1Volkswagen Corporate Social Responsibility.docx

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Volkswagen Corporate Social Responsibility
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Volkswagen is one of the successful car manufacturing company
I the world. The company’s management strategy and social
responsibility have played an essential role in its increased
market share in Europe and abroad. The company was based in
Germany, and it has now expanded its activities to different
parts of the world. It has employed more than 300,000
employees who can manufacture at least 20,000 vehicles each
day. Currently, the company has various production firms
around the world for instance in Africa, Asia, and America. The
firm is also divided into two different segments such as
Volkswagen and Audi, which have produced different brands of
vehicles (Abdul 2002). Volkswagen desires to increase its
central point on business background, reducing the production
cost at the same time enhancing its profitability. The current
paper intends to assess VW CSR.
The Volkswagens scandal (I did not see any description of the
scandal. You cannot assume that the reader know which

scandal you are referring to.) is considered as one of the biggest
in the present century. The company has raised concern about
business performance and corporate social responsibility. The
case study has made people raise questions about sustainability
and reviving the philosophical debate on ethical practices,
which is characterized in CSR. Volkswagen is very committed
to making sure its activities are transparent and has adopted the
most effective corporate governance. The execution of its
strategies to all business levels and the value chain has become
one of the biggest challenges.
The company’s sustainability implies the instantaneously
determined for economic, social as well as environmental
objective as the way of giving them equal precedence. The firm
has established and enduring value, offering a conducive
working environment and managing environmental issues with
care. Based on the emission issues, the company has failed to
meet the CSR requirements and standards.
Human activities have negatively affected the environment in
the past few years. Some companies have failed to stick to CSR
guidelines and environmental sustainability while consumers
expect the company to follow the CSR by modifying their
practices (Abdul 2002). Studies have indicated that the
automobile industry is publishing their CRS performance in
public revelation. To accomplish positive impact on stakeholder
anticipation, VW revealed that it is committed to environmental
sustainability using their website and media release. VW is one
of the most renowned company for sharing their commitment or
obligation to CSR, mainly based on environmental sustainability
problems as well as stakeholders correspondence. Gruber
indicated that various factors affect environmental issues are
energy, noise, emission, etc.
The indiscretions in managing the emission problems contradict
with what the organization believes in. This is disappointed by
the stakeholders who believe in the company operations. The
firm is working on these issues and coming up with ways of
making sure that all the CSR standards are met. Even though

this may take time and resources, it will help the company to
restore its customer’s confidence and expectations. Volkswagen
management started reviewing its sustainability impression.
This has aimed at noting the risks and coming up with
opportunities in environmental impacts. Volkswagen corporate
responsibility (CSR) practices have contributed to an increased
reputation and value.
According to the study carried out by Gruber indicated reasons
as for why companies such as VW have encountered SCR
issues. There is an argument between two schools of thoughts
about CSR and the role played in managing company activities.
Business has to increase its value and trust by observing its
ethical principles. Alternatively, some researchers believe that
companies should conduct their business and enhancing their
moral and ethical values; this has played a crucial role in
meeting their set goals. In assessing issues affecting VW, social
contract theory is the most useful concept to carry out its
analysis ( Rasche , Mette and Moon 2017). In brief, the concept
of social contracts indicates that society has the right to liberty,
rights, and affluence. The emission of harmful gas hurts the
environment, which in term cause climate change hence
affecting the quality of life.
Volkswagen has established a comprehensive management
structure that helps to promote CSR and to synchronize
sustainability. The company’s committee consists of the Group
Board of Management. The board is informed regularly about
the company’s CSR and environmental sustainability (Koplin,
Mesterharm and Seuring 2007). The company management has
ensured that all employees are in a position to meet their set
goals and objectives. Moreover, all the stakeholders are
involved in decision making and other production activities.
The board is also given the responsibility of making the
premeditated sustainability objectives, assess the level that is
achieved utilizing the management pointers, noting significant
activities as well as accepting the maintainable report. (This
may not be relevant.)

It can be noted that CSR and Sustainability department endorses
the board group. Its role consists of organizing its sustainable
action in the Group and its product brand but also organizing
stakeholder’s actions at different levels, for instance, the
sustainability of investors and analyst. The project teams have
been able to handle all business concept like reporting,
management of stakeholder or increasing its supplier’s
relationship. This organization and working on structure is
developed across all its brand and increasing its operations.
From 2009, the company’s CSR for Sustainability VW products
brand can be improved by effective communication across all
areas and developing the most consisted structure. The CRS
department has proven to be part of the company structure.
(This is irrelevant.)
In case VW is successful in reviving its reputation, it has to act
conclusively. VW has to acknowledge its organizational
responsibility but not an individual arrangement for its emission
cases. It is essential for the company to lay down a very
credible framework on minimizing the emission and proving its
compliance based on the regulatory guidelines. (We are not
looking for recommendations in this report. Keep it for
Assessment 3.)
Moreover, the company has to also reduce its stress by making
significant, long term Research and Development for it to
become the market leader instead of lagging in adoption of
technology and minimizing emission at the same time improving
performance. Furthermore, the company has to develop an
effective transparent and accountable practices in addition to
promoting significant change in company culture. This will play
an imperative role to prevent future scam. VW has offered us a
blatant lesson in ways companies should handle social
responsibility and sustainability (Zhang, et al.
2016).(Irrelevant)
Even though VW has indicated its commitment by sticking to
CSR guidelines and promoting environmental sustainability,
some researchers contend against the company action citing that

there is a lack of proactive methodology and adverse outcome.
Abdul and Saadiatul noted that one of a contributor to
environmental effect in the automobile industry is air pollution
and climate change. The general public is one of the
stakeholders that is profoundly affected by environmental
issues. As such, when VW is unable to adhere to CSR
principles, the whole society is affected. Hence it will not be
able to meet its expectation of profit maximization ( Rasche ,
Mette and Moon 2017).
In the entire literature about social responsibility, it can be
agreed that corporate social responsibility is vital for company
success in a competitive environment (Beske, Koplin and
Seuring 2006). The increased VW development has led to an
increase in both negative and positive effects on its expansion.
The company follows the strict principles of joining the
economic development depending on the company
responsibility; this means that the concept of social
responsibility and sustainability is deeply rooted in the
organizational culture (Gruber 2018).(Irrelevant)
VW has to unwaveringly support charitable activities in the
society, which is essential in shaping its image and increasing
its popularity in the company — for instance, contributing
money to those living in slums, sponsoring games in the
community, etc (Hartman, Rubin and Dhanda 2007). In this
case, innovation and sustainability of VW for it to succeed in
the competitive environment. (What are the programmes that the
company do? You need to describe at least two initiatives in
the aspect of community development. Who are the
beneficiaries of their programmes?)
The company has increased its efforts in designing and
inventing new types of the automobile that saves much fuel and
are environmentally friendly. The company has also followed
the sustainability policy despite experiencing various challenges
in the implementation process. Social media acts as the window
for VW to create awareness of its products and CSR activities.
The firm has also published its financial and environmental

issue that helps in understanding what consumers, government
and other stakeholders. It is important to note that to some
level, the execution of these practices might increase the gap
between consumers and the company. Furthermore, VW has
increased its investment on social media as a way of creating
public awareness and expansion to different parts of the
word.(You need to review your conclusion once you change
your content.)
Bibliography
Rasche , Andreas, Morsing Mette , and Jeremy Moon .
"Corporate Social Responsibility: Strategy, Communication,
Governance." Cambridge University Press, 2017.
Abdul, Md Zabid. "Executive and management attitudes towards
corporate social responsibility in Malaysia." MCB UP Ltd,
2002: 10 -16.
Beske, Philip, Julia Koplin, and Stefan Seuring. "The use of
environmental and social standards by German first‐tier
suppliers of the Volkswagen AG." Wiley Online Library, 2006.
Gruber, Maria. "CORPORATE SOCIAL RESPONSIBILITY
RHETORIC IN TIMES OF CRISES. A RHETORICAL
ANALYSIS OF CSR REPORTS PRIOR TO AND AFTER
MAJOR CORPORATE CRISES." MedienJournal, 2018: 33-50.
Hartman, Laura , Robert Rubin, and Kathy Dhanda. "The
Communication of Corporate Social Responsibility: United
States and European Union Multinational Corporations." Journal
of Business Ethics, 2007: 373–389.
Koplin, Julia, Michael Mesterharm, and Stefan Seuring.
"Incorporating sustainability into supply management in the
automotive industry – the case of the Volkswagen AG." Journal
of Cleaner Production, 2007: 1053-1062.
Zhang, Boyang, Vos Marita, Jari Veijalainen, Shuaiqiang Wang,
and Denis Kotkov. "The Issue Arena of a Corporate Social
Responsibility Crisis – The Volkswagen Case in Twitter."
Redfame Publishing Inc., 2016.

