Assessment I - Organisational Change

T-1.8.
Details of Assessment
Term and Year 2, 2019 Time allowed Weeks 1-7
Assessment No 1 Assessment Weighting 100%
Assessment Type Change Management Project Plan and Presentation
Due Date Week 7 Room TBA
Details of Subject
Qualification BSB61015 Advanced Diploma of Leadership and Management
Subject Name Organisational Change
Details of Unit(s) of competency

Unit Code (s) and BSBINN601 Lead and manage organisational change
Names
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work Signature: ___________________________

submitted is my own, and has not been copied or
plagiarised from any person or source. Date: _______/________/_______________
Details of Assessor
Assessor’s Name
Assessment Outcome
/ 100
Results Competent Not Yet Competent Marks
FEEDBACK TO STUDENT
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
Student Declaration: I declare that I have been Assessor Declaration: I declare that I have
assessed in this unit, and I have been advised of my conducted a fair, valid, reliable and flexible
result. I am also aware of my right to appeal and the assessment with this student, and I have provided
reassessment procedure. appropriate feedback
Signature: ____________________________ Student did not attend the feedback session.

Feedback provided on assessment.
Date: ____/_____/_____
Signature: ____________________________
Date: ____/_____/_____
Organisational Change, Assessment No.1 Page 1

v2.0, Last updated on 05/03/2019 by MM
T-1.8.1
Purpose of the Assessment

The purpose of this assessment is to assess the student in the following Competent Not Yet
learning outcomes: (C) Competent
(NYC)
1.1 Identify strategic change needs through analysis of organisational objectives
1.2 Review existing policies and practices against strategic objectives to identify
where changes are required
1.3 Monitor the external environment to identify events or trends that impact on
the achievement of organisational objectives
1.4 Identify major operational change requirements due to performance gaps,
business opportunities or threats, or management decisions
1.5 Review & prioritise change requirements/opportunities with relevant managers
1.6 Consult stakeholders, specialists and experts to assist in the identification of
major change requirements and opportunities
2.1 Undertake cost-benefit analysis for high priority change requirements and
opportunities
2.2 Undertake risk analysis and apply problem solving and innovation skills to
identify barriers to change and agree and record mitigation strategies
2.3 Develop change management project plan
2.4 Obtain approvals from relevant authorities to confirm the change management
process
2.5 Assign resources to the project and agree reporting protocols with relevant
managers
3.1 Develop communication or education plan, in consultation with relevant groups
and individuals, to promote the benefits of the change to the organisation and to
minimise loss
3.2 Arrange and manage activities to deliver the communication or education
plans to relevant groups and individuals
3.3 Consult with relevant groups and individuals for input into the change process
3.4 Identify & respond to barriers to change according to risk management plans
3.5 Action interventions and activities set out in project plan according to project
timetable
3.6 Activate strategies for embedding the change
3.7 Conduct regular evaluation and review and modify project plan where
appropriate to achieve change program objectives
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
 Computer with relevant software applications and access to internet
 Weekly eLearning notes and resources relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
 This assessment has to be completed In class and At home
 The assessment is to be completed according to the instructions given by your assessor.
 Feedback on each task will be provided to enable you to determine how your work could be improved.
You will be provided with feedback on your work within two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
 Should you not answer the questions correctly, you will be given feedback on the results and your gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
deemed competent for this unit of competency.
 If you are not sure about any aspects of this assessment, please ask for clarification from assessor.
 Please refer to the College re-assessment for more information (Student Handbook).

T-1.8.1
ASSESSMENT BRIEF
Note: The organisational details used in this assessment have been mostly sourced (and to some
extent paraphrased) from the organisation’s website and other relevant external sources. The
information used here is solely for educational purposes.
This assessment comprises both the project plan report and presentation as a summative
assessment. You are required to prepare a change management project plan and perform a
presentation to communicate and educate the change management plan. To complete this
assessment, you are required to follow the reporting structure as provided to complete the change
management plan (PART A) and communicate using a presentation of your plan (PART B).
PART A – CHANGE MANAGEMENT PROJECT PLAN– 80%

Using the Change Management Project Plan template provided in this assessment, develop a
change management plan for
± An enterprise of your choice (within Australia), or
± Use the simulated organisational context of UNIQLO Australia (Fast Retailing Group).
To demonstrate competency will be working towards facilitating a change management within the
simulated organisation or the program management you are involved in. To lead and mange change
you will be required to analyse and interpret organisational change information, prioritise opportunities
for changes, develop a change management project plan, develop strategies to communicate or
educate the changes, get approvals from relevant authority, implement the plan, and eventually
review and evaluate the change management project plan to achieve the organisational objectives for
this change.
PART B – PRESENTATION & COMMUNICATION OF CHANGE MANAGEMENT

PROJECT PLAN – 20%
In PART B, you are required to prepare a presentation and then communicate and consult with
relevant stakeholders to get feedback and advice on the organisational change management plan that
you developed considering all the opportunities, threats, impacts, issues, problems, risks and barriers.
 Your presentation will be a PowerPoint presentation of 15-20 slides using the critical elements
of the presentation structure. You may not use more than 20 slides.
 Include a list of reference or sources that you may have used to prepare the presentation.
 Marking weights for the presentation is within the marking criteria table for PART B.
 You are also required to attach the presentation slides at the end of the plan as APPENDIX 1.

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SIMULATED CASE ORGANISATION (If not using a program from the organisation of your choice)
Note: Information about the organisation has been sourced mainly from the organisation’s website
and also other relevant internet sources.
UNIQLO (owned by Fast Retailing) is a Japanese fashion retail brand and organisation that started
from one store in Hiroshima, Japan in 1984 and has grown to more than 1300 stores in 15 countries.
This includes stores and branches throughout Asia, London, USA and Europe, our life-enhancing
apparel has been embraced and loved by all. The company has been a wholly owned subsidiary of
Fast Retailing Co. Ltd. In Australia, UNIQLO Australia Pty Ltd was formed in December 2012. For more
information on UNIQLO Worldwide, UNIQLO Australia Pty Ltd and the operations, please visit the
organisation’s website at https://www.uniqlo.com.
Organisational mission statement and core values (sourced)

UNIQLO’s Mission Statement states “we consistently provide fashionable, high quality, basic casual
clothes that anyone can wear anytime anywhere – and always at the lowest possible market prices.'
And it's certainly a mission UNIQLO has rigorously stuck to. Anyone who's browsed one of the
brand's stores or wears its clothing will attest its excellent quality relative to its affordability. Innovation
flows throughout the company, from the advanced technicality of its fabrics to the lean, flat, open way
the business is organised. Even more impressive perhaps is UNIQLO’s relentless commitment to
protecting the planet and securing a sustainable future, not only for itself, but for the whole world.”
The organisation’s core values can be found at
http://dwl.gov-online.go.jp/video/cao/dl/public_html/gov/pdf/hlj/20141001/08-09.pdf
History and Origins (sourced)

Since March 1949, a Yamaguchi-based company, Ogori Shōji (which, until then, had been operating
men's clothing shops called "Men's Shop OS") existed in Ube, Yamaguchi. In May 1984, they opened
a unisex casual wear store in Fukuro-machi, Naka-ku, Hiroshima under the name "Unique Clothing
Warehouse". Initially, from the contraction of "unique clothing", the brand was going to register under
"uni-clo".
However, in 1988, during administration work between Hong
Kong in relation to the brand, staff in charge of registration
misread the "C" as "Q", and that is how the brand name was
born. From then, Tadashi Yanai changed the store name to
"UNIQLO" across Japan. In September 1991, the name of
the company was changed from "Ogori Shōji" to "Fast
Retailing", and by April 1994, there were over 100 UNIQLO
stores operating throughout Japan.

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International operations
(Sourced from https://www.fastretailing.com/eng/group/shoplist/)
As of 30 November 2018, the company reported in their Fast Retailing website that 1920 UNIQLO
stores were in operation worldwide. Further details on the organisation’s international operations are
briefly highlighted in the table below.
Country UNIQLO’s International Operational Details
Australia UNIQLO opened its first Australian store in Melbourne in 2014. In 2015, it expanded
into Queensland, with the introduction of two stores in Brisbane. UNIQLO opened a
store in Chadstone Shopping Centre in Melbourne, Victoria, the largest shopping
centre in the southern hemisphere, in October 2016 when it was redeveloped. There
are currently 14 stores in Australia.
Bangladesh UNIQLO started their first store at the New Elephant road in Dhaka, Bangladesh, on 5
July 2013. UNIQLO is known as Grameen UNIQLO there due to their social business
concept JV with Grameen Bank. There are currently 15 stores in Dhaka.
Belgium The first Belgian UNIQLO store opened in October 2015 at Meir, Antwerp. A second
store followed suit at the Wijnegem Shopping Center on March 25 in the same year.
19 October 2017 saw the opening of a third store in Brussels.
Canada UNIQLO opened their first Canadian store at the Toronto Eaton Centre in September
2016, followed by a second store at the Yorkdale Shopping Centre in October 2016.
Measuring at 28,000 and 24,000 square feet, both stores are five times the size of the
Muji store that opened in Toronto in 2014. Three new stores in Ontario opened in
2018 at Vaughan Mills, CF Markville and Square One Shopping Centre. Two new
stores will open in 2019 at Oshawa Centre in Oshawa and Upper Canada Mall in
Newmarket, bringing the total amount of stores in Ontario to 7. A third Canadian store,
the first outside of Ontario and the first in Western Canada, opened at Burnaby's
Metropolis at Metrotown in October 2017 to be followed by Surrey's Guildford Town
Centre and Richmond Centre in Richmond, BC. A new store opened at Coquitlam
Centre in Coquitlam, BC in 2018. There will also be a new store opening in
Edmonton's West Edmonton Mall in 2018.
China UNIQLO entered the Chinese mainland market in 2002. As of August 2017, there
were 555 stores in China, including in Beijing, Guangzhou, Chongqing, Chengdu,
Nanjing, Ningbo, Shanghai, Shenzhen, Shijia, Tianjin and Xi'an.
In May 2011, the magazine Shukan Bunshun published a story alleging that UNIQLO
had forced employees at its stores and factories in China to work long hours for little
pay. In response, UNIQLO unsuccessfully sued the weekly's publisher, Bungeishunjū,
for ¥220 million for libel.
Hong Kong UNIQLO has 27 stores in Hong Kong SAR as of May 2018
France On 17 November 2014, UNIQLO opened its first store in Eastern France (and the
second store in France outside Greater Paris) in the city of Strasbourg.
Germany Their German flagship store opened on 11 April 2014 at Tauentzienstraße, Berlin.
Malaysia In fall of 2010, UNIQLO opened its first store in Malaysia in Fahrenheit 88 located in
Bukit Bintang, Kuala Lumpur. UNIQLO now has 47 outlets located across Malaysia.
Netherlands The first Dutch UNIQLO store was opened in Amsterdam in 2018. The official opening
was marred by protests against UNIQLO's unethical business practices in their factory
in Jakarta, Indonesia.
Philippines UNIQLO Philippines COO Katsumi Kubota said that the company is opening at least
200 outlets in the country by 2020, when he was interviewed at the SM City Clark
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during the third anniversary of the global retail brand. It started with five branches
three years ago and now has 27 stores. UNIQLO has 56 stores in the Philippines as
of December 2018. The Philippine flagship store of UNIQLO, located in Glorietta 5,
opened on 5 October 2018.
Russia On April 2nd 2010, UNIQLO opened its first store in Moscow, Russia. By July 2017
there were 19 UNIQLO outlets in the country, 15 of them in Moscow.
Singapore In April 2009, UNIQLO opened its first store at Tampines 1. Its first flagship store in
Singapore and Southeast Asia opened 7 years later on 2 September 2016 at Orchard
Central. As of 2017, UNIQLO has 25 stores located island wide.
South In November 2011, UNIQLO generated more than 2 billion won ($1.7 million) in one
Korea day's sales on November 11 when it opened Asia's largest flagship store in central
Seoul. The sales figure was the highest ever set by a fashion outlet in Korea. UNIQLO
sales over 1.2 billion USD with 150 shops in South Korea. Lotte owns 49% of
UNIQLO's Korean subsidiary.
Taiwan UNIQLO has 67 store fronts in Taiwan as of June 2018.
Thailand In September 2011, UNIQLO opened its first store at CentralWorld. Its largest flagship
store in Thailand and Southeast Asia. UNIQLO has 46 store fronts in Thailand as of
January 2019.
Spain UNIQLO began operations in Spain in 2016 with its on-line store and in September
2017 opened its flagship store in Barcelona (Passeig de Gràcia). Nowadays, it also
owns a second store in Barcelona.
United UNIQLO currently has 11 stores in England as of 2018. Ambitious expansion plans in
Kingdom the early 2000s were reversed, with 16 stores being closed in 2003, including those in
Manchester, Coventry, and Leicester.
United In November 2006, UNIQLO opened its first store in the SoHo fashion district of
States Manhattan, New York City. New fashion designers joined the store's team to boost
and rebirth fashion concepts catering to the US market. As part of Fast Retailing's
2020 plan the company has stated that it plans to generate $10 billion in annual sales
in the United States from 200 stores, which will lead to a location in every major U.S.
city. This goal was stated when the company's only U.S. presence was its handful of
stores in the New York City area, soon after the company began an expansion in the
United States.
In October 2015, UNIQLO opened its first store in the Midwest with a Chicago store
on Michigan Avenue.
UNIQLO Business Model

