Assessment I - Organisational Change

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Details of Assessment
Term and Year Time allowed 7 Weeks
Assessment No 1 Assessment Weighting 100%
Assessment Type Change Management Project Plan and Presentation
Due Date Week 7 Room Zoom
Details of Subject
Qualification BSB60420 Advanced Diploma of Leadership and Management
Subject Name Organisational Change
Details of Unit(s) of competency
Unit Code (s) and
BSBLDR601 Lead and manage organisational change
Names
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work submitted is my

own and has not been copied or plagiarised from any person Student’s
or source. I acknowledge that I understand the requirements Signature: ____________________
to complete the assessment tasks. I am also aware of my
right to appeal. The feedback session schedule and Date: _____/_____/_________
reassessment procedure were explained to me.
Details of Assessor
Assessor’s Name ROBERT CUTULI
Assessment Outcome
Assessment
Competent Not Yet Competent Marks /100
Result
Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive
improvements:
Assessor Declaration: I declare that I have conducted

a fair, valid, reliable and flexible assessment with this
student. Assessor’s
Signature: ___________________
Student attended the feedback session.
Student did not attend the feedback session. Date: _____/_____/________
Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 1

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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 major operational change requirements according to organisational
objectives, performance gaps, business opportunities or threats, and management
decisions
1.2 Assess risks and opportunities presented by operational change requirements
1.3 Consult stakeholders, specialists and experts to confirm the change

management opportunities and process
2.1 Assign resources to the project and confirm reporting protocols with relevant
stakeholders
2.2 Develop communication or education plan, in consultation with relevant

personnel
2.3 Arrange and manage activities for delivery of communication or education

plans
3.1 Assess performance of communication or education plan against objectives
3.2 Identify and respond to barriers to the change according to risk management
plans and organisational objectives
3.3 Modify communication or education plan according to 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).

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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.
SIMULATED CASE ORGANISATION (If not using a program from the organisation of your choice)

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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 Life Wear is high-quality, innovative clothing that is universal in
design and comfort.

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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.
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.

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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
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.

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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.
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.

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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
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.

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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/
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

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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.
 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.

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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 build on their
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

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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.
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.

T-1.8.1_v3
(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.
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.

T-1.8.1_v3
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,
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.

T-1.8.1_v3
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/
± 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

T-1.8.1_v3
± 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_v3
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 regard 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_v3
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

T-1.8.1_v3
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
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_v3

T-1.8.1_v3
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 than 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_v3
Change Management Project Plan

ORGANISATION NAME
Prepared by: Kelvin Layana Djakasurya

Position: Change Manager
Date: August 19, 2022

T-1.8.1_v3
TABLE OF CONTENTS
CONTENT PAGES
1. Introduction & analysis of organisational objectives 25
2. Identifying strategic change needs 25
3. Review & map existing policies and practices to strategic change 26
4. External and internal environment analysis for organisational change 28
5. Change Requirements 29
6. Cost benefit analysis for high priority change requirements 33
7. Risk analysis for organisational change 34
8. Change management project plan 36
9. Getting approvals on change management process 38
10. Resource assignment to project and reporting protocols 38
11. Communication and education plan for organisational change 39
12. Activities to deliver communication plan 41
13. Identify and respond to barriers to change 43
14. Action Interventions and strategies for embedding change 44
15. Evaluation and amendment of change management project plan 46
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_v3
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 known to be one of the top fashion retail brands in Japanese who holds more than
1300 stores in almost 15 countries. The main vision of UNIQLO is to provide the best and high-
quality clothes at the lowest prices as possible. UNIQLO tends to make breakthrough and
advanced technology in order to organise their business of clothing industry. UNIQLO focuses
on the commitment to protect the planet and secure a sustainable future for them and also for
the world. Focusing on UNIQLO’s commitment to provide a sustainable future in clothing
industry, online sales development is needed in order to cater to every customer’s needs, mainly
keeping in mind the current situation of the world which is currently still trying to recover from
COVID-19 which makes commuting complicated for some people. Since COVID-19 hit the world
by surprise in late 2019, businesses, travel, and all other industry in the world had been halted
indefinitely, abiding the laws and regulations made by law enforcements. In order to adapt and
survive, most businesses had been willingly switch their operations to online platforms, and
UNIQLO is aiming to do the same. By developing our online sales, UNIQLO’s customer will have
an easier access to our best products, and by doing so, helping us try to protect the planet and
build a more sustainable future in the clothing industry.
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)