PROJ6000 Assessment 2B Sample Completed Assignment
There are a variety of standards available globally to guide the
management of projects. Though
these standards vary, they are all unified by a common goal, to
increase project success rate. On this
basis, many efforts have been made to bring the standards
together in to a single body of
knowledge. However these attempts have been largely
unsuccessful due to the vast area of
expertise in project management. A single standard simply
cannot be versatile enough to cover the
requirement. Therefore, maintaining a variety of recognized
standards should be seen as a strength
of the discipline (Global Alliance for Project Professional,
2018). Though there is a shared goal, each
standard offers a framework to the PM that focuses on different
competencies. Ghosh, et al. (2012),
summarise as follows;
“PMBOK emphasizes on repeatable processes, ICB stresses on
technical, contextual and emotional

competences, Scrum brings customer collaboration, quick
turnaround time, PRINCE2 focuses on
product of the project in a controlled environment, P2M
devises innovation and alignment with
project portfolio and finally APM focusses on design and
technology management, business case and
interpersonal skills.”
(Ghosh, Forrest, DiNetta, Wolfe, & Lambert, 2012)
Being that projects are increasingly conducted without
geographic borders and can span many
different countries, the selection of standard is increasingly
complex. However whilst global projects
can add complexity this should not be the defining reason for
selecting one standard over another.
In fact, the advantage of having recognised global standards is
that they surpass language and policy
by presenting a common framework. Rather, the selection of
which standard to adopt should be
based specific nature of the project in question and the most
relevant for that purpose.
For example, PMBOK and PRINCE2, are a very process
orientated methodologies that divide projects

in to multiple stages. They leaves nothing to chance and are
great frameworks for running large
scale, predictable projects. These are both very popular in IT
infrastructure projects. Scrum
methodology on the other hand, is far lighter approach. It was
designed for and is a popular choice
for software development projects, ultising a small team
meeting regularly to discuss priorities and
milestones which can move daily. (Aston, 2017)
In 2003 Global Alliance for the Project Professionals was
established with the vision to become “the
independent reference benchmark for alignment and
transportability of standards and qualifications
for leadership and management of projects, programs and
portfolios.” They have developed a useful
tool for comparing project standards to aid in the PM selection.
Comparison of PM Standards and Assessments Tool available
at;
https://globalpmstandards.org/tools/comparison-of-global-

standards/
(Global Alliance for Project Professional, 2018)
References
Aston, B. (2017, March 2). 9 Project Management
Methodologies Made Simple. Retrieved from
thedigitalprojectmanager:
https://thedigitalprojectmanager.com/project-management-
methodologies-made-simple/
Ghosh, S., Forrest, D., DiNetta, T., Wolfe, B., & Lambert, D. C.
(2012). Enhance PMBOK® by
comparing it with P2M, ICB, PRINCE2, APM and Scrum
project management standards. PM World
Today, 4(9), 1-77.
Global Alliance for Project Professional. (2018). About Us.
Retrieved from Global Alliance for Project
Professional: https://globalpmstandards.org/about-us/

PRPJ6000 Assignment 2A Sample Completed Assignment
Stakeholders are individuals, groups or organizations who may
be affected either directly or
indirectly by the project (Project Management Institute, 2013).
Depending on the scale and scope of
the project the identified stakeholder register can be substantial
with many having the control or
authority to exert influence over the project. As such a recurring
theme in the project failure is
project managers who have not taken sufficiently into account
the interests and motivations of the
project stakeholders (Eskerod, 2013).
Once a project manager has established a stakeholder register
they need to plan stakeholder
engagement. This planning stage is the most important part of
stakeholder management as it’s
during this process where the project manager will address the
motivation of each stakeholder
group. In doing this the project manager should consider what
success looks like for that
stakeholder group? If we assume that stakeholders will
contribute to a project if they find that this is
in their self-interest, then understanding what their success
measure is, will enable the project

manager to create an informed engagement plan (Eskerod,
2013).
As an example, take an infrastructure project that involves
building a new transport link that runs
through a residential area. The residents of the area will be an
influential stakeholder group to this
project who are essential to engage with. They will no doubt
have significant concerns about the
impact of the project on their quality of life, for example noise
and traffic pollution. However, it may
be possible to engage with this group if the project manager can
demonstrate that the improved
transport links substantially increase property prices in the area,
or that a scheme of urban
regeneration will take place as part of the project which will in
fact improve their living conditions.
It may be true that through this process the project manager may
identify groups where success to
them is in fact the failure of the project. Take the same
infrastructure project and a conservation
group as a stakeholder. Let’s assume the project will have an
environmental impact or effect a
natural habitat. In this circumstance it may be concluded that
there is no way to encourage this

stakeholder group to engage and contribute to the project, as
their motivation is not one of self-
interest. Even though this creates a challenge for the project,
having knowledge of this and being
able to plan in advance is essential to keeping the project on
track. In this circumstance the project
manager may choose to make direct contact with the group and
consider making specific provisions
for their concerns or variances to the project scope to
adequately manage that relationship. This will
substantially reduce the likelihood of the group derailing the
project.
In summary, stakeholder management is essential to the success
of a project but, within that, failure
to consider the motivations of each stakeholder group and create
a plan to address these is
ultimately the biggest risk to the project.
References
Eskerod, P. &. (2013). Project Stakeholder Management.
Burlington, VT: Routledge.
Project Management Institute. (2013). A guide to the project
management body of knowledge
(PMBOK guide) (5th ed.). Newtown Square, PA: Project

Management Institute.
3 Million Uber Drivers Are
About to Get a New Boss
Inside Uber’s latest attempt to rebuild its app for drivers, the
biggest experiment in the gig economy.
ALEXIS C. MADRIGAL
APR 10, 2018
https://www.theatlantic.com/technology/archive/2018/04/uber-
driver-app-revamp/557117/
UBER
Every day, the world’s 3 million Uber drivers spend 8.5 million
hours logged into the ride-
hailing company’s app. That’s roughly 1,000 years of Uber
driving packed into any given 24
hours.
Because of this tremendous scale, Uber is the most important
test case for the gig economy,
the new economic arrangement where contract workers are
arranged into a cohesive labor
force by software. There are many companies that share Uber’s
controversial approach to
doling out work, but none has amassed 3 million people who use
the service to try to make
money. Never before has an app’s design been so important to

so many people.
The Uber app is the drivers’ workplace, as much as the city
where they’re driving is. Each
decision about its interface structures drivers’ interactions with
Uber the company as well as
Uber the transportation marketplace. And Uber is now putting
the finishing touches on a
from-scratch rebuild of the driver app.
https://www.theatlantic.com/author/alexis-madrigal/
https://www.theatlantic.com/technology/archive/2018/04/uber-
driver-app-revamp/557117/
The new build of the app draws on technological components of
the new rider app, which
launched last year. But creating something for drivers is
different. An Uber rider needs an
app that’s simple and fast; drivers’ experience of the app is
much deeper.
The new version will begin rolling out in the next few weeks,
and in an interview with The
Atlantic, Uber’s CEO, Dara Khosrowshahi, said it embodies the
new, kinder Uber. Hundreds
of drivers were involved in providing detailed ideas and
feedback about how the app should
work.
“Drivers have lived with our tools every single day, and the
insight that they bring into our
app and our experience on the road is unique,” said
Khosrowshahi, who has even tried
driving himself. “We would be fools not to use their experience
in helping design not just

our software, but in thinking about our business.”
So Yuhki Yamashita, the product manager for driver experience,
and Haider Sabri, the
engineering lead, spearheaded a new design process that sought
to bring “builders” (Uber’s
terminology for engineers and designers) closer to the drivers
who will be using their
software. It’s one of the things that Uber can do now. Back
when the last driver app was
introduced in 2015, there were about 30 engineers working on
the app, Sabri said. Now
there are hundreds.
Members of the app-building team embedded with hundreds of
drivers in Los Angeles;
Cairo; Bangalore, India; London; Melbourne, Australia; Jakarta,
Indonesia; and São Paolo,
Brazil. Drivers could send WhatsApp messages to individual
researchers, attend group
lunches, or do rides with members of the Uber team using the
new app.
Instead of taking all that information and processing it into one
or several reports, they
created a private Google Plus community (yes G+ still exists!)
so that engineers and
designers could immediately see feedback coming in from all
over the world. Some drivers
recorded vlogs reviewing the new app. Others sent detailed
messages with screenshots to
point out concerns.
The result of that research and building process is a new app
that the team hopes will be, as
they put it, “empowering” and “personal,” and more

understanding of how drivers move
through their days (and nights) on the platform.
Most intriguingly, the new app will take a more directive
approach to making suggestions to
drivers about where to go and what to do. It will not only offer
single proposals about areas
to drive, but offer unprecedented visibility into what Uber’s
back-end software predicts is
going to happen across a city.
The redesign of Uber’s driver app began before the company’s
“180 Days of Change”
campaign, which launched last June while Travis Kalanick,
Uber’s founder and former CEO,
was taking a leave of absence, and prior to when Khosrowshahi
became the company’s
chief. Kalanick was forced out by major shareholders after
months of news stories about
Uber’s “aggressive” culture and terrible treatment of female
employees, and
Kalanick’s nasty confrontation with a driver. The six-month
program was supposed to
https://plus.google.com/discover
https://www.uber.com/c/180-days/summary/
https://www.nytimes.com/2017/02/22/technology/uber-
workplace-culture.html
https://www.susanjfowler.com/blog/2017/2/19/reflecting-on-
one-very-strange-year-at-uber
https://www.theguardian.com/technology/2017/feb/28/uber-ceo-
travis-kalanick-driver-argument-video-fare-prices
“meaningfully improve” the driver experience. It began with a
splash: the announcement

that Uber, contrary to a long-stated position, would introduce
tipping.
Uber notes that it made 38 changes as a result of the process
and feedback from drivers,
but the reviews on driver websites and forums indicate that
drivers remain unsatisfied.
Some driver-friendly measures—like allowing them greater
flexibility in picking which
direction their rides take them—had to be walked back.
Others—like paying them back for
tolls incurred while getting to riders—never launched. And even
when it came to tipping,
some drivers felt Uber needed to encourage tipping within the
rider app’s interface.
In 2018, Uber’s new motto has been “building together.” The
company held a first-of-its-
kind forum with drivers and Khosrowshahi in January and has
continued to talk a much
better game about the people working on the platform.
There is one big reason to believe that Uber might be serious
about treating drivers better:
Acquiring and keeping drivers on the platform is a major
expense. The ride-hailing business
is a complex two-sided market, where companies like Uber and
Lyft have to compete for
both drivers and riders. One way they do so is subsidizing the
cost of rides, paying drivers
more and charging riders less than is profitable. That’s a major
contributor to why both
companies have lost staggering sums of money so far. Uber, for
example, lost $4.5 billion in
2017 and $2.8 billion in 2016. (Lyft’s revenues and losses are
both much smaller.)