(Sourced from https://www.fastretailing.com/eng/group/strategy/uniqlobusiness.html)
UNIQLO is able to produce such an amazing number of unique products because their business
model unifies the entire clothes-making process--from planning and design through production,
distribution, and retail. UNIQLO's market share is expanding worldwide as it develops radical new
materials together with the world's best fabric technology innovators and creates basic designs using
superior natural materials. UNIQLO LifeWear is high-quality, innovative clothing that is universal in
design and comfort. It is made for everyone, everywhere. UNIQLO leverages today's increasingly
digital world to communicate directly with customers and quickly transform their desires into actual
products.

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Research & Design (Designers/Pattern makers) - UNIQLO's R&D centres continually research the
latest in new materials and global fashions. One year before a product's intended launch, the R&D
department holds a concept meeting with representatives from the merchandising, marketing, and
materials development teams to determine the right design concept for each season. Designers then
prepare designs and refine samples. Even after a design is decided, its colour and silhouette can be
refined multiple times before the final design is approved.
Merchandising - Merchandisers play a vital role in the product creation process, from design through
production. Merchandisers communicate closely with all departments before determining the
planning, designs, materials, and marketing required for each season. Deciding product line-ups and
production volumes throughout the year is another important part of the merchandiser's role. Many
UNIQLO products are manufactured in huge batches of approximately one million items each.
Merchandisers also closely monitor sales levels and decide whether to increase or reduce production
during a season.
Development and Procurement of Materials - UNIQLO can secure stable, high-volume supplies of
top-quality materials at a low cost by negotiating directly with materials manufacturers and placing
large-volume orders. The materials used for core items are particularly important. UNIQLO’s in-depth
research and experimentation generates multi-layered improvements in the functionality, feel,
silhouette, and texture of our clothes. For example, they work closely with the denim industry's

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reputed Kaihara Corporation to source denim to specific spinning standards and dyeing
specifications. They also partner with Toray Industries, a world-leading synthetic fibre manufacturer,
to create innovative high-function materials and products such as HEATTECH.
Production Network - UNIQLO does not own any factories. They outsource all production to partner
factories in China and other countries. They have built relationships of strong trust with partner
factories over many years, and hold annual conventions to promote dialogue with factory managers.
They also monitor working conditions and environmental protection at textile manufacturers and major
fabric suppliers, and help factories implement improvements as needed. Maintaining a win-win
relationship with partner factories ensures the production of high-quality products. As UNIQLO
expands globally, the company has formed business relationships with partner factories not only in
China, but also in countries such as Vietnam, Bangladesh, and Indonesia.
Production Department - UNIQLO has about 450 production team staff and textile takumi (skilled
artisans) in Shanghai, Ho Chi Minh City, Dhaka, Jakarta, Istanbul, and Bangalore. Production teams
visit partner factories weekly to resolve production quality or management issues. For quality
improvements, customer concerns are communicated to the production department.
UNIQLO Takumi Team - "By offering instruction on dyeing technology at UNIQLO's partner factories,
the company encourages workers to embrace a new production management philosophy and
improve the factories they work in.
Inventory Control - The inventory control department maintains the optimum level of store inventory. It
does this by monitoring sales and stock on a weekly basis, and then dispatching necessary inventory
and new products to fulfil orders. At the end of each season, merchandisers and the marketing
department work together to coordinate the timing of any price changes, to help ensure that inventory
sells out.
Marketing - Each season, UNIQLO conducts promotional campaigns for core products such as
HEATTECH, Ultra Light Down jackets, AIRism and BRATOPS. During the campaigns, UNIQLO
advertises the products' unique qualities and noteworthy features on TV and in other media. In Japan,
the company use weekly flyers in the Friday editions of national newspapers, email and social media
to attract customers with limited-period discounts (usually between 20 and 30%) on key ranges.
Customer Insight Team - The customer insight team is vital to the effort to improve core ranges by
analysing huge volumes of requests and comments from online customers. Already, this analysis has
helped improve many products such as seamless down, boa sweatshirts, pyjamas and body shaper
shorts. Going forward, the firm seeks to develop new products that fulfil customer desires by
strengthening cooperation with specialist IT firms to further enhance customer information analysis
capability.

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Industry ranking between major competitors

The following table exhibits the organisational position in terms of Industry and Market Rankings with
major fashion retail competitors.
Sales Sales
Company Name End of Change (%)
Country (Trillion of (Billions
(Flagship Brand) Fiscal Year (local base)
yen) of dollar)
INDITEX (ZARA) Spain Jan. 2018 3.28 29.54 +8.7
Hennes & Mauritz Sweden Nov. 2017 2.43 21.92 +4.0
FAST RETAILING(UNIQLO) Japan Aug. 2018 2.13 19.18 +14.4
Gap USA Feb. 2018 1.76 15.86 +2.2
Limited Brands USA Feb. 2018 1.40 12.63 +0.5
PVH (Calvin Klein, Tommy Hilfiger) USA Feb. 2018 0.99 8.91 +8.7
Ralph Lauren USA Mar. 2018 0.69 6.18 -7.1
NEXT UK Jan. 2018 0.59 5.28 -1.0
AMERICAN EAGLE OUTFITTERS USA Feb. 2018 0.42 3.80 +5.1
Abercrombie & Fitch USA Feb. 2018 0.39 3.49 +5.0
Esprit Hong Kong Jun. 2018 0.22 1.97 -3.1
Source: https://www.fastretailing.com/eng/ir/direction/position.html
UNIQLO Business Strategy - Southeast and Oceania

(Sourced from https://www.fastretailing.com/eng/group/strategy/tactics.html)
Eight years after opening its first store in Singapore, UNIQLO Southeast Asia & Oceania now boasts
178 stores (Singapore: 25, Malaysia: 43, Thailand: 35, Philippines: 47, Indonesia: 14, Australia: 14).
The UNIQLO Orchard Central Store, the region's first global flagship store, opened in fall 2016 in
Singapore and has quickly become a beacon of UNIQLO's fashion and philosophy in Southeast Asia.
Customer support is growing thanks to increased brand awareness and a deepening appreciation of
UNIQLO's LifeWear concept. In FY2017, UNIQLO Southeast Asia & Oceania sales grew to
approximately 110 billion yen and operating profit doubled year on year to approximately 14.0 billion
yen, helping to improve overall profit margins. Dramatic increases in per-store sales helped push the
business onto a strong growth track.
Individual countries within the region exhibit vastly differing climates, cultures, religions and fashion
tastes, so the company created specialist design teams to compile product mixes that serve each
area's needs. UNIQLO secured a broader customer base by offering a wider range of essential
everyday items for year-round hot climates, such as T-shirts, polo shirts, short pants and UT T-shirts.
The company also developed the HANA TAJIMA FOR UNIQLO collection with UK-born designer
Hana Tajima for markets with large Muslim populations such as Malaysia and Indonesia. This
collection and Baju Melayu for men are proving extremely popular.
A concerted effort to improve the efficiency of business processes in Southeast Asia & Oceania has
resulted in higher profitability. As part of that effort, we transformed distribution structures, worked
with distribution companies to achieve additional efficiencies, reviewed in-store inventory levels and
improved personnel cost ratios. The company also reviewed new store negotiating process in

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preparation for a future mass expansion and successfully reduced purchasing costs by increasing
local production ratios.
The organisation claims that they are working hard to train new management personnel as part of
their plan to accelerate new store openings. The company is intending to focus this rapid new-store
development in promising markets with large populations, such as Thailand, Malaysia, the Philippines
and Indonesia. The aim is to become the number one brand in Southeast Asia & Oceania. The
company is targeting annual growth of approximately 30%, with the overall goal of increasing current
sales of 110 billion yen to 300 billion yen over the next five years.
Investor Relations Policy (sourced)

UNIQLO conducts its investor relations based on the fundamental direction outlined below, in order to
aid a clear understanding and just evaluation of the company by various stakeholders including
shareholders and investors.
The principles of UNIQLO’s IR policy are:
 Fundamental stance on IR activities
 Criteria for information disclosure
 Method of information disclosure
 Internal system for information disclosure
 Disclosure method on future prospects
 Analyst reports
 Market rumours
 Quiet Period
More details on the principles of IR policy are available at https://www.fastretailing.com/eng/ir/policy/

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Quality and Work Health and Safety Management System (sourced)

