Wines Board of Directors that
addresses the following issues:
1. What process should Devils Corner undertake to determine what aspects of social
and environmental performance to prioritise and concentrate upon? This will
require a consideration of the organisation's responsibilities and to whom these
responsibilities are owed.
2. Given the nature of Devils Corner, list some aspects of social and environmental
performance that would likely need to be prioritised and managed, and explain
why, and how, these aspects of performance were selected. In doing so, you should
also identify five important ‘costs’ that need to be carefully managed being clear
about why these particular costs were identified.
3. Once it has been determined what aspects of social and environmental performance
to prioritise (point 2 above), provide some advice as to how these aspects of
performance might be determined and/or measured.
4. With the above answers in mind, identify some key performance indicators that
might be useful for assessing the actual social and environmental performance of
the organisation.
5. Advise whether some of these key performance indicators, identified above, should be
used to assess and reward senior managers within the organisation? If so, please also
advise how would this be done.
The
Answered 4 days AfterAug 09, 2022University of Tasmania

Answer To: Criterion Description High Distinction 80-100% Distinction (70- 79%) Credit (60- 69%) Pass (50-59%)...

Rinki answered on Aug 13 2022
11 Votes
DEVIL’S CORNER: CORPORATE SUSTAINABILITY REPORT
Executive Summary
Devil’s Corner Winery has to take up issues that reflect the sustainable practices of the organization. The relevant aspect of this organization is that its dependency on the farms and vineyard which are the major aspect where the sustainability issues can be addressed. The more relevant perspective of sustainability relates to the major configuration of the cost structure that has a prime focus on t
he alteration of the relevant elements to change the cost aspects of the organization. The Sustainability report also addresses the relevant performance indicators of the organization that entails the characteristics and the functioning of the organization. The report has also contemplated the relevant aspects that can be undertaken by the Devil’s Corner Winery to establish a sustainable business practice and ensure the sustainable development goals of the organization. As sustainability is a major global concern with an effective influence of the climate change this report will effectively figure out the major developments towards the sustainable practices of the business.
Table of Contents
Introduction    4
Social and Environmental Aspects at Devil’s Corner    4
Prioritized Sustainability Concerns    5
The Associated Costs of Sustainable Practices    7
Measurement of Performance at Devil’s Corner    8
Other Key Performance Indicators    8
Conclusion    9
References    11
Introduction
The effects of business activities on society and the environment have come under closer scrutiny during the past few decades. Corporate stakeholders today anticipate that businesses will take into account the wide social and environmental effects of their actions, including the general public, employees, and investors Many businesses have responded by creating formal rules that bind them to conduct their operations in a socially and ecologically responsible manner. A corporate social responsibility (CSR) programme serves as a vehicle for a number of initiatives that are frequently used to ca
y out these goals (Searcy, Dixon & Neumann)
The influence an organisation has on the social systems in which it works is refe
ed to as the social component of sustainability. Now that efforts have been made in terms of assessment and management of measurement of social behaviour are still present lack development. Consequently, the query develops from creating a conceptual foundation to allow for a quantitative analysis of data on the social component of performance, as well as their appraisal of either's comparable a standard or already published data other businesses operating in the same industry, the extent to which these contrasts and evaluations are possible, considering that among the social performance data is must be presented in a descriptive manner (Achim, Pintea, Borlea).
Social and Environmental Aspects at Devil’s Corne
A wide variety of approaches for evaluating corporate social responsibility have been developed as a result of the growth of socially responsible investment, and there is an expanding corpus of research examining the relationship between environmental and financial performance. Increased information availability might result in a wealth of knowledge on which to make investment decisions, but it also creates problems with comparability, information overload, and misunderstanding (Delmas, 2018). We determine the key elements of company environmental performance using a special data set that combines environmental evaluations from three top suppliers (Etzion & Nairn-Birch, 2019).
Corporate social responsibility ensures responsible practices and behaviors with a significant focus on integrating economic, social, and environmental concerns into the business strategies and using them effectively as a part of the management tool. The social and environmental aspects that have to be effectively focused on in order to ensure sustainable business practices within the organization and mention environmental practices must be contemplated and prioritized the following aspects. The winery must effectively focus on achieving the agenda of 2030 adopted by the United Nations in 2015 which focuses on the 17 sustainable development goals. This should be an utmost priority because it explicitly encourages the companies to adopt sustainable practices and integrated sustainability with an effective reporting cycle of the business. This specifically calls for a sustainable food production system and explicit resilient agriculture production that must enhance productivity by protecting the ecosystem (Seracy, 2018).
Wine production must connect with those extraordinary challenges and connect...
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