Business Communication - Local Network Submission - Report Writing Assessment Answers

November 13, 2017
Author : Charles Hill

Solution Code: 1DJA

Question: Business Communication Report Writing

This assignment is related to “Business Communication Report Writing” and experts at My Assignment Services AU successfully delivered HD quality work within the given deadline.

Business Report Assignment


Our Commitment

As a signatory to the United Nation’s Global Compact (UNGC) and a  member of the Global Compact Local Network since 2001 , we, Nestlé, have long been recognized to  be “ the forefront of the global movement to incorporate sustainability into overall company strategy” (Kruschwitz 2013) on  maintaining compliance with the ten principles of the Global compact. Admittedly, much more effort could be put into adhering to the mission of UNGC to create a sustainable and diversified global economy.  Accordingly, in this submission, we would like to suggest two possible recommendations to further improve Nestlé ‘s practices on principle 8 and 10 of UNGC in order to create the shared value of respect, for people, the environment and the future of the world(Nestlé 2015 ).

The principles are:

Principle 8:  “Undertake initiatives to promote greater environmental responsibility.”  (Environment)

Principle 10: “Businesses should work against all forms of corruption, including extortion and bribery.” (Anti-corruption)

In this submission, we assess our past and present practices against these principles and draw lessons from them.

The Environment Principle

We have long been committed to produce products in accordance with environmental sustainability along the value chain to deal with the problems of declined biodiversity and climate change (Nestlé 2015).    In particular, we would like to work more on maintaining compliance with principle 8 of UNGC.

Past and current practices

Regarding agricultural practices, we always support our related agricultural communities to carry out sustainable agriculture by ensuring environmental-friendly agricultural practices (Mortished 2006).  For instance, we have assisted the coffee bean small growers in South Sudan to grow high quality and sustainably-grown beans through What Was A Pilot Project (Terazono 2014). In our manufacturing practices, we are committed to achieve resource efficiency production to preserve natural resources. We established over 14000 Nespresso’s capsule collection points across 31 countries for the purpose of recycling (Nestlé 2015).  

As an international food company that cooperates with huge numbers of suppliers and agricultural partners, we did receive a number of criticisms from the public that we might not have put enough attention into assessing our partners.  For example, the World Wildlife Fund discovered that we had carelessly purchased the mix of illegal beans from Bukit Barisan Selatan reserve, a protected area, with legitimate beans from suppliers (Leow 2007). This action might add to the problems of endangered species and forests.   Therefore, we propose a crucial factor that would improve our work on the principle 8 of UNGC would be to increase the scrutiny of suppliers and agricultural partners along the supply chain.

Recommendation: Provide education and training for members along the supply chain towards the importance of green practices and provide awards and sponsor innovative and feasible green practice ideas from members.

Benefits for key stakeholders:  

  • Nestlé

It helps to build up a moral sense of environmental protection along the supply chain and develop systematic green practices.  Moreover, innovative practices can help Nestlé cut down costs due to compensation for environmental damages.

  • Members along the supply chains

Education and trainings can help to raise their awareness of environmental practices to achieve eco-efficiency production. Besides, award schemes and sponsorship can motivate members to create green ideas which would benefits  Nestlé and themselves.

  • Customers

They can be benefited by consuming environmental- friendly products and being more moral customers.

  • Shareholders

They will be optimistic about the goodwill of Nestlé since our recommendation will help them gain the trust and appreciations of the public.

  • Environmental Interest groups

It may provide opportunities for them to collaborate with Nestlé and its partners in developing a greener society.

Challenges and risk for key stakeholders:

  • Nestlé

Some partners may be reluctant to adopt the recommendation and prefer the less eco-efficiency methods of production.  Yet, they may follow suit when they see the positive impacts such as reducing costs from the new green practices.

  • Shareholders

They may suffer from a short term decrease in profit due to more resources being allocated to the green practices.  However, the long term decreases in the cost of production due to more eco-efficiency practices and an increase in sales profits due to improved reputations can offset the cost in long run.

The Anti-corruption Principle

Principle 10 of UNGC has been included in our code of business conduct since 2004 and we are required to work against corruption, bribes and facilitation payments (with public or government officials) in our workplace (Nestlé 2015).