UNIQLO has adopted independent Global Quality and Safety Standards under which the company
ensures quality and safety in its products. The UNIQLO Quality Assurance Committee, led by the
officer in charge of production, determines these standards, which are even stricter than those
required by the countries or regions in which the company operates. Production departments work
with partner factories to ensure standards are enforced for all products.
UNIQLO receives customer feedback through stores and Customer Service Centres. Feedback is
collected and collated by the Product Quality and Customer Care Team. The Quality Assurance
Committee and management respond promptly to any material product defects, determining whether
to issue a recall for the product in question. The Product Quality and Customer Care Team collate
customer feedback by category, forming responses to improve quality according to the type and
number of defects. The team then requests improvements are made at production offices around the
world.
UNIQLO also hires third-party entities to conduct sample tests of all materials, confirming quality and
safety. Sample tests include tests for colour fastness and formalin. Third-parties are also called in to
inspect material quality and safety prior to mass production.
UNIQLO also requires pre-shipping inspections before finished products are shipped from the factory.
Inspections include checking for the presence of needles or other dangerous conditions. A third-party
entity conducts audits to ensure pre-shipping inspections are performed every time. This is done by
hiring a third-party entity to inspect product quality at local warehouses in other countries before
goods are shipped to stores.
Compliance and Philosophy (sourced)

All Fast Retailing Group employees are expected to act in a way that upholds compliance, human
rights, and the Group's corporate philosophy. The basic principles of behaviour that all employees are
expected to uphold are clearly laid out in the Fast Retailing Group Code of Conduct. All employees
are expected to participate in an annual training on Code of Conduct and sign a declaration to uphold
the Code of Conduct once they have achieved a deeper understanding of its contents. Fast Retailing
aims to ensure compliance is prioritized in all actions by encouraging all employees to aspire to be
good members of society, who pursue the highest level of ethics in all their thoughts and actions.
Code of Conduct Basic Principles (copied from organisational website)

The following are the basic principles for all employees of Fast Retailing and its brands.
 Customer satisfaction - We shall endeavour to provide customers with high-quality products
and caring service that surpasses their expectations and earns their trust.
 Respect for human rights - We shall respect the basic human rights of all people and shall not
commit acts of discrimination or harassment that may undermine a person's dignity.
 Legal compliance - We shall understand the customs of each country and region where we
conduct business comply with all applicable laws and regulations and conduct ourselves in a
socially acceptable manner.
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 Fair relations with partners - We shall conduct fair transactions with all business partners and
build equal, sincere, impartial and fair partnerships with them.
 Appropriate disclosure of information - We shall conduct sound corporate management and
disclose accurate and appropriate information to shareholders, investors and other
stakeholders at the appropriate time.
 Work environment - We shall not commit a wrongful act or act in bad faith at work and shall
maintain a safe working environment.
 Human resource development and fair evaluation - We shall develop all employees to enable
them to fulfil their potential and we will be meritocratic in our evaluation of their work.
 Appropriate information management - We shall respect the importance of personal and
confidential information and will strictly manage it to prevent leaks and to avoid using
information wrongfully or inappropriately.
 Exclusion of antisocial groups - We shall not have any affiliation with antisocial forces or
groups that pose a threat to the social order or to public security.
 Protection of company property - We shall make proper use of tangible and intangible
company property and protect it.
 Environmental conservation and contribution to the community - We shall always consider our
environment and shall be committed to preserving it so that the next generation can live a
wholesome life.
 Distinction between professional and personal lives - We shall separate our professional life
as an employee of Fast Retailing Group from our personal life and always draw a line
between them.
If anyone in the organisation discovers a violation of these basic principles, that shall be immediately
reported to and consult with the superior or the in-house consulting service (Fast Retailing Group
Hotline). Fast Retailing Group companies shall ensure the protection of privacy of a reporting or
consulting individual. This individual shall not be subject to any adverse treatment as a result.
However, this shall not apply to an individual who files a false report in bad faith or who files a report
for any other illicit purpose.
Employee Relations and Diversity Policy (Sourced)

UNIQLO employees who are working around the world are the engine driving Fast Retailing's growth.
The organisation strives to offer a healthy and safe work environment for all employees. At the same
time, the firm believes in promoting diversity and encouraging the building of skills and career
development for every employee. People are the central players. The Fast Retailing Way (Group
Corporate Philosophy) states that
"...respecting and supporting individuals to foster both corporate and personal growth..." is an
important value we share with our employees. As our company grows, each individual builds on their

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own talents and skills as a professional through their work. We designed our Employee Engagement
Policy to support these goals”.
The Three Pillars of Employee Engagement that the organisation follows are:
 Equal opportunity and diversity
 Education and development
 Healthy, secure, and safe workplaces
Further details on the organisations employee engagement and diversity initiatives can be found at
https://www.fastretailing.com/eng/sustainability/employee/
Environmental Management and Policies (sourced)

Fast Retailing continues to improve environmental management systems and promote environmental
management throughout the supply chain. Fast Retailing works to eliminate all waste in in order to
maximize the effective use of resources across all business processes. As we reduce our
environmental impact, we also adopt innovative technologies in an effort to build more sustainable
business models. The organisation has five core environmental initiatives:
 Address climate change
 Improve energy efficiency
 Manage water resources
 Manage waste, maximize resource efficiency
 Manage chemical substances
Further details on the organisations environmental management and initiatives can be found at
https://www.fastretailing.com/eng/sustainability/environment/.
Risk Factors (sourced from website)

Risk factors that investors may regard as potentially having a significant impact on the businesses of
the Company and the Group are stated below. The Company, aware of the possibility that these risks
may occur, has planned preventive actions and thoroughgoing administrative procedures and strives
to take appropriate measures when they occur. The statements with regard to the future are based on
management decision and projections made by the Company based on information available at the
time of the publication of the latest securities report as of 30 November 2017.
(1) Risks specific to management strategy

Risks specific to the management strategy of the Group are as follows:
i) Management personnel risk: Our Representative Director, Chairman and CEO Tadashi Yanai and
the other members of the Group management team all play vital roles in the operational areas for
which they are responsible. If any of our executives should become unable to perform his or her
duties, or if they should become unable to play these vital roles, this could have a negative impact on
the Group's earnings.
T-1.8.1
ii) Competitive risks: In the entire Group's businesses, our customers are ordinary consumers, who
are keenly selective when it comes to products, services and prices, and we are engaged in intense
competition with rivals both domestically and internationally. If our customers should choose to do
business with our competitors, and if our business competitiveness wanes in relative terms, this may
have a negative effect on earnings.
iii) Risk of dependency on production in specified geographic locations: Most products sold through
Group companies are manufactured in China, other Asian countries and Turkey. For this reason, if
there is a dramatic political, economic, security, or legal change in countries where we produce, or a
strike by factory personnel or dock workers, or an earthquake, flood or other major natural disaster,
this could have an impact on supply of our products. Also, if there is a sharp rise in prices for cotton,
cashmere, down or other raw materials, this could have a negative impact on our earnings.
iv) Risks of corporate acquisitions: One element of the Group's management strategy is to expand the
business through M&A. Our aim is to maximize the enterprise value of the Group by pursuing
synergies with target companies and businesses, and striving for optimization of our business
portfolio, but there is a possibility of negative impact on results if we are unable to achieve anticipated
revenues and effects.
v) Overseas business risks: As the Group expands its business through M&A, we are steadily
expanding our presence overseas. As we open more stores in more countries, it is expected that our
overseas business will make up a higher portion of the Group's total revenues. If the goods we sell do
not match the market needs and product trends in each country, or if there are economic fluctuations,
social and political turmoil, changes in law, or major currency market volatility, or other factors that
affect our ability to hire and train well-qualified management personnel and local staff who can
smoothly manage our business in each country, this could have a negative impact on earnings.
vi) Currency risks: Most products sold through the UNIQLO business, which is the Group's core
business, are denominated in US dollars. For products to be imported to Japan, we hedge our
currency risks for about three years ahead, using forward currency agreements to equalize our
exchange rate exposure for imported products and stabilize our purchasing costs. If the yen continues
to weaken further against the dollar going forward, this could have a negative impact on earnings at
UNIQLO Japan, which is the Group's core business.
(2) General business risks

In management of the Group and operation of businesses, we are cognizant of risks in several
categories:
i) Manufactured product liability risk: The Group's business is subject to a variety of legal regulations
in Japan and abroad such as product liability laws, pharmaceutical laws, consumer protection laws
and labelling laws. The Group endeavours to establish product management systems for planning
and production of products in accordance with the Groups own quality control standards covering the
legal regulations of various countries, but if gross quality defects are found in products sold by the
Group, such as contamination by hazardous materials or dyes containing toxins, this may require
global product recalls, or compensation for harm to the health of customers, which may have a
negative impact on earnings, as well as causing damage to customers' trust.

T-1.8.1
ii) Risk of leaks of business secrets, or customer personal information: In the course of doing
business such as mail order sales, the Group gathers information (including personal information)
about customers, and it also handles trade secrets and other confidential information. We are fully
aware of the impact of personal information leaks on the company's management and trust, and have
established an Information Security Office to ensure management of confidential information held by
the Group by working with the IT divisions and legal divisions in each country, while creating and
strengthening appropriate management systems for trade secrets and information (particularly
personal information) about customers, and periodically conducting activities to raise awareness, but
in the event confidential information is lost, it may be necessary to take steps to recover the
information, apologize to customers, and pay of compensation for damages, which may have a
negative impact on earnings, as well as causing damage to customers' trust.
iii) Risk due to weather: Global warming may cause a trend toward warmer winter weather, which may
result in being unable to procure materials such as cotton and cashmere in a timely and appropriate
manner, and may also reduce sales of products sold by the group, which could have a negative
impact on earnings.
iv) Risk due to natural disaster: Earthquakes, volcanic eruptions, fires, floods, explosions, building
collapse, or other disasters affecting factories that produce or stores that sell the Group's products, or
in their immediate vicinity, may have a negative impact on the Company's ability to supply or to sell its
products.
v) Risks of disputes and litigation: In the event of disputes or litigation between the group and tenants
of its stores or others with whom it transacts, or customers, resolution of such disputes may cost large
sums of money, which could have a negative impact on earnings.
vi) Risk of change in the business climate and consumer trends: Changes in the business climate or
consumer trends in countries where the Group carries out business may have the effect of reducing
product sales or increasing inventories, which could have a negative impact on earnings.
Corporate Governance (sourced)