The most obvious thing that keeps drivers happy is more money.
“We have mostly been
talking with drivers about basic per-mileage rates, deactivation
issues, and other bread and
butter concerns,” said Jeff Ordower of Silicon Valley Rising, a
group that’s beginning to try to
organize drivers in the Bay.
But pay is not the only consideration. Serious investigations of
how it feels to work for Uber
have found a variety of considerations, big and small, that shape
the driver experience.
Luke Stark, a media-studies scholar at Dartmouth College, and
Alex Rosenblat, an
ethnographer at the Data and Society Research Institute,
explored the specific working
conditions designed into the Uber app in a 2016 paper. For
example, drivers are not given
passenger-destination information before they accept a ride.
This is good for riders, as Uber
drivers cannot discriminate based on where they’re headed, but
it means that drivers have
to accept the ride “blind,” which can lead to unprofitable trips.
“You’re driving around
blind,” one driver told Stark and Rosenblat. “When it does ping,
you might drive 15 minutes
to drive someone half a mile. There’s no money in it in that
point, especially in my SUV.”
The app is both the factory and the boss, and its design has
ramifications on drivers’
autonomy, power, earnings, and quality of life. The technical
system determines how rides
are assigned, how much drivers get paid for each ride, and how

workers are evaluated
through rider ratings and other factors. These kinds of tasks all
used to fall to humans. Now
they don’t. Carnegie Mellon researchers have termed these new
forms of organizational
control “algorithmic management.”
http://www.latimes.com/business/technology/la-fi-hy-uber-
20170620-story.html
https://therideshareguy.com/grading-uber-on-their-180-days-of-
change/#more-19937
https://uberpeople.net/threads/180-days-of-change-
recap.247755/
https://www.uber.com/blog/180-days-of-change-building-
together-in-2018/
https://www.cnbc.com/2018/02/13/ubers-loss-jumped-61-
percent-to-4-point-5-billion-in-2017.html
https://www.cnbc.com/2018/02/13/ubers-loss-jumped-61-
percent-to-4-point-5-billion-in-2017.html
http://money.cnn.com/2017/04/14/technology/uber-
financials/index.html
https://www.bloomberg.com/news/articles/2017-11-11/lyft-set-
to-claim-third-of-u-s-market-in-2017-document-shows
http://ijoc.org/index.php/ijoc/article/viewFile/4892/1739
http://ijoc.org/index.php/ijoc/article/viewFile/4892/1739
https://www.cs.cmu.edu/~mklee/materials/Publication/2015-
CHI_algorithmic_management.pdf
“Through the Uber app’s design and deployment, the company
produces the equivalent
effects of what most reasonable observers would define as a
managed labor force,” write
Stark and Rosenblat. “At the same time, the decentralized

structure of Uber’s systems and
their rhetorical invocation of ‘platforms’ and ‘algorithms’ may
render the impression that
Uber has a limited managerial role over driver behaviors.”
Whether this kind of management is better or worse for drivers
than traditional taxi
management is an open question writers like Tim O’Reilly have
been exploring, but it is
different: The management possibilities are centralized in the
company design process and
delivered via mobile phone.
The Uber driver app has to do a wide variety of things. The app
must allow drivers in cities
across the globe to find people, provide rides, and deliver food.
It must push drivers to the
places where riders are waiting, balancing the market’s supply
and demand. And, from
Uber’s perspective, it must give drivers the tools to run their
own one-person taxi business.
The company viewed the old app as a “one-stop shop to run
your business,” Yamashita said.
The main non-driving screen was a kind of “news feed” with
different promotions, events,
and other announcements that could be pushed to drivers by
corporate or city operational
teams. Drivers often found the number of data points
overwhelming (or underwhelming).
There was an earnings tab that let you see how much money
you’d made. There was a
ratings tab that helped you keep an eye on your rank within the
system.
“With the old app, the attitude was: ‘Here’s a bunch of

information organized in these four
different tabs. Go find what you need,’” Yamashita said.
The new app, the team hopes, will act as more of a personal
coach than an impersonal shop.
This approach can be seen in three changes. In the previous
iteration, drivers slid a switch to
take themselves online. To the design lead Bryant Jow, that felt
impersonal, like the driver
was a cog who had to be turned on like a light switch. The
switch was replaced with a
button that simply says, “Go.”
The next change is more significant. Before, when a driver
would open the app, they’d see a
map of the city with “surge” areas outlined in different warm
colors. Drivers had to make a
pretty complex calculation about where the most profitable
place to drive might be. Now,
Uber’s app will offer up a simple suggestion that doesn’t
necessarily tell them to “chase the
surge” (a plan most drivers think is dumb), but that will help
nudge them to a better area.
The other bit of feedback on the main screen that drivers will
receive is a prediction for
when they’ll be pinged for a ride. Will it be two minutes or 20
minutes? And if the answer is
20 minutes, maybe a driver will opt to do something else rather
than spend low-earnings
time on the platform.
Taken together, just those adjustments on the home screen are a
serious revamp of the
nudges that drivers are being given. But Uber has also made a
more radical change to the

data that it’s sharing with drivers. In the old version of the app,
drivers could see if an area
was surging, or city-operations teams might push a message
predicting that a special event
might cause heavy demand. Those were the only tools available.
https://wtfeconomy.com/networks-and-the-nature-of-the-firm-
28790b6afdcc
In the new version, there are demand-prediction charts that
drivers can access to help plan
when they want to drive. This is a major departure for Uber.
“This is a highly experimental
feature because this is the first time we’re trying to show this
data,” Yamashita said.
Sharing this information is in Uber’s interest. They have the
very difficult challenge of
balancing the load between riders and drivers, so the better
decisions that drivers make, the
more efficient their matching will be. For those reasons, drivers
responded strongly to the
idea. But in so doing, they also created a problem for the team:
The demand projections
that the app was initially showing were not as reliable as drivers
were hoping that they
would be.
“The honest answer is that they loved the idea of it, and
oftentimes it was helpful for them,
but we didn’t always get it right,” Yamashita said. “We realized
that we needed to improve
these features.” That interest and feedback drove a new round of
improvements, which
they hope will meet drivers’ standards for usefulness.

The app will begin to roll out soon to small portions of drivers
(say, 5 percent) within select
cities. Then, they’ll roll out to all the drivers in a few cities,
comparing the data they see with
similar cities elsewhere.
The reason for the phased “responsible” rollout, as Yamashita
put it, is that they found
themselves in trouble last year. As part of the “180 Days of
Change” push, Uber gave drivers
the ability to set their general direction for giving rides six
times per day, when previously
the “destination filter” had only let drivers do that twice.
It doesn’t seem like the biggest change. And when Uber tested
it with a small number of
drivers in each city, it worked fine. But this feature was huge
for drivers, who immediately
took advantage of the ability to drive in their chosen directions
throughout the day. They
loved it. So many took advantage of the feature that Uber said
that it hurt the overall
market conditions.
“As an individual driver, you’re like, ‘Of course I want six!
That’s so much better for me,’”
Yamashita said. “But then when everyone has it, it creates these
weird things where there
are certain riders not getting service and that really messes up
the marketplace.” Uber
decided to revert the change. They’d just gotten an entirely new
way of working, and the
company retracted it. It was as if the factory line had been
reconfigured to benefit workers,
then the company put it the back the old way. Drivers were not

happy.
Nonetheless, Uber maintains that what is good for drivers, as a
group, is good for Uber. “If
you optimize for your driver partners, that is a long-term
winner,” said Khosrowshahi. “That
is certainly our it intention with this app.”
Drivers, to put it mildly, have not always thought Uber was
looking out for their best
interests. In 2017, before Kalanick resigned, he got into a fight
over fare cuts with an Uber
driver. In the wake of that incident, a driver told theAssociated
Press that “a lot of drivers
feel that Uber always looked out for themselves first and
foremost and relegated drivers to
a second tier.”
http://www.businessinsider.com/uber-drivers-are-growing-
angrier-over-price-cuts-2017-3
For drivers, the money they make remains their number-one
issue across all the places they
provide feedback to the company and consult with each other.
And the app
won’t directly change their cut of the ridesharing proceeds. In
fact, Khosrowshahi
maintained that even if he wanted to increase earnings for
drivers, he couldn’t just hike
rates without hurting them just as much.
“In general, if rates overall go up, demand goes down and if
demand goes down, driver
utilization goes down, and then overall earnings often go down
or don’t go up,” he said.

