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I have assignment based on the case study, it has 3 section to be filled in the template.

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Student Project Portfolio
BSBSUS601 Lead corporate social responsibility
)
Student Name:     
Student Number:
Contents
Section 1: Prepare to develop a Corporate Social Responsibility (CSR) Policy    3
Section 2: Establish a CSR Policy    6
Section 3: Monitor and evaluate corporate social responsibility    8
    Student name:
    
    Assessor:
    
    Date:
    
    Organisation this assessment is based on:
    
Section 1: Prepare to develop a Corporate Social Responsibility (CSR) Policy
1 Summarise emerging approaches and best practice in CSR relevant to your organisation and the industry in which it operates.
2 Describe the organisation you are basing this project on.
2.1 What is the name of the organisation?
2.2 What are the main activities of the organisation?
2.3 Describe the organisation’s strategic direction and objectives/goals (including sustainability objectives).
Note: Attach proof of organisational documents you used for information to answer this question (e.g. strategic plan).
3 Describe your organisation’s CSR culture.
3.1 Describe the organisation’s cu
ent CSR culture.
3.2 What are the benefits of CSR for your organisation (at least three)?
3.3 Which ba
iers exist to CSR in your organisation (at least three)?
3.4 Describe and quantify the drivers for CSR in your organisation (at least two).
3.5 Identify future opportunities for CSR practices in your organisation (at least four).
4 Analyse organisational, legislative and regulatory requirements for CSR.
4.1 Do any policies, procedures or other organisational documentation exist that provide information about the organisation’s CSR?
4.1.1. If yes, what is the name of the policy, procedure or document?
4.1.2. If yes, what are the CSR requirements outlined in the documentation?
4.2 Summarise any legislation that applies to CSR for your organisation.
4.2.1. What are the legislative requirements for CSR?
4.2.2. How do they apply to your organisation?
4.3 Summarise any regulations that apply to CSR for your organisation.
4.3.1. What are the regulatory requirements for CSR?
4.3.2. How do they apply to your organisation?
4.4 Summarise any standards that apply to CSR for your organisation.
4.4.1. Which standards exists for CSR?
4.4.2. How do they apply to your organisation?
4.5 Summarise any codes of practice that address CSR requirements for your organisation.
4.5.1. Which codes of practice exist for CSR?
4.5.2. How do they apply to your organisation?
Note: Attach proof of policies, procedures etc to this section of your portfolio as well as any other external sources of information (e.g. website links).
5 Plan for Corporate Social Responsibility Policy for two areas or opportunities.
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Flinders International College V.1
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BSBSUS601 Lead corporate social responsibility
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5.1 (
Strategy
Responsibility
Timing
Resources
)Choose two areas or opportunities for CSR in your organisation (from the four you’ve already identified).
5.2 Incorporate both opportunities as you:
5.2.1. Identify the objectives for a CSR policy.
5.2.2. Draft a CSR policy that aligns with the organisational goals (identified at the start of this section). Include: Policy purpose, Definition of CSR, Scope, Policy description/elements/opportunities, Roles and responsibilities
5.3 Identify at least two stakeholders who may provide input into your CSR Policy and explain how the stakeholders are involved in the CSR planning process.
5.4 Plan for CSR opportunities to be integrated into the organisation.
5.4.1. Which strategies will you use to integrate CSR opportunities?
5.4.2. Who is responsible for the strategies?
5.4.3. What timing is required for the strategies to be implemented?
5.4.4. Are any other resources required?
5.5 Describe what change is needed to integrate your policy into the organisation’s systems, processes and procedures.
Note: Attach your draft CSR Policy (that takes two opportunities into consideration) to this section of your portfolio.
    Opportunities for CSR:
    CSR Objectives:
    Stakeholders:
    Integration Plan:
    
    Required changes:
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Draft CSR Policy