Fast Retailing seeks to expand its business operations according to the principles expressed in its
corporate statement: "Changing clothes. Changing conventional wisdom. Change the world" and the
Group's aim to become the world's No.1 digital consumer retailing company. At the same time, Fast
Retailing is determined to build a timely and transparent management system that meets the needs of
customers, business partners, shareholders and all other stakeholders through the earnest pursuit of
clothing-focused sustainability activities.
To achieve these aims, Fast Retailing is working hard to establish an effective corporate governance
structure. The company has adopted a corporate auditor governance model. To enhance the Board's
independence and strengthen its surveillance ability, the majority of the directors on the Board are
external directors. The company has introduced a corporate officer system designed to split
management decision-making and business-execution functions, and facilitate fast management
decisions and business implementation. In addition, Fast Retailing has established a variety of
committees to complement the effective functioning of the Board, including the Human Resources,

T-1.8.1
Sustainability, Disclosure, IT Investment, Code of Conduct, Business Ethics, and Human Rights
committees. Each committee encourages effective, open debate and decision-making to fulfil its
designated purpose and responsibilities. Fast Retailing is committed to strengthening its corporate
governance by encouraging all employees to adhere to the Fast Retailing Group Code of Conduct
governing employee conduct and the Group's broader corporate culture, and by ensuring the
consistent and proper implementation of the Group's internal control systems.
Social Business Initiatives & CSR (Sourced)

The organisation established Grameen UNIQLO in 2010 to plan, produce, and sell apparel in
Bangladesh. Grameen UNIQLO offers local employment, economic development, and solutions to
social issues in that country. Fast Retailing has operated manufacturing centres in Bangladesh for
some time. In 2010, they set up Grameen UNIQLO as a social business designed to contribute to
local economic development and to address social issues in that country. Grameen UNIQLO takes
advantage of the UNIQLO expertise in business models that encompass end-to-end planning,
production, and sales of apparel. Grameen UNIQLO plans, produces, and sells both casual and
traditional Bangladesh clothing locally, operating 15 locations as of August 2018.
Simulated Context – Online Store: For the purpose of this assessment task, we are assuming that
UNIQLO currently do not have any online store in Australia and that gives us an opportunity to
explore whether a change could be implemented and managed to have an online store and division
solely for Australian online customers.
Additional research links on the case organisation

You are also encouraged to conduct further Internet research on the case organisation for specific
tasks that may require review and analysis of existing organisational information. For example,
organisational mission, vision and objectives can be identified from the organisational website and
from the annual reports. The following are some links to the organisational information.
± Organisational website – www.uniqlo.com and www.fastretailing.com

± About Fast Retailing - https://www.fastretailing.com/eng/about/business/aboutfr.html
± Executive Officers - https://www.fastretailing.com/eng/about/company/executiveofficers.html
± History and timelines - https://www.fastretailing.com/eng/about/history/
± Fast Retailing Group of Companies and Brands - https://www.fastretailing.com/eng/group/
± Annual Reports – https://www.fastretailing.com/eng/ir/library/annual.html
± Organisational Core values - http://dwl.gov-
online.go.jp/video/cao/dl/public_html/gov/pdf/hlj/20141001/08-09.pdf
± Fact book - https://www.fastretailing.com/eng/ir/library/factbook.html
± Dividend Payout Policy - https://www.fastretailing.com/eng/ir/direction/dividend.html
± Sustainability reports - https://www.fastretailing.com/eng/sustainability/report/
± UNIQLO Australia stores and retail products - https://www.uniqlo.com/au/store/

T-1.8.1
± Financial position and business results data - https://www.fastretailing.com/eng/ir/financial/

± Interview with CEO - https://www.fastretailing.com/eng/ir/direction/interview.html
± CEO message - https://www.fastretailing.com/eng/ir/direction/message.html
± Industry Ranking - https://www.fastretailing.com/eng/ir/direction/position.html
± Sales data - https://www.fastretailing.com/eng/ir/monthly/
± Photo Library - https://www.fastretailing.com/eng/about/photolibrary/
± Press Releases and News - https://www.fastretailing.com/eng/about/news/
± Partner factory list - https://www.fastretailing.com/eng/sustainability/labor/list.html
± Stakeholder Engagement -
https://www.fastretailing.com/eng/sustainability/labor/engagement.html
± Supply Chain and Partner Code of Conduct on Human Rights and Workplace Conditions -
https://www.fastretailing.com/eng/sustainability/supply_chain/workers.html
± Risk Management -
https://www.fastretailing.com/eng/about/governance/riskmanagement.html
± Privacy Policy on Customer Information - https://www.uniqlo.com/au/store/help/privacy-policy/
± CEO Insights - https://www.fastretailing.com/eng/ir/library/pdf/ar2017_en_04.pdf
± Year-end report 16-17 -
https://www.fastretailing.com/eng/ir/library/pdf/yearendreport201708_eng.pdf
± UNIQLO news on Asian Review - https://asia.nikkei.com/Business/Company-in-focus/Uniqlo-
parent-goes-digital-as-it-faces-Amazon
± Social Business News - https://sustainablebrands.com/read/leadership/fast-retailing-applies-
unique-spa-business-model-to-help-forge-brighter-future-in-bangladesh
± News: UNIQLO ups raid on Australian retailers -
https://www.smh.com.au/business/companies/uniqlo-ups-raid-on-australian-retailers-
20190102-p50p9w.html
± News: Fast fashion chain UNIQLO says hello to Perth store --
https://thewest.com.au/business/fast-fashion-chain-uniqlo-says-hello-to-perth-store-ng-
b88711947z
± Retail News: The secrets that could let UNIQLO power through Australia’s retail carnage -
https://www.smartcompany.com.au/industries/retail/secrets-that-could-let-uniqlo-power-
through-australias-retail-carnage/

T-1.8.1
CONTEXT & SCENARIO

You have recently joined the case organisation (or the organisation of your choice that will be going
through this change management project) as the change manager, who will prepare the business
case for the need for this change within the organisation. Once the change management plan has
been briefly developed you will then lead, communicate, implement, manage and review the change
management project plan. You will be progressively completing tasks one after another within the
simulated environment (or your preferred organisation going through change) to complete this
assessment task.
What change and what is required?

Currently, the case organisation (or the organisation of your choice) is planning for a change
management within the business structure to start a separate division for managing the online sales
of the business in Australia. In regards to the case organisation UNIQLO, they did not start the online
store when they started retail operations in Australia. As more retailers are going online and as well
as due to the threat of online sellers, your director and you have identified the organisational
performance gaps and opportunities for this change to start a separate online store and an online
division that will only fulfil the online selling and promoting customers to buy more online. For this you
have also identified that any online sales from any part of Australia will be fulfilled by the online
division that will have to be setup within the country’s main warehouse. To make this change
management plan take place in reality, you will need to:
 Analyse various information on the internal and external environment to identify and prioritise
change opportunities.
 Develop a change management project plan based on your analysis along with input from
various stakeholders.
 Consider and incorporate the various resource requirements, legal requirements, risk
management, project timelines within your change management plan.
 Develop strategies to communicate and educate the plan to implement this change in reality.
 Identify the barriers to change and address them effectively.
 Evaluate and review the plan to modify and amened as you progress through the change
management plan.
 Eventually you will communicate and consult various stakeholders using a presentation.
Various stakeholders in this context (for the case organisation UNIQLO Australia)
 Change Manager/Agent – You
 Primary Change Management Stakeholder and Director – Your trainer
 Other investors, customers, employees and external stakeholders – Your fellow classmates
There are no specific word limits on the plan but your reporting and consultation must follow
the structure illustrated next, the presentation elements and the change management template
provided.

T-1.8.1
STRUCTURE & MARKING ALLOCATIONS
PART A: CHANGE MANAGEMENT PROJECT PLAN

(Key elements required for the assessment. Trainer/Assessor use for marking purposes)
STRUCTURE & CONTENT MARKS MARKS
ALLOCATED RECEIVED
1. Introduction & analysis of organisational objectives 2
2. Identifying strategic change needs
Identified Strategic Change Needs (what is to be done) 2
Benefits (why it has to be done) 2
Stakeholders affected or involved (list various stakeholders and 2

how will be affected)
What kind of change is required 2
3. Review & map existing policies and practices to strategic 6

change
4. External and internal environment analysis for

organisational change
PESTLE Analysis 4
Opportunities and Threats 2
5. Change Requirements
Major operational change requirements 2
Review & prioritisation of change requirements and opportunities 2
Consultation with director, specialists & stakeholders 1
Meeting minutes 1
6. Cost benefit analysis for high priority change requirements 4
7. Risk analysis for organisational change
Risk analysis to identify barriers to change 3
Identified Barriers to change 3
8. Change management project plan
Executive Summary or Brief on the Priority Change Management 3

Project Plan
Resource Requirement for the Change Management Project Plan 3
Change Management Project Timeline and Gantt chart 3

T-1.8.1
9. Getting approvals on change management process 2
10. Resource assignment to project and reporting protocols 2
11. Communication and education plan for organisational

change
Communication plan goals and objectives 2
Key messages of this communication plan 2
Target audience 2
Consultation feedback summary 2
12. Activities to deliver communication plan
Arrangement of activities to deliver communication plan (project 2

roster)
Management of activities to deliver communication plan 4
13. Identify and respond to barriers to change 5
14. Action Interventions and strategies for embedding

change
Intervention Strategies 2
Formal email request for actioning the strategies 1
Newsletter Message 1
15. Evaluation and amendment of change management 6

project plan
APPENDIX 1 (presentation slides) Refer PART B
APPENDIX 2 (references and external resources) N/A
TOTAL MARKS 80
Important Note: Task 9 to Task 15 must be completed after the completion of your
presentation and consultation with various stakeholders. This is a mandatory requirement that
you will have to consult and communicate with various stakeholders to gather inputs,
suggestions, advice and approvals before you proceed to start Task 9 and onwards.

T-1.8.1
PART B: PRESENTATION OF CHANGE MANAGEMENT PROJECT PLAN

(Trainer/Assessor use for marking purposes)
The learner will be assessed on the following knowledge Y/N Marks Marks
evidence and performance evidence allocated received
Explained the change management process or cycle 2
Explained the opportunities and benefits of this organisational 2

change
Explained how organisational behaviour and the external 2
environment can impact on change strategies
Described the major and high priority change requirements 2
Explained and listed potential barriers and challenges to 2

change and how they will be addressed
Briefly explained all the components of the change 2
management project plan considering all opportunities,
threats, impacts, and issues
Explained the various communication strategies, methods and 2
tools proposed for communicating and embedding change
Received input from relevant stakeholders on communication 2
and education plan (Q&A session)
Received input from relevant stakeholders on the change 2
process (Q&A session)
Obtained approvals and agreement from the stakeholders 2
(Q&A session)
TOTAL MARKS 20
INSTRUCTIONS ON PRESENTATION
± Presentation should cover all 10 presentation criteria mention in the table above.
± Presentation must be completed before commencing Task 9 to Task 15.
± Presentation timeframe is 15 minutes maximum and must be very brief.
± If using a different organisation other then the case organisation, an organisational
brief must be presented.
± A Q&A session after presentation.
± Attach presentation slides in Appendix 1.
Change Management Project Plan Template for PART A follows next. You are required to
complete every section of the template and modify individual templates according to your
requirements.