 In order to develop online sales, UNIQLO will need to build a website, since UNIQLO already
has a huge brand, it would be wise to develop our own website rather than relying to
consigning our products in other online platform
 To raise public awareness about our new online platform, we will need to allocate some
budget on advertisements, promotions, and discounts for new customers on our online
platform.
Benefits (why it has to be done)
 Having our own online platform will mean that we will not be paying percentages to other
online platforms, thus in the long run will make our online sales more sustainable than relying
on other online sales platforms.
 Public awareness is a good way to earn engagements, and higher audiences will lead to
more potential customers for our online platform, and discounts are a great way to either lure
new potential customers or to retain existing customers.

T-1.8.1_v3
Stakeholders affected or involved (list various stakeholders and how will be affected)
 Change Manager – will be responsible to plan, lead, and execute all strategies regarding
online sales platform development
 Director – will be responsible to monitor and to approve / revise plans proposed by the change
manager
 Customer – will be the target audience for our online sales platform promotions
What kind of change is required?
 Online sales platform implementation

 Promotions and campaigns to boost our new online sales platform’s growth
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  Providing best and Y Providing best and high quality
mission statement high quality clothing at clothing at lowest possible
and core values lowest possible prices and providing easiest
prices.
access to every customer that
 Adapting to world’s
is keen to buy UNIQLO
changes by
continuously
innovating and using
advanced technology
UNIQLO Business  Unifies the entire N N/A

Model clothes-making
process--from
planning and design
through production,
distribution, and retail
 R&D Team continually
researches the latest
in new materials and
global fashions
UNIQLO Business  Mass opening of new Y Online platform development

Strategy - outlets in multiple should be included in business
Southeast and countries strategy in order to survive and
Oceania
 Increase brand grow in each country
awareness and
highlights customer

T-1.8.1_v3
experience
Investor Relations  Fundamental stance N N/A

Policy
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
Quality and Work  Adopts independent N
Health and Safety Global Quality and
Management Safety Standards
System
under which the
company ensures
quality and safety in its
products
 UNIQLO Quality
Assurance Committee
Compliance and  Employees are N

Philosophy expected to act in a
way that upholds
compliance, human
rights, and the Group's
corporate philosophy
 Provides annual Code
of Conduct training for
employees
Code of Conduct  Customer satisfaction N N/A

Basic Principles  Respect for human
rights
 Legal compliance
 Fair relations with
partners
 Appropriate disclosure
of information
 Human resource
development and fair
evaluation
 Exclusion of antisocial

T-1.8.1_v3
groups
 Protection of company
property
 Distinction between
professional and
personal lives
Employee  UNIQLO strives to N N/A

Relations and offer a healthy and
Diversity Policy safe work environment
for all employees
 UNIQLO believes in
promoting diversity
and encouraging the
building of skills and
career development
for every employee
Environmental  Address climate N N/A

Management and change
Policies  Improve energy
efficiency
 Manage water
resources, waste, and
maximize resource
efficiency
 Manage chemical
substances
Risk Factors  Management personal N N/A

risk, competitive risk,
currency risk
 General business risk
Corporate  UNIQLO seeks to Y Business operations

Governance expand its business expanding should not be
operations according limited to opening new store
to the principles locations, but also could focus
expressed in its on online platforms to be more
corporate statement: accessible to customers
"Changing clothes.
Changing conventional
wisdom. Change the
world"
Social Business  UNIQLO established N N/A

Initiatives & CSR Grameen UNIQLO in
2010 to plan, produce,
and sell apparel in
Bangladesh

T-1.8.1_v3
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.processexcellencenetwork.com/organizational-change/columns/why-organizations-
change-and-what-they-can-change
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)
PESTLE Analysis
Political factors: Economic factors:
 Safe political environment  Economic growth
 Foreign trade policy  Inflation
 Tax policy  Buying power
  Interest rates
  Consumer confidence
 
 
 