Current and past practices

The CARE audit programme to monitors our anti-corruption processes.  We can also report any alleged corruption through an Integrity Reporting System.  Moreover, online and in-class anti-corruption training has been provided for some of the employees since 2008.  Furthermore, we are committed to introduce a new e-learning system by 2015 to clearly communicate to employees what is expected from them on anti-corruption and other codes of conduct (Nestlé 2015).  

Despite these anti-corruption measures, it had been revealed that we had purchased milk illegally from farms in Zimbabwe (Patrick 2012).  The farms were belonged to Mrs Mugabe, wife of the head of the Zimbabwe government, who was subject to European Union and US sanctions because she had engaged in unethical activities (Peta 2009). As a multinational food company, we realise that corruption may occur in some countries where corruption of government officials is a common practice.  Furthermore, we identify that we have to increase the scrutiny of regional intermediaries who are not directly monitored by our companies such as distributors. It is difficult for us to get the full record of transactions from related parties due to independency between firms. Therefore collective action with private agents is required to avoid the corruption of intermediaries.

Recommendation:   Allocate resources to all related regional intermediaries to undertake anti-corruption programmes, invite a civil society organization to facilitate Nestlé and regional intermediaries on the agreement of anti-corruption practices and set the rules for both parties to follow to avoid corruptions.

Benefits for key stakeholders:  

  • Nestlé

It can help uphold a fair and transparent approach to corruption from a third person agent and build up an anti-corruption atmosphere.

  • Regional  intermediaries

It provides a clear pathway for them towards what they have to comply with in their practices to avoid corruption and protect their own rights.

  • Shareholders

They can gain more profit as this practice will live up to social expectation on anti-corruption.

Challenges and risk for key stakeholders:

  • Nestlé

One challenge is that some of the regional intermediaries may  refuse to cooperate with the suggested practices. However, we can approach alternative intermediaries in order to reduce our risk on corruption and increase business reputation.

  • Shareholders

They may suffer from a short term decrease in profits due to more resources being allocated to the anti-corruption programmes.  However, the fair working atmosphere and increased reputation can raise productivity and offset costs in long run.


Nowadays, Nestlé is one of the world’s leading corporations who have actively achieved sustainable development in all aspects.  We hope you can consider these two recommendations and find them useful in maximising good for the society while maintaining compliance with principles 8 and 10 for environment and anti-corruption respectively in UNGC.

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  • Toyota Company Background

Toyota is one of the leading and popular companies consistently manufacturing high – quality cars in the World. In comparison with other leading car manufacturing companies, Toyota utilizes less man – hours, less floor space for manufacturing and assembly process and fewer inventories on – hand. Toyota is committed to make the principles part of the Global Compact strategy, their basic day – to – day operations and further involvement in collaborative projects to enhance the development aims of the UN (United Nations). As a global car – manufacturing company, Toyota is continuously striving to acquire an efficient and exceptional level in all the domains of their operations such as design, manufacturing and assembly etc. (Toyota Gibraltar Stockholdings Ltd - Communication on Progress, 2015) This report provide recommendations on further enhancement of two most important principles associated with labour standard and environment and thus improve the overall functionality process and eco – friendliness of the Toyota Company globally.

  • Principles proposed for Implementation

  1. Principle – 6: “The elimination of discrimination in respect of employment and occupation
  2. Principle – 8: “Undertake initiatives to promote greater environmental responsibility” (, 2016)

In order to achieve further enhancement of implementation of the above mentioned principles, it is important to analyze and evaluate the current and past business practices followed by Toyota associated with these principles.

3 Principle of Labour Standard

Toyota strictly follows the principle of employee equality throughout its organization. As some cases of discrimination have been encountered in Toyota, it is very important to update the principle – 6 of UNGC (United Nations Global Compact) associated with discrimination of employees in the organization. Taking strict actions against such situation and people is very important to maintain a positive environment and equality among employees at the workplace.