T-1.8.1
Change Management Project Plan

ORGANISATION NAME
Prepared by:
Position:
Date:

T-1.8.1
TABLE OF CONTENTS
CONTENT PAGES
APPENDIX 1 (presentation slides)
APPENDIX 2 (references and external resources)
The learner is required to update and adjust the page numbers and topics based on the amount of their content
and the responses made to each task. The learner may also wish to copy the report structure to prepare the table
of contents.

T-1.8.1
1. INTRODUCTION & ANALYSIS OF ORGANISATIONAL OBJECTIVES

This section should include organisational brief description and including the organisational
objectives. The section must also explain why a change management is required for the organisation
to manage the online sales centrally. You are required to limit this section within 400 words. (2 marks)
UNIQLO is Japanese fashion retail brand that started in Hiroshima, Japan in 1984 and has expanded
more than 1300 stores in 15 countries. The company has been wholly owned subsidiary of Fast
Retailing Co.Ltd. UNIQLO Mission is to consistently provide fashionable, high quality, basic casual
clothes that anyone can wear anytime anywhere at the lowest market prices. Modern innovation flow
throughout company from its advanced technicality of its fabrics to the lean, flat, open way the
business is organised. Consumers who browsed one of the brand stores had attest its excellent
quality clothing to its affordability. UNIQLO is committed to protect planet and securing a sustainable
future for the whole world. UNIQLO able to produce such amazing unique products from planning and
design through production, distribution and retail. UNIQLO is expanding worldwide as it’s develop
radical new material together with the world’s best fabric technology innovators and create basic
design using superior natural materials. Today, UNIQLO has increase its digital world to communicate
directly to their customers and quickly transform their desires into actual products.
2. IDENTIFYING STRATEGIC CHANGE NEEDS

In this task you will include a “Strategic Change Analysis” and plan for the organisational change.
You are required to provide detailed analysis of organisational change needs including: what is to be
done; why it has to be done by mentioning the benefits; who are the various stakeholders involved;
and what kind of change is required. (2 marks for each section)
Identified Strategic Change Needs (what is to be done)
1. Research and Design: while researching for new materials and global fashions, designers
could create a design competition across globally to encourage the buyers to use their
creative skills to be creative and participate on those competitions.
2. Merchandising: Limit the production volumes throughout the year and monitor closely the
sales levels and decide to increase or reduce the production during a season
3. Develop and Procurement of Materials: Secure a stable, top quality materials and high
volume supplies at a low cost by negotiating directly to the manufacture and placing a large
volume orders at lower cost.
4. Production Network: built relationships and strong trust with partner and monitor the working
conditions and environmental protection at manufacturer and suppliers. Maintain a win-win
relationship with factories partner to ensure production of high-quality products.
5. Production Department: resolve the production and management issues. Improve quality and
communicate on customer concern directly to production department.
6. Inventory Control: maintain the optimum level of store inventory and monitor sales and stock
at weekly basis and dispatch necessary items and fulfil orders of new products. Coordinate
the right timing to ensure inventory sells out.
7. Marketing: Conduct promotional campaigns to advertise products unique qualities and attract
customer with limited period discounts.
8. Customer Insight Team: Improve the range and analyse huge number of request and
comments from online customers. At the same time seeks to develop new products to fulfil
customer desires by strengthen the cooperation with IT firms to enhance customer
information analysis capability.

T-1.8.1
Benefits (why it has to be done)
To maintain and improve customer trust on purchasing UNIQLO brands due to its high quality
materials at affordable price. When it comes to production line, it was strongly proven and tested from
research and development department that UNIQLO able to provide the best materials, being
innovative according to customer needs and maintain a good relationship with suppliers and
manufacturers. Lastly, ensure inventory control does maintain inventory at optimum level to prevent
overstocking.
Stakeholders affected or involved (list various stakeholders and how will be affected)
- Research and Development Department: provide the most innovative and high quality
materials
- Customer Service (Online & In-store): develop good customer service relationship and
encourage loyalty through customer service
- Production Department: resolve any production and management issues and ensure
production run smoothly according to target.
- Inventory Control Department: monitor sales and maintain inventory at optimum level weekly
and dispatch any necessary items to ensure inventory sells out at the right timing.
- Board of Directors: giving ideas and ensure all the operations and managements has gone
according to the standard. Furthermore, track down every department monthly progressions to
see how was every employees performances
- Marketing Department: Come out with ideas to advertise uniqueness of the company product
to customers.
What kind of change is required
- Since UNIQLO is famous for its high quality materials at affordable prices, perhaps UNIQLO
could change its direction to come out with sustainable products to encourage customer to
protect environment.
- Get to know their customer more by looking at the customer data and develop product that
meet customer needs. This could help to increase sales and increase brand awareness of
“UNIQLO” more to public.
- Create unique way of advertising a product so that it could attract more customers and
maintain inventory at the right level.

T-1.8.1
3. REVIEW AND MAP EXISTING POLICIES AND PRACTICES TO STRATEGIC CHANGE

In this section you are required to review existing policy briefs that relates to organisational strategic
objectives to map for the change management plan that you are intending. If any changes required
within any of the policies, mention the changes. If not required, leave the last column with N/A or not
applicable. (6 marks total for 12 policies)
Policy/Practice Existing policy brief or Modification If Yes, explain what changes

Name Summary required? to be made in the policy
Y/N
Organisational Constantly providing Yes Besides of being innovative on
mission statement fashionable, high quality, basic the quality and design.
and core values casual clothes that everyone UNIQLO make research on
can wear anytime anywhere at making sustainable materials
the lowest possible market to shows customer that
prices. UNIQLO actually does care for
environment and go green.
UNIQLO Business Develop radical new materials No

Model together with the world best
fabric technology innovators
and create basic designs using
superior natural materials.
Communicate directly with
customers and transform their
desires into actual products
UNIQLO Business The company create specialist Yes Perhaps UNIQLO could create
Strategy - design teams to compile product that limited for certain
Southeast and product mixes to serve each area and be purchased at
Oceania
areas needs. By securing certain area. Such as UNIQLO
customer base by offering collaborations with local artist.
wide range of everyday items
for hot climates.
Investor Relations Clear understanding and No

Policy evaluation of the company by
various stakeholders such as
Fundamental stance of IR
activities, criteria for
information disclosure, method
of information disclosure,
internal system for information
disclosure, analyst reports,
market rumours and quiet
period.
Quality and Work Ensure quality and safety of its No

Health and Safety products and receive customer
Management feedback through stores and
System
customer service centres.
Respond promptly to any
materials defects and hire third
party to conduct sample test

T-1.8.1
on the materials to confirming

quality and safety. Pre-
shipping inspections are
required to check the presence
of the materials by confirming
any other presence of
dangerous items and inspect
other product quality at other
countries before goods are
shipped to stores.
Compliance and Employees are expected to act Yes Employees should be given
Philosophy in a way that upholds training to understand the
compliance, human rights and company standards and to be
corporate philosophy. joined as part of UNIQLO
Employees are expected to family.
participate in annual training.
The company encouraging
employees to aspire to be
good members of society and
pursue highest level of ethics
in their thoughts and actions
Code of Conduct Employees are encourages to No

Basic Principles provide good customer
satisfactions, respect human
rights, legal compliance, fair
relations with partners,
appropriate disclosure of
information, work environment,
human resource development
and fair evaluation, appropriate
information management,
exclusion of antisocial groups,
protection of company
property, environmental
conservation and distinctions
between professional and
personal lives.
Employee Organisations offers healthy Yes Employees should be given

Relations and and safe working environment fair amount of working periods
Diversity Policy for all employees and believes to ensure all employees are
in promoting diversity and given balance working
encourage skills and career environment and personal life.
development. Three Pillars of
Employees Engagement are
equal opportunity and
diversity, education and
development and healthy,
secure and safe workplaces.
Environmental Improve environmental Yes Managing any noise pollutions

Management and management systems and create through the machines

T-1.8.1
Policies promote environmental and create materials that

management throughout the doesn’t harm the environment.
supply chain. Eliminate waste, Use less plastic bags or eco-
adopt innovative technologies friendly/ recyclable bag to
to create more sustainable encourage people to protect
environment. the environment.
Risk Factors Risk factors can be divided No

into certain areas such as risk
specific to management
strategy ;competitive risk, risk
of corporate acquisitions,
overseas business risks,
currency risks and general
risk; risks due to natural
disaster ,risks due to weather
or risks due to customer trends
Corporate Aim to be the world’s No.1 No

Governance digital consumer retailing
company and determine to
build management systems
that meets customer needs,
business partners,
shareholders, and all other
stakeholders to pursuit clothing
focused sustainability activities
Social Business Establish Grameen to plan, Yes Besides having Grameen,

Initiatives & CSR produce and sell apparel in UNIQLO could help the
Bangladesh. It offers local community in Africa such as
employment, economic encourage customer to donate
development, and solutions to their unwanted UNIQLO brand
social issues in the country. shirts to underdeveloped
Grameen take advantages of countries that needs clothes
the UNIQLO expertise in for daily living such as
business models that Ethiopia.
encompass end to end
planning, production and sales
of apparel.
4. EXTERNAL & INTERNAL ENVIRONMENT ANALYSIS FOR ORGANISATIONAL CHANGE

In this section you are required to conduct external and internal environmental analysis to identify
business opportunities and threats from the various factors using the templates provided below. Refer
to URL below to gather information on the reasons for change and how PESTLE can help in
identifying factors affecting your organisational change.
https://www.nationalcollege.org.uk/transfer/open/dsbm-phase-4-module-2-leading-and-managing-
change/managing-change-why-change/reasons-for-change.html
To complete this section you will need to

a. Highlight the PESTLE factors that will impact your specific organisational change that you will
be implementing. (4 marks)
b. Identify the opportunities and threats for your specific organisational change that you will be
implementing. (2 marks)
T-1.8.1
PESTLE Analysis
Political factors: Economic factors:
 Level of political stability of the country in  Economic system that currently operational
recent years whether monopoly, oligopoly
 Laws of the country enforces; such as:  Growth of GDP rate in the country
contract law.  Interest rate in the country that affect how
 Company Intellectual Property (IP) is much individuals willing to borrow and invest
protected which means entrepreneurs find it  Exchange rate of the country
risky to invest in UNIQLO  High level of unemployment in the country
 The risk of military invasion  Efficiency of financial markets that impact
 Low minimum wage that means higher profits UNIQLO raise capital at fair price.
and higher chances of survival for UNIQLO
 High level of taxation which benefit
companies like UNIQLO to maximize their
profits.
Social factors: Technical / technological factors:

 Demographics of the population  Recent technological developments and
 Class Distribution among the population breakthroughs made by competitors
 Educational background of the target market  Improvement of technology could transform
 Environmental protection such as health products offered
standard and harassment claims  Cost of the technology
Legal factors: Environmental factors:

 Intellectual property laws and other data  Weather conditions impact the transportation
protection laws to protect ideas and patents of the product
of the company  Climate change where some product
 Discrimination laws to protect employees become useless
 Health and Safety laws  Large amount of waste may be required by
 Laws to ensure certain level of quality law to manage environmental habits.
 Contribute to further endangerment of
already endangered species
 Renewable energy which made customer
willing to pay a premium price for the
products.
Opportunities and Threats

Opportunities identified Threats identified
[e.g new potential market] [e.g changes in legislation and online sales taxes]
UNIQLO has evolves its business and new Competition for other main competitors such as
segments markets. It has presence in men’s Gap, Tommy Hilfiger, Zara, etc.
and women’s wear and make a storing foray
into kids segment in Asia market.