Social factors: Technical / technological factors:
 Lifestyle attitude  Technological awareness on older population
 Income distribution  Amount of technological experts
 Cultural barriers  Level of innovation
 
 
 
 
Legal factors: Environmental factors:
 Employment laws  Weather & Climate
 Copyright and Patent laws  Climate Change
 Health and Safety laws  Environmental policies
 
 
Opportunities and Threats

Opportunities identified Threats identified
[e.g new potential market] [e.g changes in legislation and online sales taxes]
By developing online sales platform, UNIQLO The main threat based on PESTLE analysis
will be able to reach wider target audience would be buying power and consumer
nationwide, thus being able to provide confidence, which have a big impact on every
sustainable clothing to more people across the industry, including clothing industry. Another
country, and attract more new potential threat that we might face is the level of
customers, and in the long run, will be able to technological awareness on the older population
profit both from online sales platform and of the country, which could prevent us from
offline stores. This will be achievable within the reaching the older generation.
help of our awareness campaigns, promotions,
and discounts on online platform.

T-1.8.1_v3
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 Learning & Development course will be made 3 months
available to all employees, with mandatory &
a)Employees have no experience voluntary trainings that can be completed by all
employees in order to improve their skills and
in handling online sales
increase productivity
b)Minimum monitoring on
employees’ skills and workability
c)New employees have not been
trained properly, impacting
productivity
Business Opportunities and  IT R&D Team to be hired within the 6 months
Threats for online division organization
 Technological course will be made
a)Lack of IT R&D team mandatory for employees
b)Low level of technological
awareness on employees
c)No existing operating system
on online sales
Management Decisions  Operation system is required to ensure 9 months
a great customer experience
a)Develop an operation system  Dedicated website is required to
for online sales enforce online sales
 Campaigns & Advertisements will help
b)Develop a website dedicated to to spread awareness on our online
online sales sales platform
c)Campaigns & Advertisements

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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)
IT R&D Team Hiring Important and Urgent 1
Develop a website dedicated to online sales Important and Urgent 2
Develop an operation system for online sales Important and Urgent 3
Develop technological course Important but not urgent 4
Develop learning & development course Important but not urgent 5
Campaigns & Advertisement programs Important but not urgent 6
Email Consultation
<UNIQLO>
<19/8/2022>
Subject: Consultation regarding change managements
To: [email protected]
Dear Director,
I am Kelvin, the PIC of planning, leading, and executing change management for the development of
our new online sales platform. I would kindly like to draw your attention towards the change
management proposal that has been drafted by our team.
Please kindly review the proposal and help to approve or give any advice to our team on any changes
that you would like to make.
Kelvin Layana Djakasurya
Change Manager

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Approved by Director? Yes No

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

Attending
[John]
[Jerome]
[Jasmine]
Announcements
Dear All,
You are invited to attend the change management brief meeting which is scheduled on 26 August 2022 at 2 PM in our
meeting room. Please prepare yourselves at least 10 minutes before the meeting. Our agenda includes:
 Change management regarding online sales platform
 New hiring for IT R&D department
 Learning & Development course overview
Discussion
 Change management regarding online sales platform – all approved
 New hiring for IT R&D Development – will begin as soon as possible regarding the urgency
 Learning & Development course overview – a survey will be conducted upon finding out feedbacks from other
employees
Summary
Change management regarding online sales platform proposal has been approved and will be executed as soon as
possible. The hiring process for IT R&D Development department will commence as soon as possible, and feedbacks from
other employees will be taken into consideration upon the development of learning & development course.
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

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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.
 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 - $45,000 $235,000
requirements
Staff -$ 100,000
Space/Rent - $20,000
Utilities - $ 25,000
Transportation - $30,000
Equipment - $15,000
Benefits from high priority Cost savings in new hire training Total Benefits (tangible and
change requirements (Tangible) - $ 20, 000 intangible)
Cost savings in marketing - $ $240,000
20,000
More sales forecasted -
$200000
Benefits from high priority More satisfied customers who

change requirements

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(Intangible) are remotely located.