Proof of external information

Proof of other information sources
e.g.
strategic plan

Proof of policies, procedures, templates etc.
Attach:
)
Section 2: Establish a CSR Policy
1    Summarise your meeting with the relevant stakeholder(s).
6 Who did you meet with?
6.1 What changes are required to the CSR Policy?
6.2 What did you negotiate about?
7 Prepare and distribute a final CSR Policy.
7.1 Update your Draft CSR Policy to incorporate the stakeholder input (highlight the changes you made to your Draft CSR Policy).
7.2 Use the space provided in the table to draft an email to the stakeholders who attended the meeting to distribute the final policy to them (assume that the policy is attached to the email).
Tip: Make sure you include any stakeholder input (from your meetings) in the revised policy. Attach your final CSR to this section of the portfolio.
8 Integrate CSR into the organisation’s systems, processes and procedures.
Choose one change provision (from the strategies identified in Section 1 that have been agreed to at the meeting) and use it incorporate the CSR Policy into the organisation’s systems, procedures and processes.
Attach proof of how you incorporated CSR into your organisation to this section of your portfolio (e.g. updated Strategic Plan).
9 Communicate the CSR strategy to employees and external stakeholders.
9.1 Prepare a notice to be distributed to all employees that outlines the key ideas of the new CSR strategy.
9.2 Use the space provided in the table to draft an email to the employees to introduce the new CSR Policy (assume that the notice you created is attached to the email).
9.3 Prepare a blogpost to be added to your organisation’s website to introduce the CSR strategy to clients/customers or other external stakeholders viewing the website.
    Notice:
    Draft email:
    Blogpost:
(

Final CSR Policy

Proof of meeting with stakeholders (if required)
Attach:
)
Section 3: Monitor and evaluate corporate social responsibility
1 Write a report on CSR progress (to provide to relevant stakeholders). Your report should:
1.1 Summarise the available numerical or financial information to monitor the CSR progress.
1.2 Present the numerical or financial information in an appropriate format (e.g. graphs, pictograms etc.).
1.3 Analyse the information to determine whether:
1.3.1. CSR objectives have been achieved
1.3.2. organisational, legal and statutory requirements have been adhered to.
    CSR Progress Report:
    CSR Progress Report:
Summary of information (including appropriate presentation of financial/numerical information)
Analysis
2 Summarise your meeting with the relevant stakeholder(s).
10 Who did you meet with?
10.1 What feedback did they provide?
10.2 Which further support options were identified?
11 Evaluate the CSR progress.
11.1 Have your organisation’s sustainability objectives (identified in Section 1 of the Project Portfolio) been achieved?
11.2 How can the CSR Policy be improved (at least two improvement recommendations)?
11.3 How can CSR practices be improved (at least two improvement recommendations)?.
Include the stakeholder feedback in your evaluation.
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Stakeholder meeting (if relevant)
Attach:
)