T-1.8.1
5. MAJOR OPERATIONAL CHANGE REQUIREMENTS

Based on the performance gaps of the organisation (since the organisation is yet to go online) and the
business opportunities and threats identified in previous section, you will identify operational change
requirements, then review and prioritise change requirements with relevant managers. Once
completed, you then consult stakeholders and managers to assist further in your identification.
You are required to complete the following tasks in a sequence

a. Identify major operational change requirements (using the table below) for the organisational
change that you are implementing. (2 marks)
b. Review and prioritise change requirements based on the operational change requirements
identified. (2 marks)
c. Consult stakeholders, director and specialists (your trainer) to assist in the identification of
change requirements and opportunities. You may wish to use the email consultation template
or use a checklist with your directors’ approval and comments. (1 mark)
d. Complete the meeting minutes of previous consultation. (1 mark)
Major Operational Change Requirements

Name Operational Change Requirements Timeline
Performance Gaps a) Resolve production issues by limiting the a) 6 months
production volumes throughout the b) 2months
a) Resolve production issues year and monitor on the sales level c) 1year
to decide whether to reduce the
b) Develop good customer
production during a season
service relationship
b) Handle customer complaints and based
c) Conduct promotional
on the market comments, create
campaigns innovative products that fulfil the
needs of the market.
c) Search and find out the perfect target

market to reach for new products.
Find the right methods to advertise
the new products in unique way to
attract the customer and reach new
customer
Business Opportunities and a) Research and create product that fits the a) 5months
Threats for online division environment and needs of each target b) 2months
market according to each countries. c) 6 months
a) High competition in national d) Daily/ Weekly
b) Aware of the current fashion trends e) 3 months
and international market
b) High competition with more c) Develop new method of advertisement or
uniqueness of the new products to create
stylish collection
brand awareness and help to improve brand
c) Opportunity to improve brand image.
image and brand awareness
d) Take note of the customer complaints
d) Proper interaction with and area of improvements needed to be
made. Providing customer the best
customers through social media
customer service through social media by
e) Celebrity endorsement replying on their thoughts.
e) Having local celebrity endorsement to

T-1.8.1
endorse the latest product being launched

by UNIQLO to create awareness of the new
product.
Management Decisions a) By eliminating the waste in a) 1 year

production and encourage b) 5 months
a) Opportunity to improve brand sustainable way to create product
which help to improve brand
awareness and brand image
awareness.
b) Develop customer service b) Create survey or customer loyalty
where customer could receive latest
relationship
product information and complaint.
Giving proper training to employees
how to properly handle customer
complaints according to standard.
Prioritisation of Change Requirements

Identified Change requirements Category Priority Number
(as identified in previous task) (Important and urgent; Important but not allocated
urgent; Not important but urgent; Not (start from 1)
important and not urgent)
Resolve production problem such as Important and Urgent 1
limiting production volume and monitor
sales to prevent overstocking
Aware on current fashion trends and Important but not urgent 4
customer needs on developing new
products
Conduct unique promotional trends by Not important but urgent 5
develop new methods of advertisement
Take notes on customer complaints and Important but not urgent 3
area of improvement need to be made
Having local celebrity endorsement to Not important and not urgent 6
create brand awareness on new products
Eliminate waste in production such as Important and Urgent 2
transportation, productions and sales
Email Consultation
UNIQLO
20 April 2019
Subject: Consultation on Operational Changes
To: Director of Operational

T-1.8.1
Dear Director,
My name is Dennis, and I am working as Manager of UNIQLO in QVB Sydney, New South Wales.
Through this email, I would like to propose few ideas of consultation on operational changes which I
hope Directors could find it useful to improve operations in the future.
First of all, UNIQLO is an innovative company which consistently provide fashionable, high quality,
basic casual clothes at the lowest market prices. Its modern innovation on its advanced technicality of
its fabrics has open new way to how the business is organised. We come out with few idea
concerning on production line which we try to minimise the waste in production such as changing
ways of transporting products from one location to another, numbers of productions and sales.
In order to resolve the issues, Research and Development departments need to limit the production
volume by monitoring the sales and prevent overstocking. Secondly, to ensure customer complaints
are being handled, training should be given to customer service department so that they could handle
customer complaints according to standard and take notes on certain customer needs which benefits
for future product development. As for future product development, survey and awareness of the
current trends will help to reach the right target market and fulfil the needs and demands of target
market. Lastly, conduct a unique promotional by develop new method of advertisement such as
having local celebrity to endorse on new products in each country which also help to create brand
awareness to reach the right target market.
Dennis
Operational Manager of UNIQLO
QVB Sydney, New South Wales
Approved by Director? Yes  No

If no, Suggestions:
Meeting Minutes
Date: 30 April 2019
Meeting Minutes – Change Requirement & Opportunities

Attending

T-1.8.1
Dennis
Rachel
Martin
Announcements
- Having local celebrity to endorse UNIQLO new products
- Having research & development department to eliminate necessary items and limit the
production by monitoring the sales of the product which also help to eliminate waste
- Asking few member of research departments to find out the current trends that market
need in order to develop new products.
Discussion
- Having social media influencer such as LilyMaymac to endorse UNIQLO new products
- Having excess product being sent or delivered to several location according to market demands. Besides that,
send some clothes to charity that needed
- Spreading survey, online or in-store customer comment card to find out market current trends.
Summary
In order to create brand awareness, having social media influencer LilyMayMac to endorse UNIQLO new products. To
reduce wastage in productions, research and development department need to eliminate certain items by sending it to other
store that fit certain target market or send it to charity that need it. Last, to find out the market current trends, asking
research member to spread survey online/ in-store to get customer point of view on developing new product.
Problem Scenario & Context for TASK 6, 7 and 8

At this stage of the change management process, you have already identified your change needs,
opportunities and requirements; you have done your initial consultation with stakeholders. This is the
stage where you will start doing cost-benefit analysis and risk analysis to identify the barriers to
change and the opportunities from the change. This is also the stage where you will be setting up the
online division, hire new staff for this division, request for resources and funding and ask for approval
for an office space for your team within the Australian warehouse. To setup your team you have
identified some Melbourne based store employees who showed enthusiasm and are proficient in
generic IT skills and social media. You will also need to do a recruitment drive to hire logistics and
fulfilment staff, delivery drivers, online customer service people, accounting team for online sales, and
so on. After all the communication, consultation and observation, some of the cultural and structural
change issues that can be easily felt within the organisation are as follows:
 Store team members from other states are disappointed for not being chosen for this project.
 Some within the top management and mid management are concerned with this change and
they are resisting going with this online store concept.
 IT team in the country head office wanted to take ownership and responsibility of the whole
online store which you and your boss did not approve.
 Some internal members who were being selected are still sceptical on the project and in awe
that if this project fails, they will lose their jobs.
 Some internally selected members for this project are not sure what has to be done and are
not confident in working with this project.
 Newly hired staff members for this online division will have to be trained adequately not just
for online activities, sales and support but also for cultural orientation to the organisation.
 Getting the shared space (for your team) within the Australian warehouse has become a
difficult task because of limited space within the warehouse.
T-1.8.1
 There is a possibility that your online operations will cause disrupt in general logistics and
supply chain work activities of the warehouse.
 Getting a closer office (for your team) next to the warehouse will be additional rental
expenditure for the organisation. Although you will still have to have a team within the
warehouse who will pick and pack orders and then transfer them to the delivery team.
 You may be able to save some effort (with additional expense) if you outsource the delivery to
Australia Post. They will come and pick from your delivery point every day at 5:00 pm.
 You will also need a separate team just to monitor progress of sales, create online promotions
and digital marketing, and manage social media for online offerings and support.
As a result of the issues identified above, you are now required to undertake a cost-benefit analysis,
risk analysis, identify barriers to change and address them. You are also required to come up with
your own ideas and assumptions to develop the change management plan based on the
circumstances and issues you are currently having.
6. COST BENEFIT ANALYSIS FOR HIGH PRIORITY CHANGE REQUIREMENTS

Based on the high priority change requirements identified in the previous task, conduct a cost-benefit
analysis for the high priority change requirements that your director has assigned you. Your cost
benefit analysis should include the financial costs of high priority change requirements along with the
financial and non-financial benefits of going with high priority change requirements and opportunities.
Imaginary samples/data provided inside. Please modify and adjust the highlighted information (in
grey) within the sample template according to your change requirements. (4 marks)
Cost-Benefit analysis for high priority change requirement

Item Individual or unit costs Total Costs
Costs of high priority change Technology - $50,000 $ 280,000
requirements
Staff -$ 100,000
Space/Rent/Logistics - $40,000
Utilities - $ 30,000
Transportation - $40,000
Equipment - $20,000
Benefits from high priority Cost savings in training - $ 20, Total cost of tangible:
change requirements (Tangible) 000
$240,000
Cost savings in marketing - $
20,000
More sales forecasted -
$200,000
Benefits from high priority

More satisfied customers who
change requirements
are remotely located.
(Intangible)
More market share and better
brand image.
Brand Awareness and
environmentally friendly
Comparison of cost and various The difference of cost of high priority change requirements and
benefits benefits of high priority change requirements are $40,000
Overall outcome of analysis After the implementation of high priority change requirements,

T-1.8.1
(Positive or Negative) the outcome will be negative due to the cost of high priority
change requirements are higher and the risk of failure in
change management process are high.
7. RISK ANALYSIS FOR ORGANISATIONAL CHANGE PROJECT

In this section you are required undertake risk analysis for potential barriers and risks to your change
initiative. Once identified, list the potential barriers to your change initiative and record your mitigation
strategies with your supervisor’s approval. Use the template and recordkeeping tool as provided,
Risk analysis to identify barriers to change

Using the three identified risks, you are now required to assess and manage the risks using the “Risk
Matrix” below. Imaginary samples provided inside matrix. You are required to identify at least four
barriers to change using this matrix. (3 marks)
FREQUENCY CONSEQUENCE
Insignificant Minor outcome Moderate Major Outcome Catastrophic
outcome outcome outcome
Almost certain Newly hired staff Member of
will be trained project not sure
adequately / not confident
in this project
Likely
Top & Middle
Management are
concerned with
changes
Possibly
Unlikely Limited space

within Australian
Warehouse
Rare
Identified Barriers to change

Identify at least 6 potential barriers to your change management project and explain your mitigation
strategies for these barriers. (3 marks)
Record of identified barriers and mitigation strategies
Barrier 1: Top & Middle Management are concerned with changes and resist on going with this online store
concept
Mitigation Strategy: Having organisational meeting or departmental meeting and explain to the management
regarding the plan.