More market share and better
brand image.
Comparison of cost and various Benefit / Cost Ratio, $240,000/$235,000 = 1,02
benefits
Overall outcome of analysis After the implementation of high priority change requirements,
the outcome will be positive due to high sales forecast, thus
(Positive or Negative)
making the program profitable
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 Dissatisfaction
from staff that are
not chosen
Likely Internal staff lacks
confidence on the
project
Possibly Scepticism & lack Lack of proper

of job security management
Unlikely Poor spacing in

the office
Rare Disruption in
logistic & supply
chain
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: Dissatisfaction from staff that are not chosen
Mitigation Strategy: The company will cater to the staff that are interested in taking part by having a rotational
program between the departments
Barrier 2: Internal staff lacks confidence on the project
Mitigation Strategy: There will be a weekly meeting on each department involved where staff can discuss what

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are their concerns and what can be done to help them work better
Barrier 3: Scepticism & lack of job security
Mitigation Strategy: The company will guarantee that internal members will not lose their jobs and if the plan fails
to be executed successfully, they will be returned to their respective departments
Barrier 4: Poor spacing in the office
Mitigation Strategy: The company will consider to rent a bigger space near the warehouse
Barrier 5: Lack of proper management
Mitigation Strategy: There will be a management hiring which would bring in experienced top level management
in order to support the team
Barrier 6: Disruption in logistic & supply chain
Mitigation Strategy: Management will consider using both internal and outsourcing logistic options
Agreed by Director? Yes No
If no, record suggested changes:

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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:
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)
UNIQLO is planning to develop an online sales platform. Our management have analysed
opportunities, challenges, issues and barriers that may come within the implementation of the online
sales platform. By developing online sales platform, UNIQLO will be able to reach wider target
audience nationwide, thus being able to provide sustainable clothing to more people across the
country, and attract more new potential customers, and in the long run, will be able to profit both from
online sales platform and offline stores. The challenges we are currently facing are IT R&D Hiring and
operation system management. Some barriers that we may face in the future might include
dissatisfaction from the team, lack of confidence and job security, lack of management, and poor
spacing on the office. We have taken into account all the challenges and barriers and have proposed
mitigation solutions on each issue that might occur and will make sure that the project will run its
course smoothly.
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
Website Developing our own website to $300 7 Staff $5,000
Development cater online sales platform
Campaign & Raising awareness on our online $200 4 Staff $3,500
Advertisement sales platform
Logistic & Supply Will help to transport our online $900 15 Staff $6.500
Chain orders to customers
Learning & Will help to provide further $1500 5 Staff $3,000
Development education to our employees

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Estimated Total Resource Costs $18,000
Change Management Project Timeline and Gantt chart

List the priority changes that you have identified previously and create a one-year timeline and
Change 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:
Qtr. Date Priority No. Priority Changes Name
3 09/01/22 Kick-Off
3 09/01/22 1 Website Development, Learning & Development Start Date
4 11/01/22 2 Learning & Development Course Testing
4 12/01/22 2 Learning & Development Course Launch Date
1 03/01/23 1 Website Development Testing Date
1 02/01/23 3 Advertisement & Campaign Start Date
2 04/01/23 3 Advertisement & Campaign goes live
2 05/01/23 1 Website Development Finish Date
2 06/01/23 1 Online Sales Platform goes live
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.
Priority Change Gantt chart – Year 2022-2023
Q3 2022 Q4 2022 Q1 2023 Q2 2023
07 08 09 10 11 12 01 02 03 04 05 06
Kick-Off
Website Development Web Test Web Web

Finish Live
L&D Dev L&D L&D

Test Live
A&C Start A&C

Live

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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>
<25/8/2022>
Subject: Approval on change management proposal
Dear Director,
I am Kelvin, the PIC of change management regarding the opening of our online sales
platform. I would like to draw your attention on the revised proposal on our opening of online
sales platform. Our team have consulted with all parties involved and would kindly need your
help to get approval from higher management and shareholders on our proposed change
management initiative.
Thanks.
Change Manager
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)

T-1.8.1_v3
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.
Resource Responsible Person / team Responsibility Reporting to
Name code (manager or
(use code form team leader
the table below) designation)
HR Resources Team R HR Lead
Learning &
Development
IT R&D Team R Lead Engineer
Website
Development
Digital Marketing Team R Change
Campaign & Manager
Advertisement
Change Manager A, C Director
Learning &
Development
Change Manager I Director
Website
Development
Campaign & Change Manager A, C Director
Advertisement
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)