“There is actually very little that we can do in terms of overall
earnings for drivers.”
But what about the direct lever that Uber has to increase
drivers’ take-home pay, which is
cutting into Uber’s slice of the pie?
“If you look at the earnings of the company, I don’t think you
can accuse us of over-
earning,” he said of the company’s multibillion-dollar losses.
“Our goal is to be in a fair
position and that’s what we’re optimizing for.”
As the new app rolls out to workers on the platform, we'll see if
they agree.
A Student - 12345678
Communication in Business
Name: A Student
Student ID: 12345678
Student Email: [email protected]
Name of TA:
Tutorial Day and Time:
Company: QANTAS
Semester and Campus: Semester 1 2018 - Bentley
Title: A Review of Qantas’ Social Performance regarding
the Environment
Word Count: 1615
A Review of Qantas’ Social Performance regarding the
Environment

Qantas Airways Limited, Qantas, is Australia’s largest, both
domestic and international, airline and is part of the OneWorld
alliance; alongside twelve other airlines (Qantas 2014). As the
world’s second oldest airline, Qantas is committed to its
environmental plans in achieving sustainable social
responsibility (Qantas 2016). As part of the Fly Carbon Neutral
scheme, Qantas intends to minimise their environmental impact
of their operations and create plans to guide their performance
(Customer Charter). The airline industry has a significant role
in the transportation and tourism industries, where corporate
social responsibility, CSR, is a source of competitive advantage
(Chang et al. 2015). It is Qantas’ corporate governance to
ensure stakeholder interests are protected and enhanced through
policies and procedures; including maximising performance,
generating appropriate value and return, and maintaining the
success of the company (Qantas 2017). This report will apply
CSR to assess Qantas’ social performance by considering
stakeholders, both externally and internally. Stakeholders
include the competitors, society, customers, and employees. In
understanding their commitment to fulfilling societal
expectations, the environmental social performance of Qantas
will be assessed both positively and negatively.
Human activity has increasingly impacted the environment over
the last few decades, where consumers expect companies to
uphold their CSR ideals by adjusting their practices (Cowper-
Smith & Grosbois 2011); such as their environmental
sustainability. Evidence suggests that the airline industry is
actively reporting their sustainability performances regarding
CSR through public disclosures (Cowper-Smith & Grosbois
2011). In attempt to achieve a positive influence upon
stakeholder expectations, Qantas announced a commitment to
CSR on both their website and through media releases. Qantas
are most renowned for communicating their commitment to
CSR; specifically concerning environmentally sustainability
issues and their communication with stakeholders. Influencing

factors to contribute to environmental sustainability are that of,
emissions, waste, energy, water, biodiversity, noise, and other
influences (Cowper-Smith and Grosbois 2011).
In 2013, Qantas was awarded for its environmental actions as a
leading airline in the Air Transport World (ATW) Eco-Aviation
Awards (Qantas 2013). In 2015, Qantas offset its carbon
emissions on domestic flights for World Environment Day;
providing customers with the opportunity to pay a small amount
to contribute to offsetting emissions, replacing operational
lights with energy efficient LED lights, providing onboard
recycling, and lightweight containers to reduce fuel
consumption (Qantas 2015). By fulfilling an aspect of social
performance regarding environmental issues, such as carbon
emissions, provides the opportunity for CSR to have a positive
impact on stakeholders; customer loyalty (Chang et al. 2015).
Stakeholders place environmental expectations upon
corporations to recognise their responsibilities to improve such
sustainability through the adjustment of business practices
(Cowper-Smith and Grosbois 2011). By Qantas demonstrating a
commitment to their social performance regarding
environmental sustainability, employees and shareholders, will
be positively impacted as the airline develops its policies. A
corporate responsible image was evoked by the company
communicating their acceptance of an award for environmental
sustainability. Such reputation differentiates a corporation from
its competitors by improving customer loyalty and satisfaction,
why also enhancing the corporation’s attractiveness (Lin-Hi and
Muller 2013). Another factor to further this impact is that of
fuel efficiency.
Airlines, such as Qantas, have introduced more fuel-efficient
aircrafts as a contribution to increasing social performance
regarding environmental issues. A recent example is the
introduction of a new Perth to London direct flight, operating
on a Dreamliner aircraft; requiring twenty percent less fuel than

a traditional aircraft of the same size (Qantas 2018). There is a
lower level of carbon dioxide emissions and the engines reduce
the nitrogen oxide emissions by twenty percent (Qantas B787-9
Dreamliner). As the desire to protect the environment becomes
increasingly significant in social performance, corporations
positively impact on their own business and fulfil the
expectations of stakeholders, specifically consumers and
shareholders, and allow for new opportunities to arise in terms
of new markets, and new customers (Lin-Hi and Muller 2013).
By having a positive influence towards environmental
sustainability through CSR, an organisation furthers its
competitive advantage within the industry (Casado-Diaz et al.
2014). For example, when Qantas used one of its most fuel-
efficient aircraft, the Boeing Dreamliner 787-9, to fly from Los
Angeles to Melbourne using biofuel, this increased Qantas’
competitive advantage by being the first biofuel flight between
Australia and the US (Zhou 2018). Biofuels are popular as an
alternative to fossil fuels in contributing to environmental
sustainability by reducing carbon dioxide emissions that
contribute to environmental problems such as climate change
(Solomon 2010). To further their positive impact upon
stakeholder interests, Qantas intend to operate all Los Angeles
flights on renewable fuel by 2020 (Zhou 2018). Qantas is one of
several airlines to invest in projects and biofuel alliances, for
example, the European Advanced Biofuel Flight Path 2020
initiative, which intends to protect required resources,
meanwhile, attempting to reduce the price of a renewable source
of fuel (Chang et al. 2015). As described by Chang et al.
(2015), biofuel and forms of alternative energy are significant
factors in a corporation’s social performance when engaging
with stakeholders; such as government bodies and shareholders.
Although there are positives of Qantas’ commitment to develop
its social performance regarding environmental sustainability,
there are, however, some arguments against such improvements

due to lack of proactive approaches and negative results. One of
the major contributions to environmental impact, of the airline
industry, is that of climate change and air pollution (Wang, Wu
and Sun 2015). The stakeholder group that is largely affected
by social performance towards environmental sustainability is
that of the general public; they are more concerned about the
company’s impact on the environment than those of
shareholders, employees, customers, and government (Wang,
Wu and Sun 2015). Therefore, when a corporation, such as
Qantas, does not fulfil societal expectations regarding
environmental sustainability, they are negatively impacting on
the general public and also their organisational development
and profit maximisation (Wang, Wu and Sun 2015). Despite
strong attempts to promote environmental efficiency through
Qantas media releases, the airline industry strongly impacts
negatively on the environment through emissions (Yan, Cui and
Gil 2016).
Qantas has recently been ranked as one of the worst major
airlines for its fuel efficiency and carbon emissions when flying
internationally across the Pacific; burning approximately sixty-
four percent more fuel per passenger-kilometre than other major
airlines, including Hainan (Branley 2018). Competitors, such as
Virgin Australia, move thirty-three people, one kilometre for
every litre of fuel consumed, whereas Qantas moves twenty-two
people (Branley 2018). When demonstrating a negative
approach towards CSR and social performance, stakeholders,
specifically shareholders, are greatly invested in the airline’s
environmental efficiency when thinking about future investment
opportunities (Arjomandi and Seufert 2014). Qantas occupies
the Sydney International Airport to LAX route, on a Boeing 747
or Boeing 777 aircraft, with an estimated 453 seats; where
passenger numbers on each flight and carbon dioxide emissions
are in correlation (Yin, Dargusch and Halog 2015). Although,
when flying domestically, Qantas excelled in its commitment to
environmental sustainability regarding emissions (Qantas 2015)

when comparing to airlines such as Emirates in 2012, Qantas
was one of the largest emitters when flying long haul routes
(Yin, Dargusch and Halog 2015).
Despite introducing a flight from Los Angeles to Melbourne,
that was powered by biofuel and has positive impacts on the
overall environment, there is also negative implications on the
environment. Biofuels are produced from plant or animal
materials rather than fossil fuels, and can have negative
implications on the environment, despite cutting out such
greenhouse gas emissions which contribute to climate change
(Yan, Cui and Gil 2016). One of the major implications of the
production of biofuel is that of land degradation (Ravindranath
et al. 2010). The degradation of land and loss of habitats are
major threats to biodiversity; specifically, evidential in palm oil
plantations (Zaman et al. 2016). With the implications on the
environment, stakeholders such as the general public, are
inclined to view a corporation negatively. Although Qantas does
not directly produce their biofuel, they are the consumers of
such product. Another influencing factor towards a negative
view towards CSR regarding biofuel is the environmental
concerns regarding food versus fuel, deforestation, water
pollution, water scarcity, and others (Solomon 2010);
specifically focussing on soil erosion, nutrient losses, decreased
quality in the ground and surface water, difference in air
quality, higher demand for water, and loss of biodiversity
(Solomon 2010). This will have a minimal effect on
shareholders, employees and customers. Meanwhile, the general
public in the areas affected by such productions will negatively
view Qantas’ social performance influenced by their major
concerns with a corporation’s commitment to environmental
sustainability.
In conclusion, Qantas’ social performance regarding the
environment prevails to consist of both positives and negatives.
In demonstrating a strong commitment to improve its

performance, there is evidence of strategies implemented to
fulfil societal expectations of increasing fuel efficiency and
reducing carbon dioxide emissions. In experiencing pressures
from stakeholder groups such as governmental bodies,
shareholders, and the general public, Qantas has increased its
environmental sustainability actions by providing a platform to
communicate such elements. Although there are positives
towards its environmental commitment, Qantas does display
evidence of indirect negative approaches such as the production
of biofuel. Although the production of such fuel has negative
implications on the environmental directly, the overall benefits
of reducing emissions and reducing contributions to climate
change overshadow negative impacts. Qantas has demonstrated
numerous attempts to counter the criticisms of its lack of CSR
towards the environment, by improving their social performance
and engaging stakeholders, such as customers, to get involved
in their commitments. It can be demonstrated that the
development of Qantas’ social performance is slowly
developing to respond to the criticisms of its environmental
sustainability in contributing to maximise its corporate
reputation and fulfilling societal interests to make decisions
based on stakeholder interests.
Reference List
Arjomandi, Amir, and Juergen Heinz Seufert. 2014. “An
evaluation of the world’s major airlines’ technical and
environmental performance.” Economic Modelling 41: 133-144.
https://www-sciencedirect-
com.dbgw.lis.curtin.edu.au/science/article/pii/S0264999314001
692
Branley, Alison. 2018. “Qantas ‘worst major airline’ for fuel
efficiency on trans-Pacific flights, study suggests.” ABC News,
January 17. http://www.abc.net.au/news/2018-01-17/qantas-
fuel-efficiency-worst-for-trans-pacific-flights-study/9333616

