The June 2026 version of 5CO01 is based on Artiron Motors, a multinational automotive manufacturer transitioning towards carbon net zero by 2036. Its 12 questions examine organisational structures, eco-friendly customer expectations, tariffs, supply disruption, robotics, cyber risk, Schein’s culture model, organisational change, employee wellbeing and the role of people practice. This guide explains what each assessment criterion is testing, which facts from the case must be used and how the marking descriptors distinguish a low pass from a high pass.

5CO01 Organisational performance and culture in practice

Learner Assessment Brief

Assessment ID / CIPD_5CO01_26_01

Level 5 Associate Diploma in People Management Organisational Learning and Development

• Version 1 – Released June 2026
• Expires June 2027
• Study Centre information only: Last moderation window is September 2027

Centre number:	1		1			9			9
Centre name:	ITonlinelearning
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Unit code:	5CO01
Unit title:	Organisational performance and culture in practice
Assessment ID:	CIPD_5CO01_26_01
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First resubmission date for centre marking – if applicable:
Second resubmission date for centre marking – if applicable:
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This unit assessment examines the connections between organisational structure and the wider world of work in a business context. It highlights the factors and trends, including the digital environment, that impact on business strategy and workforce planning, recognising the influence of culture, employee wellbeing and behaviour in delivering change and organisational performance.

CIPD’s insight

We provide you with this information from our website to connect you with our research and insights on the topic, so you can explore our latest thinking. It is not intended to replace the learning and formative assessment provided by your Study Centre.

Organisational climate and culture (October 2025)

Organisational culture is an important aspect of organisational life and a term that has become a mainstay among business leaders. The work of HR, L&D and OD influences and is influenced by organisational culture because every organisation is made up of human relationships and human interactions.

Despite its dominance, the language of culture is often unclear, difficult to define, and therefore hard to measure. Consequently, real culture change is near-impossible if we can’t actually pin down what we’re looking to change. Rather than culture, focusing on organisational climate – the meaning and behaviour attached to policies, practices and procedures employees experience – is a much more specific, tangible way to positively influence the workplace.

This factsheet explores why organisational culture is a popular but limited construct, and why shifting to organisational climate is much more effective for employers.

Explore our viewpoint on organisational culture in more detail.

https://www.cipd.org/uk/knowledge/factsheets/organisation-culture-change-factsheet/

Wellbeing at work (Sept 2025)

Fostering employee wellbeing is good for people and the organisation. Promoting wellbeing can help prevent stress and create positive working environments where individuals and organisations can thrive. Good health and wellbeing can be a core enabler of employee engagement and organisational performance.

This factsheet focuses on wellbeing in the workplace, explaining why it matters. We outline the domains of our wellbeing model, and look at the role of different stakeholders in cultivating a healthy workplace.

Explore our viewpoint on employee health and wellbeing in more detail, along with actions for government and recommendations for employers.

https://www.cipd.org/uk/knowledge/factsheets/well-being-factsheet/

Relevant podcasts

For more information on this unit’s key issues, listen to CIPD’s podcast, HR People Pod.

Episode 11: Workplace wellbeing                                                                     

Episode 42: Organisational change readiness                                                                                

Preparation for the task You must: not use artificial intelligence to suggest ideas, generate content, or structure, edit or enhance your assessment in any way, and ensure that this is your own independent work; make sure you understand your Study Centre`s instructions on how to complete and submit your assessment; watch the supporting video for this unit: Link to follow; read the CIPD’s word count policy which your Study Centre will provide for you. Remember that your work will be referred if you exceed the word count limit (+10%).

Task

This task requires you to answer 12 questions, each relating to the case study. Your answers should respond accurately to the questions and should be informed by wider reading from key academic texts, articles and relevant publications. References should be included within each of your answers and full details presented in a bibliography at the end of your assessment.

Please ensure that your work is presented clearly and that you use either the question number or the question in full as a heading for each of your answers. Please also ensure that your work complies with the word count requirements stated at the end of the assessment brief.

Case study

Artiron Motors is a multinational automotive manufacturer with more than 50,000 employees, an annual revenue of £25 billion, and a pre-tax profit of £2.1 billion. The company has sites in the UK, five European countries, the US and Canada, selling to major markets in the UK, Europe, the US, Canada and China. Artiron Motors has a strong focus on sustainability, which impacts manufacturing processes, support functions, and the development of new electric vehicles (EVs).

An ambitious goal has just been set to be carbon net zero by 2036. The strategy to support this goal was developed by senior leaders following extensive consultation with employees. This strategy, known as the Evolve strategy, aims to support the organisation to evolve into a more sustainable organisation. Artiron Motors has a complex organisational structure that includes features of a divisional structure for manufacturing and corporate functions such as finance, marketing and people, and features of a matrix structure for projects related to new products. Employees in corporate functions work in open plan offices and can work from home up to two days a week.

The company is facing significant external pressures, including tariffs, protectionism, rising energy costs, supply chain disruptions, advancements in battery technology, and increasing demand for both eco-friendly and safer vehicles. As an internationally known brand, a significant developer and producer of motor vehicles, and a large, profitable employer, Artiron Motors has been the subject of, and continues to face, many attempted cyber-attacks. Understanding the causes of these external pressures and analysing their potential impact is essential for Artiron Motors to achieve its goals.

Manufacturing processes rely heavily on robotics for activities including painting, welding, assembly, quality checking and material handling. Artiron Motors plan to introduce collaborative robots, known as cobots, to work alongside humans. In addition, manufacturing plants will require upgrading for EV production.