T-1.8.1
Barrier 2: Getting the shared space within Australian warehouse has become difficult task due to limited space
Mitigation Strategy: Proper arrangement on office plan in order to create more space within Australian
warehouse.
Barrier 3:Newly hired staff for online division will be train adequately not for online activities, sales and support
but cultural orientation to the organisation
Mitigation Strategy: Conduct in-class training where HR Department could share experience and giving
knowledge to newly hired staff to improve their skills.
Barrier 4:Some internal member who are being selected are sceptical on the project and scared to lose their
jobs
Mitigation Strategy: Motivate and encourage ideas from internal member to improve the online performance
which leads to increase in sales.
Barrier 5:Store team members from other states are disappointed for not being chosen for this project
Mitigation Strategy: Ensure store team members had the chance to be chosen for this project by conducting
employee selection based on their skills and experience.
Barrier 6: IT Team in the country head office wanted to take ownership and responsibility of the whole online
store which manager and boss didn’t approve
Mitigation Strategy: IT Team shouldn’t be taking the ownership and responsibility for this online store as the
ideas of developing system in the online store wasn’t fully the ideas of IT team. Furthermore, IT Team could
take the ownership of developing the online system.
Agreed by Director? Yes  No

If no, record suggested changes:

T-1.8.1
8. CHANGE MANAGEMENT PROJECT PLAN

In this section you are required to develop the actual priority change project plan which should include
resource requirements and cost estimations and timelines of your priority change project.
To complete this task, you are required to detail the plan by addressing the following:
a. An executive summary on the high priority change based on the information identified before.
b. Identify the staffing and other resource requirements for your change project with a table
showing the budget requirements for each resource/personnel over the next one year.
c. Based on the priority changes you have identified previously, create a Change Project Gantt
Chart to show the activities of the priority changes and the timelines for one year.
CHANGE MANAGEMENT PROJECT PLAN

Change Project Name: UNIQLO Online Management Project Plan
Executive Summary or Brief on the Priority Change Management Project Plan

A brief on the priority change plan on how you are going to implement the plan based on the
opportunities, challenges, issues and barriers identified before. Also highlight the high barriers to change
and your strategy to mitigate them. (3 marks)
Conducting organisational meeting or departmental meeting and explain to the management regarding
the plan since top management and mid management are concerned with this change and they are
resisting going with online store concept. Furthermore, store team member are disappointed due to not
being chosen for this online project. Regardless, implement online based hiring whereby store team
member from other states will have the chance to apply and to be chosen for this project according to
their skills and experience. As for newly hired staff organize in-class training where HR department /
professional could share experience and giving knowledge about online activities as well as cultural
orientation to the newly hired staff to improve their skills and increase the motivation to be part of the team
Resource Requirement for the Change Management Project Plan

Identify the staffing and other resource requirements for your change project with a table showing the
budget requirements for each resource/personnel over the next one year. (3 marks)
(Please modify the template according to your organisational requirements)
Resource Type Resource Details and Purpose Unit/ item/ No. of Estimated
for this project staff costs items/ expense
units/staff
required
Professional Training newly hired staff Staff 1 $1500
skilled people
Online Hiring To hire new staff from other Staff 5 $300
store chain
Meeting room Training & Meeting Room Unit 1 $2000
Rental
Material Office materials Items 40 $200
Hiring To advertise job online Unit 5 $500
Advertisement
Estimated Total Resource Costs $4500
Change Management Project Timeline and Gantt chart

List the priority changes that you have identified previously and create a one year timeline and Change

T-1.8.1
Project Gantt Chart to show the activities of the priority changes. (3 marks)
(You may use the following templates or use your own timeline and Gantt chart. Please modify the
templates according to your organisational requirements)
Year : 2019
Qtr Date Priority No. Priority Changes Name
1 01/14/19 1 Resolve Production Problem
1 01/20/19 1 Proposal
1 01/30/19 1 Monitor Sales
1 02/20/19 1 Limit Production Volume
1 03/20/19 1 Testing
2 04/10/19 1 Correction/ Development
2 04/25/19 2 Eliminate Waste
2 05/19/19 2 Identify Waste Materials & Recycle Methods
2 06/02/19 2 Proposal
2 06/28/19 2 Implement
3 07/03/19 2 Meet local regulations
3 07/21/19 2 Testing
3 08/12/19 2 Create waste & recycling Standards
3 08/28/19 2 Correction / Development
3 09/15/19 3 Complaints
4 09/28/19 3 Handle complaint
4 10/13/19 3 Develop area of improvement
4 10/26/19 3 Proposal
4 11/15/19 3 Implement plan
4 12/03/19 3 Identify area of improvement
4 12/17/19 3 Apply into standard
Using the same timelines completed above, draw a Gantt chart to reflect the timelines. Delete the
example highlighted in yellow. Use priority number or name within the cells.

T-1.8.1
Priority Change Gantt chart - Year
Q1 Q2 Q3 Q4
01 02 03 04 05 06 07 08 09 10 11 12
Resolve, Limit Testing Correcti

Proposal, Prod. on
Monitor Volume /Develop
ment
Eliminat Identi Prop Regul Creat

e Waste fy osal& ation e
recyc Imple s& Stand
le ment Testi ard&
ng Corre
ction
s
Handl Devel Impl Identif

e op eme y
Com impr nt impro
plaint ovem plan vemen
s ent& t&
Prop Apply
osal Stand
ard
End of Plan
Instructions on Task 9 to Task 15:

Task 9 to Task 15 must be completed after the completion of your “PART B” presentation and
consultation with various stakeholders. This is a mandatory requirement that you will have to consult
and communicate with various stakeholders to gather inputs, suggestions, advice and approvals
before you proceed to Task 9 and onwards.
9. GETTING APPROVALS ON CHANGE MANAGEMENT PROCESS

Scenario: Assume you have developed the change management plan at this stage considering all
the issues, threats, barriers and opportunities. Now the next big thing for you is to get approval from
the investors, shareholders and directors. For this you will need to write an application to your director
(your trainer in this case) get approval from higher management and shareholders on your proposed
change management initiative (setting up an online store and online division for Australian operations)
that you have planned. (2 marks)
Email application to director for higher management approval

UNIQLO
1st May 2019

T-1.8.1
Subject: UNIQLO Online Store Change Management Plan
Dear Director,
My name is Dennis, and I am working as Manager of UNIQLO in QVB Sydney, New South Wales.
Through this email, I would like to propose few ideas of consultation on UNIQLO Online operational
changes which I hope Directors could find it useful to improve operations in the future.
Due to top & mid management are concerned with the changes being made and resist on the concept
of online store, I would like to propose a organisational meetings or department meetings among top&
mid management to explain and made a clear understanding regards the plan being made as well as
to convince management on the benefit of online store could bring to the company in the future.
Furthermore, conducting online hiring process to encourage the chance of store team member from
other states to apply and work in online store being developed. Lastly, the organisation will provide
in-class training or on the job training where HR Department/ Professional could share experience
and giving knowledge about online activities as well as cultural orientation to newly hired staff to
improve their skills and increase team motivations.
Thus, through this email I would like to get approval from the higher management regarding the plan
being made for online store.
Thanks.
Dennis
Operational Manager of UNIQLO
QVB Sydney, New South Wales
Approved by director and relevant authorities? Yes  No

If no, record suggested changes:
10. RESOURCE ASSIGNMENT TO PROJECT AND REPORTING PROTOCOLS

In this section you are required to assign various resources (that you have identified before from
resource requirement section) to various individuals and teams. (2 marks)
Code: Stands For: This Person Is:

R Responsible Responsible for performing the task or creating the document
A Accountable Accountable and has sign-off authority for the task, such as the project
manager, sponsor, technical lead
C Consult Providing expertise, advice and support to the person responsible for
the task or document and others
I Inform Informed of task progress or results, usually by the person responsible
Using the responsibility assignment codes from the table above, assign all the resources for your
organisational change project to respective individual and teams. Also assign to whom the individual
or the team will be reporting to.
T-1.8.1
Resource Responsible Person / team Responsibility Reporting to

Name code (manager or
(use code form team leader
the table below) designation)
Training HR Department R HR Manager
Documents
Job Hiring Team A HR Team

Advertisement Leader
Hiring HR Department C HR Manager

Professional
Trainer
Proposal Operational Manager R CEO / BOD
Project Finance Department A Finance

Expenses Manager &
Project
Manager
11. COMMUNICATION AND EDUCATION PLAN FOR ORGANISATIONAL CHANGE

In this section you are required to develop communication or education plan to inform and educate
various stakeholders that may be affected by your organisation change initiative. You are also
required to gather feedback on the communication plan from relevant stakeholders.
You are required to develop the communication plan with the following information:
a. Communication plan goals and objectives. (2 marks)
b. Key messages of this communication plan. (2 marks)
c. Target audience. (2 marks)
d. Consultation feedback summary. (2 marks)
COMMUNICATION AND EDUCATION PLAN

Change Management Project Name:
UNIQLO Online Communication Plan
Communication Plan Goals and Objectives

In this part you are required explain the purpose and goals of communication plan. You should list the
various communication campaign objectives and the campaign KPIs. For example, one of the
purposes would be to inform the potential online customers who may show interest in buying clothing
online from your online store.
Campaign Objectives Campaign KPI’s
Example: Objective 1 - Increase calls to the phone line Example: Increase calls by 10% or
175 compared to previous year
Update on the latest product Advertise and use social media/
influencers
Increase customer satisfaction target on increasing customer
satisfaction by 85%
Handle customer complaints Review and solve

T-1.8.1
Key Messages (benefits of the change plan) of this Communication Plan

In this part you are required promote the benefits of the change that you are proposing and initiating
to various stakeholders. Mention at least 4 key messages.
Target Audience
In here you are required to plan and include
 All stakeholders who need to be communicated for this change management project. For
example, potential customers, store employees, directors, investors, warehouse team, etc.
 Communication tools that are relevant to each audience group such as Website and blog,
Annual reports Events, Email, Newsletter, Meetings, Social Media, Paid Media such as
Google advertisements, Earned media, Direct Mail, Public Relations (PR), Simple text
messages, Campaign video, Television commercial (TVC), Internal noticeboards, brochures,
leaflets, etc.
Audience Communication tools to be used
Example: Potential online Example: Social media, website and online discounted promotion for
customers the opening of online store
Consultation feedback and input summary

In this part you are required to summarise the feedback that you have received during the
presentation and consultation (PART B) from various stakeholders in regards to the communication
plan. You can summarise the key recommendations and inputs in bullet points. Add more rows for
more points.