Chang, Dong-Shang, Sheng-Hung Chen, Chia-Wei Hsu, and
Allen H. Hu. 2015. “Identifying Strategic Factors of the
Implantation CSR in the Airline Industry: The Case of Asia-
Pacific Airlines.” Sustainability 7(6): 7762-7783.
doi:10.3390/su7067762
Cowper-Smith, Allan, and Danuta de Grosbois. 2010. “The
adoption of corporate social responsibility practices in the
airline industry.” Journal of Sustainable Tourism 19(1): 59-77.
doi: 10.1080/09669582.2010.498918
Lin-Hi, Nick, and Karsten Muller. 2013. “The CSR bottom line:
Preventing corporate social irresponsibility.” Journal of
Business Research 66(10): 1928-1936. https://www-
sciencedirect-
398
Qantas. n.d. “Customer Charter and Frequent Flyer Customer
Commitment.” Accessed 4th April 2018.
https://www.qantas.com/travel/airlines/customer-
charter/global/en
Qantas. n.d. “Qantas B787-9 Dreamliner.” Accessed 4th April
2018. https://www.qantas.com/au/en/about-us/our-
company/fleet/qantas-b787-9.html
Qantas. 2013. “Qantas wins top environmental award.”
Accessed 4th April 2018.
https://www.qantasnewsroom.com.au/media-releases/qantas-
wins-top-environmental-award/
Qantas. 2014. “Constitution of Qantas Airways Limited.”
Accessed 4th April 2018
www.qantas.com.au/infodetail/about/corporateGovernance/Cons
titution.pdf

Qantas. 2015. “Qantas to Offset Carbon Emissions of its
Domestic Flights on World Environment Day.” Accessed 4th
April 2018. https://www.qantasnewsroom.com.au/media-
releases/qantas-to-offset-carbon-emissions-of-its-domestic-
flights-on-world-environment-day/
Qantas. 2016. “Australian Packaging Covenant Action Plan
2016 to 2019.” Accessed 4th April 2018.
http://www.qantas.com.au/infodetail/about/environment/qantas-
australian-packaging-covenant-action-plan.pdf
Qantas. 2017. “Qantas Corporate Governance Statement 2017.”
Accessed 4th April 2018.
www.qantas.com.au/infodetail/about/corporateGovernance/2017
CorpGov.pdf
Qantas. 2018. “Qantas starts history-making flight direct to
London.” Accessed 4th April 2018.
https://www.qantasnewsroom.com.au/media-releases/qantas-
starts-history-making-flight-direct-to-london/
Ravindranath, N.H., C. Sita Lakshmi, Ritumbra Mauvie, and P.
Balachandra. 2010. “Biofuel production and implications for
land use, food production and environment in India.” Energy
Policy 39(10): 5737-5745. https://www-sciencedirect-
744
Solomon, Barry D. 2010. “Biofuels and sustainability.”
Ecological Economics Reviews 1185: 119-134.
https://nyaspubs-onlinelibrary-wiley-
com.dbgw.lis.curtin.edu.au/doi/full/10.1111/j.1749-
6632.2009.05279.x
Wang, Qi, Chong Wu, and Yang Sun. 2014. “Evaluating

corporate social responsibility of airlines using entropy weight
and grey relation analysis.” Journal of Air Transport
Management 42: 55-62. https://www-sciencedirect-
240
Yan, Wei, Zhijian Cui, and Maria Jose Alvarez Gil. 2016.
“Assessing the impact of environmental innovation in the
airline industry: An empirical study of emerging market
economies.” Environmental Innovation and Societal Transitions
21: 80-94. https://www-sciencedirect-
259
Yin, Kwong-sang, Paul Dargusch, and Anthony Halog. 2015.
“An analysis of the greenhouse gas emissions profile of airlines
flying the Australian international market.” Journal of Air
Transport Management 47: 218-229. https://www-sciencedirect-
71X
Zaman, Khalid, Usama Awan, Talat Islam, Rohayati Paidi,
Asmadi Hassan, and Alias bin Abdullah. 2016. “Econometric
applications for measuring the environmental impacts of biofuel
production in the panel of worlds’ largest region.” International
Journal of Hydrogen Energy 41(7): 4305-4325. https://www-
sciencedirect-
846
Zhou, Naaman. 2018. “Qantas uses mustard seeds in first ever
biofuel flight between Australia and US.” The Guardian,
January 30.
https://www.theguardian.com/environment/2018/jan/30/qantas-
uses-mustard-seeds-in-first-ever-biofuel-flight-between-
australia-and-us

1
Communication in Business
Name: A Student
Student ID: 12345678
Student Email: [email protected]
Name of TA:
Tutorial Day and Time:
Company: Anheuser-Busch InBev
Semester and Campus: Semester 1, Bentley Campus
Title: Anheuser-Busch InBev: An Analysis of the Social
Performance of the World’s Largest Brewer
Word Count: 1633
Anheuser-Busch InBev: An Analysis of the Social Performance
of the World’s Largest Brewer
Over half of the world’s population consume, or have been
consumers of alcohol. (WHO 2014). For thousands of years,
humans have been producing and consuming alcoholic
beverages; Alcohol has a place in almost every culture in the
world (WHO 2014). In 2016, two of the world’s largest
alcoholic beverage companies, Anheuser-Busch InBev (AB
InBev) and SABMiller finalised the deal on their merger,
making AB InBev the largest producer of alcoholic beverages in
the world (Prinsloo and Buckley 2018). The company sells over
500 beer brands to over 100 countries around the world,
including the sale of the world’s most popular beer: Budweiser
(AB InBev 2017b).
Corporate social responsibility (CSR) is the theory that
companies have a duty to meet the needs of many stakeholders,
as well as the shareholders of the company (Moir 2001). These

stakeholders include anyone that is, or could be affected by the
company’s actions and decisions (Moir 2001). In the AB InBev
2016 annual report, they state that “With our presence around
the world comes an opportunity to be a force for good.” (AB
Inbev 2016, 11). AB InBev works towards a “better world” by
setting and pursuing ecological sustainability goals (AB InBev
2017b), however they have also been found responsible for a
corruption scandal involving the bribing of government officials
in India (Barlyn 2016). This report aims to analyse they ways in
which stakeholders have been impacted by AB InBev’s
corporate social responsibility successes and shortfalls.
A Case Against AB InBev: Corrupt Dealings
The social contracts theory implies that society has an
expectation for a business to act ethically towards society, and
that there is a ‘social contract’ to which the business is held
accountable (Moir 2001). Bribery is a form of corruption and is
not deemed to be socially responsible behaviour by external
stakeholders including investors and consumers (Lopatta et al.
2017). Actions such as this can be damaging to a company’s
reputation, as well as hindering economic growth in corrupt
countries as corruption favours the state sector at the expense of
the public sector (Lopatta et al. 2017). Consumers of a
multinational company’s products in countries where bribery
and corruption are not tolerated do not accept the excuse that
such activities are considered normal in other countries
(Henning 2016). Corrupt transactions violate the social contract
under which companies are expected to act ethically.
One of the aspects of globalisation is that multi-national
companies will experience cultural differences in the various
countries they operate. This presents many opportunities and
challenges for business, though it can cause ethical dilemmas in
markets where bribes and governmental corruption are a part of
doing business (Sharma and Mitra 2015). In India, corruption is
high relative to other markets with more comprehensive,
strongly enforced anti-corruption policies (Sharma and Mitra
2015). India scores 40 on the Corruption Perception Index, on

which a score of 0 is “Highly Corrupt” and a score of 100 is
“Very Clean” (Transparency International 2018.) As an
emerging market for the beer industry (Vashishth and Tripathi
2016), the cultural difference is perhaps more apparent to
multinational companies whose core markets exist in countries
where bribery is not an acceptable way of doing business. AB
InBev is one such company, as the majority of their products
are sold in countries that rank high (clean) on the corruption
perception index.
From 2009 to 2012, a wholly owned subsidiary of AB InBev,
Crown Beers India Private Limited, was found to have solicited
third parties to bribe government officials in India in order to
increase production and sales in the country (Barlyn 2016;
Smith 2017). India’s alcohol sales and production are highly
regulated (Vashishth and Ttrpathi 2016), and the bribes were
used as a way to circumvent these regulations. The company
was put on notice by employees, who had complained about the
transactions, however AB InBev failed to rectify the issue
despite carrying out audits in 2010 (Barlyn 2016). Furthermore,
the company had been using language in employee separation
agreements that prohibited the employees from reporting such
matters to the SEC with the threat of punishment for those that
did (Smith 2017). The SEC findings were that AB InBev was
therefore responsible for the corrupt actions of its subsidiary.
By bribing government officials AB InBev has gained an unfair
advantage in the marketplace, which impacts many
stakeholders, most notably the marketplace itself, as competing
businesses do not benefit from this unfair advantage unless they
too are guilty of bribing government officials. As a result of the
investigations into these matters, the SEC determined that AB
InBev was responsible for bribing the officials and had ordered
AB InBev to pay over $6 million in fines (Smith 2017), directly
impacting profits available to the shareholders. AB InBev has
been ordered to cooperate with the SEC with reports detailing
its foreign bribery law compliance efforts (Barlyn 2016). The
company has also revised its anti-corruption policies, adopting a