T-1.8.1_v3
d. Consultation feedback summary. (2 marks)
COMMUNICATION AND EDUCATION PLAN

Change Management Project Name:
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
Usage of chat bot Decrease the number of Customer
Service Agent needed by 50%
FAQ page on website Decrease the number of Customer
Service Agent needed by 30%
Direct solving on urgent cases by Customer Service Agent Enhance customer satisfaction by
30%
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.
 By decreasing number of customer service agent needed, it will automatically

decrease the company’s salary bill
 The budget originally allocated for the salary bill could be allocated to other areas of
the business, including expansion and R&D
 Direct solving on urgent cases will be good for customer satisfaction and could be a
way to endorse and brand ourselves via customer
 Chat bot could be an innovative feature to communicate with customer
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

T-1.8.1_v3
Employees Email, meetings
Potential online customers Newsletter, social media, campaign video, paid media
Investors Emails
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 regard to the communication
plan. You can summarise the key recommendations and inputs in bullet points. Add more rows for
more points.
Investors should be able to read our annual earning reports

A social media account dedicated for our employees, regarding updates and events on our company should
be beneficiary and could raise employees’ moral
Although subjectively old fashioned, TVC is still a good way to lure potential customers to our business
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 have ten members (with one team leader) who are
responsible for disseminating the organisational change (the online store and fulfilment centre) to

T-1.8.1_v3
every stakeholder 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
Potential Online Andrew Facebook $5000 8 weeks
Customers advertisement, Ads,
social media Instagram
communication stories,
Google Ads
Investors Quarterly returns Barry Email $300 12 weeks
on investments
Employees Social media Catherine Email, $500 6 weeks
communications, Instagram,
newsletter Meetings
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
communications team. After 4 weeks of communications activities, you will now request your team
leader to give you the exact report of progress.
<UNIQLO>
<01/10/2022>
Subject: Reports on communication activities
Dear team leader,
I am Kelvin, the PIC of communication change management initiative which is currently running on
our company. I would like to ask for your assistance to provide me reports on the ongoing
communication plans in order to implement the initiative better and make sure that all the departments

T-1.8.1_v3
involved are not having any difficulties on implementing this initiative.
Thanks.
Change Manager
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
regard 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)
Potential Spread awareness on our 01/11/202 24/10/202 Andrew Darren

Customers online sales platform 2 2
Investors Report quarterly earnings 01/12/202 01/11/202 Barry Edward

2 2
Employees Raise morale of our 15/10/202 08/10/202 Catherine Frank

employees 2 2
Additional notes:
Please seek my assistance on any urgent or pressing matters that your team have not been able to
cater to.
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)

T-1.8.1_v3
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 were 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.

Click the icon.
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.
 Ensure all of the upcoming campaigns and promotional activities will reach the suitable target
audience, thus not making the budget available go to waste towards the more unlikely group
of target audience to be a potential customer.
 HR will need to assess if any additional help is required, and if it is needed, HR should open
an internal transfer program which will help the team members who are not utilised yet.
 A meeting between all the team leaders and higher management will be required to convince
people who are still concerned, and if not enough, company should provide suggestion
surveys to receive concerns and how to resolve it.
 The company should adopt a new approach to cater to new hires, such as having a
mandatory onboarding program and mentoring program that will help new hires adapt to te
company better.
 The management should do a quarterly assessment on the shared space, and if extra space
is deemed necessary, a new place near the warehouse should be rented to give employees
more comfort.
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 ensured 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

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Developing a vision and mission for the project
Positive reinforcement on project targets & KPI
Scheduled communication with team leaders
Assign a mentor for each team
Formal email request to your subordinate for actioning the Intervention Strategies
<Uniqlo>
<05/10/2022>
Subject: Action on Intervention strategies
Dear Team Leaders,
I am Kelvin, the PIC of change management regarding our online sales platform opening. To
ensure all the proceedings of our online sales platform opening goes well, I have created a few
intervention strategies that could help our project goes well, including :
 Development of vision and mission