The People Team is led by a people director and organised into sub-teams that specialise in resourcing, talent management, reward, employment relations and learning and development. A shared service centre deals with routine queries from managers and employees, many of which are dealt with by an AI assistant known as Arti. Each people specialism has a hierarchical structure that includes a manager, team leader, advisers and assistants.

The employment relations sub-team recently surveyed employees to gain their opinion on their experience of working for Artiron Motors. The responses to the survey show that staff want Artiron Motors to do more to support their wellbeing. In particular, dissatisfaction was shown with:

• personal protective equipment (PPE) by production operatives
• long working hours by support functions
• and pay by all employees.

To be successful, the Evolve strategy requires a talent pipeline. The early careers programme provides part of the talent pipeline and includes apprenticeships (a paid work-based training programme that combines work and study), placement years for students on degree programmes, and two-year contracts for students who have completed degree programmes. The roles are located in a variety of geographical locations and in a range of specialisms such as manufacturing, engineering, product design, project management, data analytics, finance, and people management. New employees on the early careers programme attend a corporate induction, along with other new starters in other roles. During the induction, the company mission and vision statements are communicated and discussed, along with organisational values. Senior staff, who wear the same uniforms as all other staff, explain the importance of quality, innovation, sustainability, and inclusion.

Questions

Q1. Evaluate the advantages and disadvantages of a divisional structure and a matrix structure for Artiron Motors, given the nature and size of the organisation. (AC 1.1)

Q2. Analyse how two customer preferences for eco-friendly products could impact organisational strategy at Artiron Motors. (AC 1.2)

Q3. Analyse the impact of tariffs and supply chain disruption on Artiron Motors. (AC 1.3)

Q4. Assess the impact of robotics and cyberattacks on the car manufacturing industry and how this impacts work at Artiron Motors. (AC 1.4)

Q5. Explain how Schein’s model of organisational culture could help Artiron Motors understand their organisational culture. (AC 2.1)

Q6. Assess how people practices could positively support an innovative and inclusive culture at Artiron Motors. (AC 2.2)

Q7. Referring to at least one model or theory of change management, explain how Artiron Motors can manage its transition towards carbon net zero. (AC 2.3)

Q8. Referring to one model of how change is experienced by employees, discuss how change could be experienced by employees at Artiron Motors during the change to introduce cobots. (AC 2.4)

Q9. Assess two factors that could impact employee wellbeing at Artiron Motors including why it is important that these factors are addressed. (AC 2.5)

Q10. Discuss how different roles in the People Team at Artiron Motors could support employees on early careers programmes through any three stages of the employee lifecycle. (AC 3.1)

Q11. Analyse how people practices could help Artiron Motors achieve their goal to be carbon net zero by 2036. (AC 3.2)

Q12. Discuss how Artiron Motors could consult and engage with employees to improve   wellbeing. (AC 3.3)

Your evidence must consist of: Q1 to Q12 should total approximately 4550 words. The acceptable word count range for this assessment is 4095 (-10%) to 5005 words (+10%). Any assessment that exceeds 5005 words will be automatically referred, in line with the CIPD word count policy. References should be included within each of your answers and full details presented in a reference list or bibliography at the end of your assessment.

Reference list/Bibliography

Answer Checklist

You may find the following checklist helpful to make sure that you have answered all the questions. You don’t have to use it if you don’t want to.

Questions		Answered Y/N
Q1.	Evaluate the advantages and disadvantages of a divisional structure and a matrix structure for Artiron Motors, given the nature and size of the organisation. (AC 1.1)
Q2.	Analyse how two customer preferences for eco-friendly products could impact organisational strategy at Artiron Motors. (AC 1.2)
Q3.	Analyse the impact of tariffs and supply chain disruption on Artiron Motors. (AC 1.3)
Q4	Assess the impact of robotics and cyberattacks on the car manufacturing industry and how this impacts work at Artiron Motors. (AC 1.4)
Q5.	Explain how Schein’s model of organisational culture could help Artiron Motors understand their organisational culture. (AC 2.1)
Q6.	Assess how people practices could positively support an innovative and inclusive culture at Artiron Motors. (AC 2.2)
Q7.	Referring to at least one model or theory of change management, explain how Artiron Motors can manage its transition towards carbon net zero. (AC 2.3)
Q8.	Referring to one model of how change is experienced by employees, discuss how change could be experienced by employees at Artiron Motors during the change to introduce cobots. (AC 2.4)
Q9.	Assess two factors that could impact employee wellbeing at Artiron Motors including why it is important that these factors are addressed. (AC 2.5)
Q10.	Discuss how different roles in the People Team at Artiron Motors could support employees on early careers programmes through any three stages of the employee lifecycle. (AC 3.1)
Q11.	Analyse how people practices could help Artiron Motors achieve their goal to be carbon net zero by 2036. (AC 3.2)
Q12.	Discuss how Artiron Motors could consult and engage with employees to improve wellbeing. (AC 3.3)

Declaration of Authentication

Declaration by learner

I can confirm that: This assessment is entirely my own work and has been completed in accordance with the requirements set by my study centre and the awarding organisation. All sources used within this assessment have been clearly acknowledged and referenced, and that I have not copied from or colluded with any other individual. I have not used AI tools to suggest ideas, generate content, structure, edit or enhance my assessment. I understand the consequences of malpractice and accept that any violation of this agreement may result in disciplinary action.
Learner name:
Learner signature:  (This must be a true signature, so a handwritten signature, or a photo or scan of a handwritten signature, or an e-signature. A typed signature is not acceptable.)
Date of submission* Date of first re-submission (if applicable)* Date of second re-submission (if applicable)* *This should be the date on which you submit your assessment for marking.