“zero tolerance policy toward bribery and corrupt conduct in
any form” in order to prevent corruption in future (AB Inbev
2015).
A Case for AB InBev: Environmental Sustainability
AB InBev has succeeded in achieving it’s 8 sustainability goals
and has now set new goals related to improving agricultural
practices, water stewardship, reducing waste and reducing their
carbon footprint (AB InBev 2018). In pursuit of these goals, AB
InBev act not only to improve their own practices, but also to
measurably enrich the livelihoods of local communities, thus
benefiting many external stakeholders in the communities (AB
InBev 2018).
Currently, AB InBev uses approximately 3.09 litres of water in
order to produce one litre of beer – a number that the company
boasts is declining as they continue to improve their own
efficiency (AB InBev 2017b). This number was 5.03 litres of
water per litre of beer in 2007 (AB InBev 2009), and the amount
of water saved in the last five years is calculates as nearly 20
billion litres (AB InBev 2017a).
According to World Wide Fund for Nature (WWF), two thirds
of the world’s population will suffer from water shortages by
2025. AB InBev recognises this, and has made it a goal to
ensure that by 2025, all communities where AB InBev brews its
product will have access to sustainable water supplies (AB
InBev 2018). Water scarcity is not a problem unique to Africa,
however it is certainly prevalent there. 95% of agriculture of
Sub-Saharan Africa relies on rainwater in order to produce food
(WWF and AB InBev 2017). AB InBev furthers their
responsibility as ‘water stewards’ by helping to improve clean
water availability and sustainability in areas where water is
scarce (WWF and AB InBev 2017). With AB InBev increasing
activity in Africa, it stands to reason that they would work to
improve water conditions as they require water themselves in
order to be able to grow ingredients and brew their beers. By
working with WWF, AB InBev is able to use their influence to
improve the situation for communities struggling to access

clean water, whilst simultaneously benefiting from the
infrastructure that will allow for their expansion in the African
continent.
Since 2012, AB InBev has also been able to reduce the amount
of packaging for its products by over 140 000 tonnes (AB InBev
2017b). The new goal to reduce waste is to have 100% of their
products in packaging that is returnable or made from mostly
recycled materials (AB Inbev 2018). Again, this is not without
benefit to AB InBev, who are actively reducing their costs as
less materials need to be bought for packaging. Further to this,
AB InBev has partnered with Parley to reduce the amount of
plastic waste in the ocean (AB InBev 2017b). Whilst this may
seem as altruistic philanthropy, a criticism of social outreach
programs such as this is that the program is actually a cleverly
designed marketing campaign with the true intent of promoting
a brand (Corona in this instance) and as a tactic to enter or
develop local markets (Yoon and Lam 2013). Whilst this may be
the case, companies such as AB InBev should surely be
encouraged to continue working to better the environment and
reduce their impact, especially if they are able to increase profit
margins to benefit shareholders whilst doing so.
Conclusion
AB InBev has become the largest alcoholic beverage company
in the world and recognises that with such vast power and
influence, there is an opportunity to make the world better. The
company is very successful at reducing their ecological impact,
whilst also assisting with global humanitarian issues such as the
water crisis. AB InBev, however, has been involved with
corrupt dealings that cast a shadow over their successful
environmental performance and which has forced the company
to strengthen its anti-corruption policies. Whilst corrupt
dealings such as this would typically damage the reputation of a
corporation, it has been suggested in academic literature that
stakeholders, including the government, are more likely to be
lenient or forgiving towards a company with strong positive
CSR. This has been referred to as the “Halo Effect” (Hong and

Liskovich 2015). On the balance, however, it would certainly
appear that AB InBev is successful in acting as a force for good,
and have acted accordingly to reduce the likelihood of repeating
the mistakes made in India. It is a common factor in many of
the sustainability goals that AB InBev also benefits, typically
through cost reduction or by themselves having access to
sustainable resources required for expansion in developing
nations such as Africa. Surely, to the communities that benefit
from their philanthropy, and for the environment that benefits
from reducing waste, it is not relevant if AB InBev is making a
financial benefit for their shareholders. For the external
stakeholders, their world has been made slightly better too.
Reference List
AB Inbev (Anheuser-Busch Inbev). 2009. Beer & A Better
World: Global Citizenship Report 2008-2009.http://www.ab-
inbev.com/content/dam/universaltemplate/ab-
inbev/Better%20World/better-world-pdf-archive/download-
center/ABInBev_GCR-08-09_global.pdf.
AB InBev. 2015. Anti-Corruption Policy and Compliance
Manual. http://www.ab-
inbev.com/content/dam/universaltemplate/ab-
inbev/investors/corporate-gov-pdf-
archive/cg/corporategovernancelanding/AB%20InBev%20Globa
l%20Anti-Corruption%20Policy%202015.pdf.
AB InBev. 2016. Achieving More Together: Anheuser-Busch
InBev 2016 Annual Report. http://annualreport.ab-
inbev.com/2016/index.html.
AB Inbev. 2017a. “Our Water Use.” Anheuser-Busch Inbev.
http://www.ab-inbev.com/better-world/2025-sustainability-
goals/water/our-water-use.html.
AB InBev. 2017b. Rising to Every Occation: Anheuser-Busch
InBev 2017 Annual Report. http://annualreport.ab-
inbev.com/index.html.
AB InBev.2018. “AB InBev Launches 2025 Sustainability Goals
and 100+ Accelerator to Advance Local Innovations for

Pressing Global Challenges.” Press release, March 21, 2018.
http://www.ab-inbev.com/content/dam/universaltemplate/ab-
inbev/News/press-releases/public/2018/03/20180321_EN.pdf.
Barlyn, Suzanne. 2016. “AB InBev to Pay SEC $6 Million to
Settle Bribery Charges.” Reuters, September 28, 2016.
https://www.reuters.com/article/us-a-b-i-sec-fine/ab-inbev-to-
pay-sec-6-million-to-settle-bribery-charges-idUSKCN11Y21R.
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January 12, 2016. http://theconversation.com/can-businesses-
succeed-in-a-world-of-corruption-without-paying-bribes-51777.
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w21215.National Bureau of Economic Research.
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http://doi.org/10.1111/emre.12098.
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Up Spending in Africa to Match Sales Growth.” Bloomberg,
March 2,2018. https://www.bloomberg.com/news/articles/2018-
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http://doi.org/10.1016/j.jpolmod.2015.05.001.
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CIB1100 - Communication in Business
Assessment Guide
Trimester 1, 2019

Colleges of Business and Technology WA Pty Ltd T/A Curtin
College CRICOS Provider Code 02042G
Page 8 of 8
UNIT OUTLINE AND ASSESSMENT GUIDE
The Unit Outline and the Assessment Guide for CIB1100
Communication in Business provide the full requirements of the
unit and both should be referred to when completing unit
assessments.
PRESENTATION OF WRITTEN ASSIGNMENTS
In all the written assessments for this unit, it is important that
you present your work in a way that communicates a
professional attitude. Below are some formatting rules that
should be followed for each written assessment:
· Type or word-process your assessment
· Use a 12 font size
· Use Arial font
· Leave a margin of 2.5 cm around all four sides of the page
· Use double spacing between lines
· Use a Header to insert you name and student ID number at the
top of the page
· Number pages clearly
· Keep a copy of your submitted assessments
For Reference List:
· Formatted according the Chicago 17th Edition referencing
system;
· Use single space for each source entry; and
· Use double space between entries.
SUPPLEMENTARY AND DEFERRED FINAL

EXAMS/ASSESSMENTS Supplementary Assessment / Exam
A supplementary assessment may be granted to a student by the
Board of Examiners in order to provide an additional
opportunity for a student to pass a unit. If a student passes a
supplementary assessment their total mark will not change but
their grade becomes a pass grade (PX – Pass with
Supplementary).
Students who have qualified for a supplementary assessment
will be notified by e-mail following the Board of Examiners.
Supplementary assessments will be conducted in the Orientation
week of the next study period unless otherwise advised by the
College and students must be available to sit the assessment at
the specified time otherwise the offer will be withdrawn.
It is the responsibility of students to be available to complete
the requirements of a supplementary assessment.
A maximum of two supplementary assessments may be granted
to the same student in a program.
For more information please refer to the Curtin College’s
Supplementary Assessment Policy which is located under
Policies and Procedures on the College’s website at
http://www.curtincollege.edu.au.
Deferred Final Exam (if applicable)
Within two calendar days following the missed Final Exam
complete the “Application for Assessment Extension Form”
located on Moodle unit: Study Kiosk/Academic Forms &
Documents and attach valid evidence, for example, a medical
certificate/ or a letter from the counsellor, and a statement
outlining the reasons for missing the final exam. Submit all
documents to Reception in Building 205 or email them to
[email protected].
Deferred Final Exams will be conducted in the Orientation week

of the next study period unless otherwise advised by the College
and students must be available to sit the assessment at the
specified time.
For information on the deferred assessment conditions, please
refer to the Curtin College’s Assessment and Moderation Policy
which is located under Policies and Procedures on the College’s
website: http://www.curtincollege.edu.au.
DETAILED INFORMATION ON ASSESSMENT TASKS
Assessment 1: In-Class Assessment
Due Date: In Class, Module 4, Week Commencing Monday 18
March
Weighting: 10%
Assessment Task
This task will focus and assess your referencing skills. You will
have 45 minutes to complete a series of questions related to
academic journal articles. You will need to properly reference
the articles for both in-text and reference list entries, as well as
summarising and paraphrasing information from the text
provided. You will need to answer five Multiple-Choice
Questions (MCQs), worth 1 mark each. You will also need to
answer one short answer question, work 5 marks, based on the
text provided. You will not have access to the content or
questions prior to your class. It will be provided on the day, and
you will be required to answer all questions related to the
article prior to leaving class. Different classes will have
different questions.
Submission Requirements
As you will complete this assessment ask in your class, you are
required to attend class this week. If you are unable to attend
your class on the day of the assessment, you will need to follow
standard assessment extension procedures, providing supporting
documentation and the extension request form.