3.1 Past and Present Business Practices

Toyota has been extremely supportive and follows ILO – based International Labour Standards and does not follow discrimination in its workplaces. Toyota ensures that its operations and processes strictly follow the Labour Rights principles in which good work environment and employment opportunities are provided to all our employees. Also, every employee’s dignity and rights are respected and are treated very fairly without discriminating them. This is achieved by encouraging each employee to work in a team sharing their knowledge for the progress of project.

Our Company has been taking regular and active steps to eliminate discrimination at the workplace. All of the company’s policies related to Health, Labour and Safety are updated regularly every year with the latest available practices and equal growth opportunities are provided to each employee thus, eliminating discrimination. Also, Toyota has many women working in their top management and thus; a big step has been taken towards elimination of discrimination. Though, many steps have been taken to eliminate discrimination, there have been few cases filed against discrimination at our workplaces. (Toscano and Donelly, 2016) Thus, we would take up initiatives to enhance our policies on discrimination as per the principle – 6 provided by the UNGC.

3.2 Recommendation

It is highly recommended that Toyota must update all their policies based on discrimination and other related issues and these policies must be communicated to each employee thoroughly. Strict actions are to be taken against the individual who discriminate other employees at the workplace. Heavy penalty or termination will be the result of practicing discrimination at Toyota.

3.3 Advantages for Key Stakeholders

  • Toyota Company – Company will be able to develop more positive work environment and all employees work together in a team and perform efficiently towards the success of the company. Thus, overall performance of the company is enhanced and also, maintain good brand reputation in global market
  • Employees – Employees are motivated in their workplace and are not discriminated based on colour, gender or religion. This leads to high employee performance in Toyota and also employees get opportunity for personal career growth
  • Customers – Customers get to work with people from diverse backgrounds and feel comfortable in dealing with people of their origin

3.4 Risk and challenges for Key Stakeholders

  • Some issues can be raised by top management employees to cooperate to work with employees of low category (discriminated employees)
  • Suppliers might not feel comfortable interacting with discriminated employees which can affect the business

  1. Principle of Environment

Toyota has taken several initiatives on Environmental safety in the year 2015 under the initiative title “Respect for the Planet”. These include environmental management and protection, contribution to less use of carbon etc.

4.1 Past and Present Business Practices

Toyota considers the issue of global warming as one of its top management problems and has developed several strategies to diminish the effects of greenhouse gas emissions at each stage of their vehicle’s lifecycle that includes design, logistics, production, development, sales and many other business areas. (Contribution to a Low Carbon Society, 2015)

Besides the announcement of initiative named “Respect for the Planet”, Toyota has made several policies and philosophy with the aim of enhancing the global average efficiency of fuel by 25% by the financial year 2015 compared to FY2005. Also, by year 2015, Toyota has launched completely redesigned hybrid models of their vehicles. Apart from these initiatives, Toyota also plans to develop other technologies such as PHVs (Plug-in Hybrid Vehicles), fuel cell vehicles, electric vehicles, thus providing the ease of choosing best eco – friendly vehicle to customers. (Environmental Management, 2015) Though these initiatives have been considered seriously, there is still more need of effort to improve the eco – friendliness of Toyota vehicles, which will be obtained by updating the principle 8 provided by UNGC.

4.2 Recommendation

New technologies must be researched and implemented to further enhance the eco – friendliness of Toyota vehicles and contribute to environment sustainability.

4.3 Advantages for Key Stakeholders

  • Toyota: Contribute to environment sustainability and achieve higher position in market and good brand image and also increase sales of eco – friendly vehicles
  • Employees: Innovative technology and implementation enhance their career growth and high work satisfaction
  • Customers: High customer satisfaction, value for money

  • Risk and challenges for Key Stakeholders

  • Toyota: Implementation of new technology and initial research may require Toyota to make high investments. Testing the vehicles may also result high – cost investment
  • Customers: might feel vehicles are high priced due to implementation of new technology

5. Conclusion

Being one of the pioneers of car manufacturing company in the World, implementing and updating the above mentioned principles (6 and 8) provided by UNGC is very necessary for Toyota to become a more responsible Global Organization and contribute to eco – friendly vehicle manufacturing company and also achieve labour equality at workplace.

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