 Positive reinforcement on target & KPI
 Scheduled communication with team leaders
 Mentoring
I would like to kindly ask for your help to review these strategies and give me any feedback if there
are any, and if not, please do implement these strategies as soon as possible.
Thanks.
Change Manager

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Newsletter Message
GLOBAL e-NEWSLETTER
MESSAGE FROM THE CHANGE AGENT
Dear organisational members and valued stakeholders, in

order to smoothen the proceedings of our online sales
platform opening, we have created a few guideline that will
help us, which are:
 Development of vision and mission

 Positive reinforcement on target & KPI
 Scheduled communication with team leaders
 Mentoring
Please make sure that all employees are obliged to follow

these guidelines and please do not feel hesitant to contact
your respective team leaders or to me if you have any
questions or any feedback regarding these guidelines.
Have a good day
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.
 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

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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: Online Sales Platform Opening
Commenced: 1 September 2022
Project Manager: Kelvin Layana Djakasurya
Review Author: Kelvin Layana Djakasurya
Review Date: 5 January 2023
Planned Outputs Intended Outcomes Strategic Objective(s)

Online Sales Platform Opening Increase in revenue and wider Website development, campaign &
area of target audience advertisement
Project Performance
(consider at least 3 issues – deadline, budget and quality)
Planned Actual Variance
Target audience was not specific
Promotional budget at $10,000 $14,000
enough
Website development finished as Excellent work rate from IT R&D
2 months earlier
target deadline Team
Online sales would reach 15% of 23% Mass adoption in online

T-1.8.1_v3
Australian sales commerce

Lessons Learned
(mention at least 4 lessons learned from the project)
Newly hired team members will need time to adapt & do their work well
Target audience plays a key role to reach suitable potential new customers
Sharing spaces could be effective for cost control, but it damages quality of work
Delivery team should increase their quality of work
Key modifications on project plan
(List at least 4 most important actions to modify this project based on your findings from the scenario)
Onboarding program for new hire & mentoring to help them adapt faster
Data analysis based on customer profiling (age, gender, etc)
Space rent could be a viable option to increase productivity of warehouse team
Delivery team should try to learn from Australia Post to at least increase their quality of work to narrow the gap on the
benchmark
<End of Change Management Project>

T-1.8.1_v3
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.

Student Declaration: I declare that the work submitted is my

Assessor Declaration: I declare that I have conducted

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 1

Purpose of the Assessment

1.2 Assess risks and opportunities presented by operational change requirements

1.3 Consult stakeholders, specialists and experts to confirm the change

2.2 Develop communication or education plan, in consultation with relevant

2.3 Arrange and manage activities for delivery of communication or education

3.1 Assess performance of communication or education plan against objectives

3.3 Modify communication or education plan according to change program

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 2

PART A – CHANGE MANAGEMENT PROJECT PLAN– 80%

PART B – PRESENTATION & COMMUNICATION OF CHANGE MANAGEMENT

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 3

Organisational mission statement and core values (sourced)

History and Origins (sourced)

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 4

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 5

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

UNIQLO Business Model

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 6

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 7

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 8

Industry ranking between major competitors

UNIQLO Business Strategy - Southeast and Oceania

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 9

Investor Relations Policy (sourced)

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 10

The principles of UNIQLO’s IR policy are:

Quality and Work Health and Safety Management System (sourced)

Compliance and Philosophy (sourced)

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 11

Code of Conduct Basic Principles (copied from organisational website)

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 12

Employee Relations and Diversity Policy (Sourced)

Environmental Management and Policies (sourced)

Risk Factors (sourced from website)

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 13

(1) Risks specific to management strategy

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 14

(2) General business risks

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 15

Corporate Governance (sourced)

Social Business Initiatives & CSR (Sourced)

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 16

Additional research links on the case organisation

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

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 17

± Social Business News - https://sustainablebrands.com/read/leadership/fast-retailing-applies-

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 18

CONTEXT & SCENARIO

What change and what is required?

Organisational Change, Assessment 1 v1 Last updated on 9/09/2021 by MM Page 19

STRUCTURE & MARKING ALLOCATIONS

PART A: CHANGE MANAGEMENT PROJECT PLAN

1. Introduction & analysis of organisational objectives 2

2. Identifying strategic change needs