Marking Criteria & Feedback
Each class will have a different question set, and a detailed
marking guide will be provided to each marker. For the MCQ
questions, there will be no partial marks awarded for any
question. For the final question, students will be marked on
their language skills, use of in-text citations, and content
development. See the rubric below for detailed marking criteria.
CIB1100 – In-Class Assessment Question Six Marking Rubric
(Weighting 5%)
The result will be an average of the below categories.
Grades
Content Development
Referencing Skills
Structure, Language and Conventions
High Distinction
80-100%
Clearly synthesised the information from the provided text,
including addressing key themes and ideas in your own words.
Followed Chicago 17 Author-Date Referencing conventions,
including appropriate use of quotation marks and in-text
citations.
Highly persuasive. Sound mechanics.
Distinction
70-79%
Included most of the key themes and ideas from the provided
text, with some reliance on direct quotations and/or some
omissions.
Mostly followed Chicago 17 Author-Date Referencing
conventions, including appropriate use of quotation marks and

in-text citations, with some small omissions or errors.
Content flows well. A few inconsistent mechanical errors.
Credit Pass
60-69%
Addressed some of the key themes or ideas from the provided
text, with a reliance on direct quotations and/or some omissions.
Mostly followed Chicago 17 Author-Date Referencing
in-text citations, with occasional omissions or errors.
Content mostly flows. Mostly well structured. A few
inconsistent mechanical errors that do not affect readability.
Pass
50-59%
Attempted to identify the key themes or ideas from the provided
text, with too many direct quotations and/or omissions.
Occasionally followed Chicago 17 Author-Date Referencing
in-text citations, with some omissions or errors.
Basic structure. Consistent mechanical errors that do not affect
readability.
Fail
< 49%
Superficial and/or inadequate addressing of the provided text.
Demonstrates inadequate understanding of key concepts.
Fails to follow Chicago 17 Author-Date Referencing
in-text citations.
Poor structure and/or mechanical errors affecting readability.

Assessment 2: Business Report
Due Date: Monday 15 April, 8am
Weighting: 30%
Assessment Task
In Assessment Two, your task is to review the behaviours,
actions and communications of one of the companies listed
below of your choice:
1. Alibaba
2. Amazon.com
3. HSBC
4. Royal Dutch Shell
5. Samsung Electronics
6. Volkswagen
7. Walmart
8. Wesfarmers
In your own words:
· Examine and critique one or two aspects of the company’s
social performance with regards to fulfilling society’s
expectations on how the company should operate its business.
You can look at a company’s performance in regards to the
environment, equality, employment, community development,
health and human rights, just to name a few options. Highlight
both areas of achievement and those requiring improvement. If
you choose to look at one aspect, examine both the positive and
negative behaviours related to that aspect. If you choose to look
at two aspects, focus on one positive aspect and one negative

aspect, to allow enough depth in your writing.
· Examine and discuss the impact and implications of the
company’s actions on society and stakeholders.
· Provide your conclusions about the company’s performance in
society, based on the information you provide in your paper.
Word Limit: At least 1500, with a maximum of 1800 words.
This INCLUDES in-text citations, headings, sub-headings, etc.
Anything in the body of your paper is included as part of the
word count.
Don’t slip up! Make sure you do not go over the maximum word
limit. A 5% penalty will occur for every 50 words – or part
thereof – over the maximum word limit. This will be strictly
enforced. Also be sure to follow the advice and instructions
provided in your tutorials with regards to requirements for this
assessment, including fonts and structure.
This is an assignment that asks you to reflect broadly on the
role of business, how it communicates and acts on a social issue
facing it in any society. Take time to reflect on the many
arguments and pieces of information presented in the literature.
You will need to read widely and broadly.
You will submit this essay as a Word Document (.DOC or
.DOCX) through the Turnitin submission point on Moodle. You
must load your paper no later than 8am on the due date, Monday
8 April.
It is the student’s responsibility to check that the electronic
file(s) are:
a) Readable,
b) Fully complete,
c) In the required file format,
d) Clearly identified using the required file-naming convention

e.g. student ID number followed by the assessment name; and
e) A back-up copy of the assessment has been kept.
Please refer to the Business Report Marking Rubric. The result
will be divided by six to determine the mark out of 100, then
converted to a score out of 30.
F (0-49%)
P (50-59%)
C (60-69%)
D (70-79%)
HD (80-100%)
Context and Purpose
Did not demonstrate adequate consideration of context,
audience, and purpose and a clear focus on the assigned task.
Demonstrates some consideration of context, audience, and
purpose and attempts to focus on the assigned task.
Demonstrates adequate consideration of context, audience, and
purpose and a clear focus on the assigned task.
Demonstrates a good understanding of context, audience, and
purpose and fully aligns with the assigned task.
Demonstrates a thorough understanding of context, audience,
and purpose that is responsive to the assigned task and focuses
all elements of the work.
Sources and Evidence
Did not demonstrate consistent use of credible, relevant sources
to support ideas that are situated within the genre of essay
writing.
Demonstrates some use of credible, relevant sources to support
ideas that are situated within the genre of essay writing.
Demonstrates consistent use of credible, relevant sources to
support ideas that are situated within the genre of essay writing.
Demonstrates consistent use of a range of credible, relevant
sources to support key ideas that are pertinent to the genre of
essay writing.

Demonstrates skilful use of high- quality, credible, relevant
sources to develop ideas that are pertinent to the genre of essay
writing.
Referencing
Did not sufficiently reference as per College standards,
including inadequate paraphrasing or failure to identify direct
quotes. The Chicago referencing format was not followed. The
reference list was inconsistent.
Some referencing was done correctly in-text (direct quotes and
paraphrased text), as per the Chicago referencing format. The
reference list had some inconsistencies.
Most references were correctly acknowledged, both in-text
(direct quotes and paraphrased text) and within the reference
list, in the Chicago referencing format. The reference list had
some inconsistencies.
Most references were correctly acknowledged, both in-text
(direct quotes and paraphrased text) and within the reference
list, in the Chicago referencing format. The reference list was
consistent.
All references were correctly acknowledged, both in-text (direct
quotes and paraphrased text) and within the reference list, in the
Chicago referencing format. The reference list was consistent
with no errors.
Control of Syntax and Mechanics
Did not use language that conveys meaning to readers with
sufficient clarity and includes numerous errors.
Uses language sufficiently well to convey basic meaning
although errors reduce effectiveness of communication
Uses language that generally conveys meaning to readers with
clarity although writing may include some errors.
Uses language that effectively conveys meaning to readers with
clarity. Any errors that occur do not reduce effectiveness of
communication.
Uses language that skilfully and effectively communicates
meaning to readers with clarity and fluency, and is virtually
error-free

Issue
The issue/problem to be considered critically is not clearly
stated and described. There are significant omissions and/or
errors.
The issue/problem to be considered critically is stated clearly
and described with enough information for an adequate
understanding. There are some omissions and/or errors.
and described with enough information for an adequate
understanding. There are no omissions and/or errors.
The issue/problem to be considered is stated clearly and
described thoroughly.
and described comprehensively (delivering all relevant
information necessary for a full understanding).
Evidence-based Analysis
The analysis is not coherent and is based on irrelevant
information, concepts and methods. The analysis is based on
very limited sources.
A coherent analysis is based on partial use of relevant
information, concepts and methods. The information analysed is
gathered from several relevant sources.
A coherent analysis is based on thorough use of relevant
information, concepts and methods. The information analysed is
gathered from several relevant sources.
A coherent and comprehensive analysis is based on thorough
use of the most relevant information, concepts and methods.
The information analysed is gathered from many diverse, high-
quality sources.
A coherent and complete analysis is based on complete use of
all relevant information, concepts and methods. The information
analysed is gathered from many diverse, high-quality sources.

Assessment 3: Oral Presentation
Due Date: In Class, Module 11, Week Commencing Monday 20
May
Weighting: 30%
Assessment Task
The company you selected in Assessment Two is currently a
signatory to the United Nation’s Global Compact, or
considering becoming a member. The United Nation's Global
Compact guides companies’ social performance. Like all
signatories, your company would be or is planning to be a
member of their Global Compact Local Network, which aims to
achieve compliance with the ten principles of the Global
Compact.

As part of an Executive board (i.e. a group of three or four
scholars representing different companies), review the
information of your group members to develop the best
recommendations to achieve compliance with two Global
Compact principles. You will select these principles no later
than Module 8. Consider the work of all group members as well
as the feedback provided by your TA from Assessment Two to
come up with an original group approach.
In Assessment Three, the Executive board will present the
proposed unified approach to Local Network members and
convince them this approach can be effective in achieving
compliance with the two Global Compact principles. Your
presentation should accomplish the following:
1. Review and present a selection of business practices and/or
approaches from your companies that relate to the two
principles of the Global Compact.
2. Discuss both the positive and negative lessons learned from
these business practices and approaches.
3. Develop innovative business practice recommendations,
which will improve compliance to the two Global principles.
These should be based on the review you have undertaken and
your understanding of the lessons learned.
4. Discuss the benefits, challenges, and risks for key
stakeholders if these recommendations are implemented.
For the Local Network meeting, your working group has been:
· Allocated a maximum of 20 minutes to speak.
· Each member must speak for an equal amount of time (i.e.
approximately 5 minutes per team member).
· Provided with a computer, internet, whiteboard and projection
facilities that you may use in any way to aid your presentation.
· Asked to provide a one-page handout summarizing the key
points from your presentation to assist the audience in

