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