Case Study – Native Bush Spices Australia
Native Bush Spices Australia is based in Coffs Ha
our, NSW.
The business was established in 2010 to cater for a demand for Australian native food products. Native Bush Spices Australia has organic certification and manufactures and retails a range of organic, Australian native foods including:
Native he
s and spices Native he
al teas
Native fruit jams and conserves
Cu
ently Native Bush Spices Australia is selling its products through a number of small supermarkets and health stores throughout Australia. It also has a web site through which products can be ordered.
Native Bush Spices Australia’s target customers are those that enjoy gourmet foods. The age range of Australian consumers buying their products is between 35 and 65. Most of their consumers are health conscious, care about protecting the environment and have an average income of $80,000.
Native Bush Spices Australia cu
ently employs the following staff in its head office: CEO, Operations Manager, Marketing and Sales Manager, Administration Manager and Customer Service Officer.
Around 10 staff are employed in the factory making and distributing the products.
Information required to complete Section 1
Recent feedback from customers showed that 20% of customers were starting to shop with competitor bush food providers because they have a more visible environmental and community focus. As a result, the CEO has asked the Operations Manager to lead introduce a Corporate Social Responsibility program for Native Bush Spices Australia. The program should align with the strategic objectives to grow
and awareness and increase sales.
In particular, the Operations Manager must develop a corporate social responsibility policy that addresses the environmental impact of Native Bush Spices Australia and integrate it into the business systems, process and procedures.
Native Bush Spices Australia has inherently lived out social responsibility principles but they have never been formally recognised, documented or advertised. The management team has always been focused on building the business and securing reliable suppliers and hasn’t had time to address CSR formally. Because of the niche competitive market, the cost of raw materials needs to be low enough to ensure profitability – this has meant that environmental considerations are sometimes set aside.
Furthermore, many of the employees are environmentally aware and have expressed a concern about the packaging used at Native Bush Spices Australia. Many customers care about protecting the environment, yet 60% of the packaging used is single-use plastic.
At a recent team meeting, the management team agreed that Native Bush Spices Australia should adopt the UN sustainable development goals for their own (https:
www1.undp.org/content/oslo- governance-centre/en/home/sustainable-development-goals.html ).
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The Operations Manager has freedom to develop objectives as long as they address Native Bush Spices Australia’s environmental impact and assist in developing rural communities.
The executive team (CEO, Operations Manager, Marketing and Sales Manager, Administration Manager) will be responsible for making contributions towards the CSR Policy.
Information required to complete section 2
The CEO has requested that the strategic plan is updated to reflect the CSR policy.
Information required to complete section 3
It is one (1) year since the CSR Policy was implemented and, as the Operations Manager, you are reviewing the CSR progress against the objectives (and the organisation’s sustainability objectives).
Executive Summary
Native Bush Spices
Australia
Native Bush Spices Australia is based in Coffs Ha
our, NSW.
The business was established in 2010 to cater for a demand for Australian native food products. The company has organic certification.
The company manufactures and retails a range of organic, Australian native foods including: Native he
s and spices
Native he
al teas
Native fruit jams and conserves
Cu
ently the business is selling its products through a number of small supermarkets and health stores throughout Australia. The company also has a web site through which products can be ordered.
Vision
Vision: We are constantly working to establish ourselves as the most respected and sought-after supplier of native bush spices in Australia.
Mission
Mission: Native Bush Spices Australia is committed to providing our customers with high quality, delicious tasting, healthy ingredients and custom blends within a sustainable and nature-respecting environment.
Our values are:
Respect:
Taking time to understand and value each of our customers and respecting their choices. Paying respect to the traditional owners of the land from which we gather our products.
Responsibility:
Acting with integrity towards our staff, our customers, the community and the environment. Caring:
A duty of care for our staff, customers and the environment. Excellence:
To always look to provide the best quality product and customer service. Integrity:
To act with honesty, openness and do what we say we will do. Innovation:
To be industry leaders.
Strategic Objectives
Increase sales
Create
and awareness, Develop a
oader product range
Expand into overseas markets (Hong Kong, Japan, Singapore) Consider options for alliance marketing.
Background information
Trends and developments
He
s and spices no longer need to come via faraway ancient trade routes to our kitchens, Australia’s he
and spice industry, small as it is, has been expanding over the last few years according Robert Hayes from the Australian He
and Spice Industry Association. In 2008 the he
industry alone was worth $120 million at the farm gate and is now worth around $150 million.
He
industry value
160,000,000
140,000,000
120,000,000     
100,000,000
$
80,000,000     
60,000,000     
40,000,000
20,000,000     
-     
2008    2020
The popularity of cooking shows and cele
ity chefs, the diversity of cultures and cuisines and the growth of the fresh food industry has contributed to this growth. Traditional fresh spices such as garlic and ginger are also making a comeback and have new company with lemongrass, galangal and turmeric now more widely available year-round from established growers.
The spice industry in Australia, is characterised by small growers supplying their local retailers, restaurants or the food services sector, developing their product through trial, e
or, experimentation and sheer hard work.
Robert Hayes (AHSIA President) outlined in a recent event talking about direction for the he
and spice industry in Australia: In Australia over the past 40 years expanding from its initial base of a few seasonal product lines (predominately curly leaf parsley) to the more than 100 product lines widely available today – both fresh and processed, with many more crops new to Australia in the pipeline. He emphasised the continuing need for research and development to meet pest and disease control and government regulatory requirements, as well as market development funding to fully capitalise on the potential of these crops. This will require industry participants to invest in the future of their industry
Source: http:
www.ahsia.org.au/?p=32
Competitors:
Major competitors are Coles and
Answered 11 days After May 12, 2023

Solution

Bidusha answered on May 23 2023
28 Votes
(Date Established)
Introduction to Corporate Social Responsibility (CSR)
Howard Bowen created Corporate Social Responsibility (CSR) in 1953, and it is becoming more and more well-known nowadays. The term "corporate social responsibility" refers to the unofficial measures taken by businesses to advance society and raise standards of living. CSR, however, is not specifically defined.Many businesses often engage in CSR in order to maintain their reputation and foster customer loyalty. As a result, CSR efforts are formed as business advertising and profit-generating methods. For instance, according to experimental study, businesses with a negative image can gain from engaging in Corporate Social Responsibility (CSR) initiatives.
Who we are and what we do
​The immense Australian scene is wild, crude and dynamite. Natural tones, natural surfaces and unmistakable native fragrances implant her te
itory, uncovered as a rich abundance of serious bush flavors - the seeds, nuts, leaves and be
ies assembled from her native verdure by Native clans north of a huge number of years. Life is a culinary experience traversing the Australian scene, the inconceivable powers of these intense, normal flavors have been outfit for the cutting edge menu by a notable connoisseur foodie and Australian Bush Spices organizer. Acquainted with the strong kinds of the Australian bush in the last part of the 1990s, the previous restauranteur in a split second capitulated to the sweet-smelling spell of these old joys. Seven years of culinary trial and e
or would follow, expanded by a transition toward the northern NSW locale of...
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