understanding your proposal.
This is a professional presentation. Please give careful
consideration to the way in which you present yourselves and
your ideas, ensuring that it is appropriate for a business
environment and, in particular, the Local Network members.
Remember the Local Network is made up of different company
representatives from a variety of industries. You need to keep
the diversity of your audience in mind when communicating
your ideas.
Your group will have a maximum of four members and each
member will be a representative from one of the eight
companies. There is to be no duplication of companies in a
group.
Your presentation will be recorded. In order to be able to
provide you with all possible marks, please ensure that on your
presentation day you submit the following to your Lecturer:
· Minutes of the group meetings reflecting all of your decisions
and each group member’s level of participation. All members
are asked to review and sign the minutes to show that they agree
these are accurate. Some meetings are conducted in classes, and
lacking attendance will impact your mark.
· Your one-page summary setting out the key points of your
presentation.
· A copy of the slides used for your presentation (PowerPoint,
Prezi, etc.).
· A reflection piece on your presentation, to be submitted in
Module 12, after your completed presentation.
Make sure to have all of your documentation on the day of your
presentation, and that you hand in your reflection piece the
following week. Late submission penalties will apply if any

document is submitted after your presentation, or if you fail to
submit the mandatory reflection piece in Module 12. Late
submission penalties will eventually amount to a 0 mark, as per
Curtin College policy, so do not forget! All presentations will
be made during the given dates in this Assessment Guide.
This is a group presentation and no extensions will be made
without PRIOR arrangements with the Unit Coordinator and the
provision of supporting documentation. Failure to present
during your scheduled Tutorial without making alternate
arrangements with the Unit Coordinator will result in a Fail-
Incomplete result for the unit.
You will complete your presentation in class in Module 11, and
must be present to fulfil this requirement. You should speak
with your Lecturer regarding their preferred submission for
your Minutes, one-page summary, slides, and reflection. Some
may prefer that you submit this via email, while others will
require a hard-copy submission.
Please refer to the Oral Presentation Marking Rubric. While
there is a shared group mark, many components of this
assessment are marked individually, based on your presentation
skills and contribution to the group.

Oral Presentation, Group Mark (10% Weighting)
The mark will be an average of the sections below.
F (0-49%)
P (50-59%)
C (60-69%)
D (70-79%)
HD (80-100%)
Supporting Material
Supporting materials make insufficient reference to information
or analysis; and only minimally support the presentation or
establish the presenters’ credibility/ authority on the topic.
Supporting materials make sufficient reference to information
or analysis; and generally support the presentation or establish
the presenters’ credibility/ authority on the topic.
Supporting materials make appropriate reference to information
or analysis; and strongly support the presentation and establish
the presenters’ credibility / authority on the topic.
A range of supporting materials is used to enhance information
or analysis; and convincingly support the presentation and
establish the presenters’ credibility/ authority on the topic.
A range of supporting material is used to enhance information
or analysis; and significantly support the presentation and
establish the presenters’ credibility / authority on the topic.
Identification of Issues
Did not sufficiently identify the key practices, principles or
theories applicable to resolving business issues and / or
problems.
Identifies some of the key practices, principles or theories
applicable to resolving straightforward business issues and / or
problems.
Identifies the key practices, principles or theories applicable to
resolving straightforward business issues and / or problems.

Identifies some of the key practices, principles or theories
applicable to resolving business issues and / or problems with
complex interrelationships.
Identifies the key practices, principles or theories applicable to
resolving business issues and / or problems with complex
interrelationships.
Analysis of Data
Did not sufficiently analyse data using prescribed methods to
create usable information.
Can apply some prescribed methods to analyse data and create
useable information.
Can apply prescribed methods to analyse data and create useful
information.
Can select and apply appropriate methods to analyse data and
create useful information.
Can select and apply the most appropriate methods to
completely analyse data and create useful information.
Recommendations
States general conclusions and / or recommendations, which are
not fully supported by the analysis and development.
Draws limited conclusions and / or recommendations, which
follow logically from the analysis and development of explicit
elements in the topic.
Draws conclusions and / or recommendations, which follow
logically from the analysis and development of explicit
elements in the topic.

logically from the analysis and development of all explicit and
some implicit elements evident in the topic.
logically from the analysis and development of both explicit and
implicit elements evident in the topic.
Oral Presentation, Presentation Skills, Individual Mark (10%
Weighting)
F (0-49%)
P (50-59%)
C (60-69%)
D (70-79%)
HD (80-100%)
Language
Language choices are inappropriate for the discipline or
inadequate for the task.
Numerous grammatical errors cause difficulty for the audience.
Language choices are appropriate for the discipline and the
task.
Grammar is sufficiently correct for audience understanding.
Language choices are appropriate for the discipline and the
task.
Grammar is substantially correct for audience understanding.
Language choices are appropriate and effectively used for the
discipline and the task.

Grammatical errors rarely cause difficulty for the audience.
Language choices are flexibly and effectively used and
appropriate for the discipline and the task.
The presentation is virtually error free.
Delivery
The presenter’s delivery techniques detract from the
presentation.
The presenter’s delivery techniques do not achieve adequate
audience engagement.
The presenter’s delivery techniques adequately convey
information
The presenter’s delivery techniques achieve sufficient audience
engagement.
The presenter’s delivery techniques clearly convey relevant
information
The presenter’s delivery techniques achieve sufficient audience
engagement.
The presenter’s delivery techniques strongly convey relevant
information
The presenter’s delivery techniques achieve strong audience
engagement.
The presenter’s delivery techniques strongly convey relevant
information
The presenter’s delivery techniques achieve complete audience
engagement.

Oral Presentation, Contribution to Group, Individual Mark (5%
Weighting)
The mark will be an average of the sections below. For every
meeting missed – including in-class meetings – 1 mark will be
deducted from the possible 5 for this section.
F (0-49%)
P (50-59%)
C (60-69%)
D (70-79%)
HD (80-100%)
Works Independently
Rarely completes all individual assigned tasks by deadline. The
work accomplished does not always contribute to group goals.
Completes most individual assigned tasks by deadline. Some of
the work accomplished contributes to group goals.
Completes all individual assigned tasks by deadline. The
majority of tasks contribute to group goals.
Comprehensively completes all individual assigned tasks by
deadline. All completed tasks contribute to group goals.
Comprehensively completes all individual assigned tasks by
deadline in a manner that exceeds requirements. All completed
tasks enhance group goals.

Works Collaboratively
Rarely works to foster a positive team environment, or reflect
on, evaluate and achieve team goals. Does not meet obligations
to team members. Did not attend team meetings.
Occasionally works to foster a positive team environment, and
reflect on, evaluate and achieve team goals. Meets some
obligations to team members. Attended less than half of all team
meetings.
Generally works to foster a positive team environment, and
reflect on, evaluate and achieve team goals. Meets obligations
to team members. Attended half of team meetings.
Consistently works to foster a positive team environment, and
reflect on, evaluate and achieve team goals. Occasionally
demonstrates leadership in fostering a positive team.
Consistently meets obligations to team members. Attended most
team meetings.
Consistently works to foster a positive team environment, and
reflect on, evaluate and achieve team goals. Generally
demonstrates leadership in fostering a positive team. Always
meets obligations to team members. Attended all team meetings.
Oral Presentation, Reflection Individual Mark (5% Weighting)
F (0-49%)
P (50-59%)
C (60-69%)
D (70-79%)
HD (80-100%)
Control of Syntax and Mechanics
Did not use language that conveys meaning to readers with
sufficient clarity and includes numerous errors.
Uses language sufficiently well to convey basic meaning
although errors reduce effectiveness of communication
Uses language that generally conveys meaning to readers with
clarity although writing may include some errors.

Uses language that effectively conveys meaning to readers with
clarity. Any errors that occur do not reduce effectiveness of
communication.
Uses language that skilfully and effectively communicates
meaning to readers with clarity and fluency, and is virtually
error-free
Content Development
Did not adequately analyse and explore ideas within the context
of the task.
Shows some analysis and development of ideas within the
context of the task.
Uses appropriate and relevant content to develop and analyse
ideas within the context of the task.
Uses appropriate and relevant content to fully explore and
analyse ideas within the context of the task.
Uses appropriate, relevant, and compelling content to illustrate
mastery of the task.
Assessment 4: Final Exam
Due Date: Examination Week, TBD
Weighting: 30%
Assessment Task
The Examination will be held during the University
Examination Period. Information about the exam will be
provided during the semester.
It is your responsibility to check the date, time and location of
the Exam.
Please refer to the Final Exam Marking Rubric for the standards
used to assess the essay portion of the exam.
Grades
Knowledge and Comprehension

Perspective and Critical Opinion
Structure, Language and Conventions
High Distinction
8-10
The entire question was addressed. Demonstrates accurate,
highly detailed and comprehensive understanding of key
concepts.
Clearly identifies one’s own position on the issue, drawing
extensive support from lecture, tutorial and case study material.
Great depth of analysis, evaluation and interpretation.
Highly persuasive. Sound mechanics.
Distinction
7-7.9
Most of the question was addressed. Demonstrates mostly
accurate and comprehensive understanding of key concepts.
Identifies one’s own position on the issue, drawing support
from lecture, tutorial and case study material. Evidence of
analysis, evaluation and interpretation.
Argument flows well. A few inconsistent mechanical errors.
Credit Pass
6-6.9
Most of the question was addressed. Demonstrates adequate
understanding of key concepts.
Identifies one’s own position on the issue, drawing some
support from lecture, tutorial and case study material. Some
evidence of elementary analysis and evaluation of the situation.
Argument mostly flows. Mostly well structured. A few
inconsistent mechanical errors that do not affect readability.
Pass
5-5.9
Basic components of the question were addressed. Demonstrates
a limited understanding of key concepts.

Addresses a single source or view of the arguments and fails to
clarify the established or presented position relative to one’s
own. Little evidence of elementary analysis and evaluation of
the situation.
Basic structure. Consistent mechanical errors that do not affect
readability.
Fail
< 5
Superficial and/or inadequate addressing of the question.
Demonstrates inadequate understanding of key concepts.
Fails to establish own position. No evidence of elementary
analysis and evaluation of the situation.
Poor structure and/or mechanical errors affecting readability.

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