T-1.8.1
End of Communication Plan
12. ACTIVITIES TO DELIVER COMMUNICATION PLAN

Based on the communication and education plan that you have developed previously, you are
required arrange the activities to deliver the communication plan. You are also required to manage
the activities based on the scenario provided.
You are required to:

a. Using the scenario provided before the task, arrange activities in order to deliver
communication plan. (2 marks)
b. Using the scenario provided before the task, manage the activities to deliver the
communication plan successfully. (4 marks)
Arrangement of activities to deliver communication plan (Project Roster)

Scenario: As you have already developed the communication and education plan, your next step is
to arrange the activities to deliver the communication. You have setup your communications and
media team and your change communications team has ten members (with one team leader) who are
responsible for disseminating the organisational change (the online store and fulfilment centre) to
every stakeholders of UNIQLO Australia. This includes employees in Australian headquarters,
employees in every Australian store, employees in Australian warehouse, organisational
shareholders, top management of Australian operations, your own team, suppliers, external third
parties that provides your logistics and delivery, news and media organisations, existing customers
and potential customers. Based on the plan you have developed, arrange the activities to deliver and
disseminate this change information. You may use imaginary team member names to the
communication assign tasks.
Stakeholder Communication Team Resources Expenses Deadline

groups/ method member required or budget (days/weeks)
Audience responsible (list all) required
Existing and Online promotion Jim Google Ad $10000 6 weeks
potential and Social Media words,
customers communication Facebook
business
accounts
Management of activities to deliver communication plan

Scenario: Now that you have arranged the activities and developed the project roster, you are now
required to manage the communications delivery activities that you have assigned to your

T-1.8.1
communications team. After 4 weeks of communications activities, you will now request your team
leader to give you the exact report of progress.
<Organisation name>
<Date>
Subject:
Dear team leader,
<Request your team leader for the progress report of the communications activities >
Thanks.
<Insert your name>
<Insert your position>
Scenario: Your team leader has provided a report for you that exhibit several of the team members
are behind the schedule although the deadlines for the tasks have not crossed yet. The team leader
also reported that one team member has already used up the whole budget (before completing the
whole task) due to change of prices. Considering the deadline, you will now have to order your team
leader for speeding up the tasks so that they can meet the deadlines. You may also wish to mention if
any additional assistance can be given by the team leader to those who are lagging too behind. In
regards to one team member who has already used the budget, you will need to decide whether you
will provide additional funds or cut some of the activities or something else. Prepare the action plan
for managing these situations.
COMMUNCIATIONS PROJECT ACTION PLAN
Stakeholder Tasks, goals and Old New Responsible Support

group / objectives Deadline deadline Person person
audience (assign
new)

T-1.8.1
Additional notes:
13. RESPONDING TO BARRIERS TO CHANGE

This section includes several scenarios after your change operations have been initiated. You will be
required to identify and respond to the barriers to your change initiatives. (5 marks)
Scenario: After one month of “online store” project has been initiated you have identified that some of
the pre-determined barriers (refer to Problem Scenario & Context for TASK 6, 7 and 8) and some new
barriers have affected your project work. These are:
 Initial sales for the first quarter was poor due to lack of adequate promotional activities and
requesting additional funds from top management for the online store’s promotional activities
have become difficult.
 Some bricks and mortar store team members are still disappointed for not being chosen for
this project.
 Some within the management and the central IT team are still concerned with this change
and will be eagerly waiting to see a failure of this project.
 Newly hired staff members for this online division will have to be trained adequately not just
for online activities, sales and support but also for cultural orientation to the organisation.
 Your shared space (for your online division) within the Australian warehouse has been
approved but sharing the activities, resources and services has become overwhelming for
your online division members.
Risk management process linked document. Risk_Management_p

Click the icon. rocess.doc
From the scenario above, identify in detail and respond to the five significant barriers to
change according to risk management process as explained in the document linked.

T-1.8.1
14. ACTION INTERVENTIONS AND STRATEGIES FOR EMBEDDING CHANGE

In this section you are required to action the intervention strategies to ensure that all change
management plans, communication plans, action plans and risk management processes that you
have developed, planned or identified. As you have ensure that your project becomes a success for
the organisation, you are now required to action the plans.
You are required to

a. Develop at least four intervention strategies. (2 marks)
b. Action the intervention strategies using a formal email request to your assistant. (1 mark)
c. Further activate the strategies by a formal message in the organisational newsletter. A
newsletter template has been provided but you may wish to change the template. Limit your
message to 200 words. (1 mark)
Intervention Strategies
Formal email request to your subordinate for actioning the Intervention Strategies
<Organisation name>
<Date>
Subject:
Dear,
<Formally request your subordinate to action the intervention strategies >
Thanks.

T-1.8.1
<Insert your name>
<Insert your position>
Newsletter Message
GLOBAL e-NEWSLETTER
MESSAGE FROM THE CHANGE AGENT

Dear organisational members and valued stakeholders,
15. EVALUATION AND AMENDMENT OF CHANGE MANAGEMENT PROJECT PLAN

In this section you are required to evaluate, review and modify your change management project plan
based on the scenario provided. As you have already completed all the plans and initiated the project,
you will now conduct regular evaluation and modify your project plan to achieve the change
management initiatives.
Scenario: You have now crossed more than a month of this “online store and fulfilment division”
change project. At this stage of the project, you have already activated the strategies for embedding
the change initiatives. Your two year project has now finished with the first quarter and will be subject
to review after six months by the stakeholders. You will need to ensure you can rest your case to the
stakeholders by your online division’s performance when the stakeholders will review your division.
However, due to the nature of the change project there had been several discrepancies and
performance issues that require review, evaluation and immediate modifications to achieve the
program objectives. These are
 Online sales promotional activity has exceeded the budget by $4000 which was initially only
$10000.
 Online sales performance has exceeded by 8% whereas the previous expectation of sales
from online was only 15% of total Australian sales.

T-1.8.1
 Several social media promotions were made during the change initiative. This included free
delivery on all orders, half price promotions, buy one get one half price, kids products for half
price, $10 rewards for sharing our promotion sales, like our FaceBook page and register to
take a free selfie with tennis superstar, etc. However, social media promotions did not perform
accordingly as expected and is around 30,000 likes on social media whereas the expectations
were up to 60,000 likes on social media in the first quarter.
 Delivery timing accuracy for outsourced delivery by third party Australia Post drivers is 78%
which is 2% less than the benchmark. Your team also has 10 delivery vans across the states
which only came out as 69% and is 11% less than the benchmark.
 Existing team members have less than 10% errors in their work activities.
 Newly hired team members have around 20% errors in their work activities.
 IT and online sales support has been excellent and has exceeded the benchmark of 80%
accuracy and timing.
 Warehouse fulfilment team’s performance is 85% in accuracy and timing whereas this
benchmark was 95%. This can be a big concern since this affects the products packed and
the delivery timing. The warehouse fulfilment team has mentioned you that due to sharing the
warehouse and having little control in the warehouse are the primary backlog for them. The
warehouse is mainly for receiving, storing, sorting and distribution of all imported products for
all stores in Australia.
Based on the scenario mentioned, you are now required to review, evaluate and modify your project
plan in order to achieve the change program’s objectives and goals. To do this you are required to
complete the quarterly project review and continuous evaluation report (template below) for your
director. The report must also include new modifications that you are proposing to better perform in
the next quarter. (6 marks)
Project review and continuous evaluation report
Project Name:
Commenced:
Project Manager:
Review Author:
Review Date:
Planned Outputs Intended Outcomes Strategic Objective(s)
Project Performance
(consider at least 3 issues – deadline, budget and quality)
Planned Actual Variance

T-1.8.1
Lessons Learned
(mention at least 4 lessons learned from the project)
Key modifications on project plan

(List at least 4 most important actions to modify this project based on your findings from the scenario)
<End of Change Management Project>

T-1.8.1
APPENDICES
Attach the following appendix documents (Appendix 1 and 2).
APPENDIX 1: ATTACH PRESENTATION SLIDES
APPENDIX 2: LIST OF SOURCES AND REFERENCES


Assessment I - Organisational Change

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T-1.8.

Details of Unit(s) of competency

Student Declaration: I declare that the work Signature: ___________________________

Signature: ____________________________ Student did not attend the feedback session.

Organisational Change, Assessment No.1 Page 1

Purpose of the Assessment

Organisational Change, Assessment No.1 Page 2

PART A – CHANGE MANAGEMENT PROJECT PLAN– 80%

PART B – PRESENTATION & COMMUNICATION OF CHANGE MANAGEMENT

Organisational Change, Assessment No.1 Page 3

Organisational mission statement and core values (sourced)

History and Origins (sourced)

Organisational Change, Assessment No.1 Page 4

Taiwan UNIQLO has 67 store fronts in Taiwan as of June 2018.

UNIQLO Business Model

Organisational Change, Assessment No.1 Page 6

Organisational Change, Assessment No.1 Page 7

Organisational Change, Assessment No.1 Page 8

Industry ranking between major competitors

UNIQLO Business Strategy - Southeast and Oceania

Organisational Change, Assessment No.1 Page 9

Investor Relations Policy (sourced)

Organisational Change, Assessment No.1 Page 10

Quality and Work Health and Safety Management System (sourced)

Compliance and Philosophy (sourced)

Code of Conduct Basic Principles (copied from organisational website)

Employee Relations and Diversity Policy (Sourced)

Organisational Change, Assessment No.1 Page 12

Environmental Management and Policies (sourced)

Risk Factors (sourced from website)

(1) Risks specific to management strategy

(2) General business risks

Organisational Change, Assessment No.1 Page 14

Corporate Governance (sourced)

Organisational Change, Assessment No.1 Page 15

Social Business Initiatives & CSR (Sourced)

Additional research links on the case organisation

± Organisational website – www.uniqlo.com and www.fastretailing.com

Organisational Change, Assessment No.1 Page 16

± Financial position and business results data - https://www.fastretailing.com/eng/ir/financial/

Organisational Change, Assessment No.1 Page 17

CONTEXT & SCENARIO

What change and what is required?

Organisational Change, Assessment No.1 Page 18

STRUCTURE & MARKING ALLOCATIONS

PART A: CHANGE MANAGEMENT PROJECT PLAN

1. Introduction & analysis of organisational objectives 2

2. Identifying strategic change needs

Identified Strategic Change Needs (what is to be done) 2

Benefits (why it has to be done) 2

Stakeholders affected or involved (list various stakeholders and 2

What kind of change is required 2

3. Review & map existing policies and practices to strategic 6

4. External and internal environment analysis for

Opportunities and Threats 2

Major operational change requirements 2

Review & prioritisation of change requirements and opportunities 2

Consultation with director, specialists & stakeholders 1

6. Cost benefit analysis for high priority change requirements 4