1. CSR Kieran Nellist Alexey Trush Karthik Kuppuswamy Kalin Pipatanantakurn Panji Sukma Majid Zabihi 1

2. Agenda  Intro  Definition  Key Points and Benefits  Best Practices  Implementing CSR into Wave Riders  Conclusion 2

3. Introduction  Green Vision  Need for CSR?  Sustainable environment 3

4. Definition  "A concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis." European commission web site (2011) 4

5. Our Definition  “An organisation aligning its objects with societal and environmental concerns by incorporating them in its structure and operations.” 5

6. Key points  Assessment of the companies impact on the society in terms of:  Customers  Suppliers  Environment  Communities  Employees  Overall Business  CSR policy  Long term strategy 6

7. Benefits  Improved relationships with the customers  Money saving approach in terms of energy  Business reputation  Employee satisfaction  Competitive advantage  Funding opportunities  Public appreciation Simply CSR Web Site (2011 ) 7

8. Best Practices  “ Responsibility towards society and the environment has always been a strong force at the TVS Group. This is manifested in the form of diverse community partnerships. From schools and hospitals to initiatives for drinking water and electrification, companies contribute actively to the development of the society in which their people live and work.”  Mission Statement : “ To facilitate the process of sustainable development in villages by deploying skills and resources in key areas such as economic development, healthcare, education, creation and maintenance of infrastructure and conservation of environment, with the active involvement of local communities and the government.” 8

9. Best Practises  Corporate commitment and responsibility BMW Group believes that responsibility for the protection of the environment lies with all employees of the company. Managers are asked to implement the environmental guidelines and motivate employees by leading by example in the belief that employees will assume the same spirit and responsibility in their roles.  Responsibility for the environment: BMW Group has made a commitment to reconcile the interests of people and nature, technology and progress with the right of future generations to inherit a healthy environment. This obligation reflects the company's competence as a manufacturer of premium vehicles and as a global employer of a highly skilled workforce. 9

10. CSR vision of Wave Riders “We want to provide our customers with innovative products that are always on the pioneering edge of green technologies in the marine industry” 10

11. Ten CSR Forces FMI journal (2006) 11

12. Strategic objectives 1.Research market potential for a new product 2.Invest in new equipment 3.Invest in new technology. 4.Reorganise production line 5.Reorganize the Leisure sales team 6.Increase marketing spend to £180k 7.Reorganize Finance and HR departments 8.Introduction of the Finance package 12

13. CSR according to BSC Balance Scorecard Perspective 10 Market Forces (Objective) Wave Riders Measure Target: The level of performance or rate of improvement required Strategic objectives Financial “ Green ” consumers Investment on “Green” technology Annual budget for developing “green” products (recyclable, etc.) 2,3 Financial Energy crunch Investment on renewable energy (RE) 30% renewable energy2,3 Financial Changes in retained earnings at end of period Higher proportion of “green product” revenue ROI of RE 1,4,6 13

14. CSR according to BSC Balance Scorecard Perspective 10 Market Forces (Objective) Wave Riders Measure Target: The level of performance or rate of improvement required Strategic objectives Internal Pollution and health Standard injury, lost day and absentee rates and number of work-related incidents, Customers’ safety 0 incidents, no long-term illnesses 2,3,4 Internal Climate change Total greenhouse gas emissions Annual reductions2,3 Internal Government and regulators Number of incidents and fines for not complying with all laws and regulations 0 incidents and fines2,3,4 14

15. CSR according to BSC Balance Scorecard Perspective 10 Market Forces (Objective) Wave Riders Measure Target: The level of performance or rate of improvement required Strategic objectives Learning and Growth Civil society/NGOs Number of complaintsNO complaints1,5,6,7 Learning and Growth Activist shareholders Business units currently operating or planning operations in or around protected or sensitive areas Number of employees trained in environmental management practices 5,7 Customers Erosion of trust/transpa rency Number of Transparent reports on company performance and activities Number of positive corporate publication reviews 1,6,7,8 Customers Globalization backlash Supplier performance related to environmental commitments Optimising the use of recyclable and environmental friendly materials 2,3 15

16. Conclusion  By using the balance score card approach we can see that strategies laid out by Wave Riders can be achieved in a manner that satisfies the requirements of societal and environmental concerns. 16

17. References  Simply CSR Web Site, http://www.simplycsr.co.uk/the-benefits- of-csr.htmlhttp://www.simplycsr.co.uk/the-benefits- of-csr.html  European Commission http://ec.europa.eu/enterprise/policies/sustainable- business/corporate-social-responsibility/index_en.htm http://ec.europa.eu/enterprise/policies/sustainable- business/corporate-social-responsibility/index_en.htm  FMI Journal. (2006). Interview with the Auditor General of Canada. Vol. 17-3, pp. 39-41  TVS web site,http://www.tvsgroup.com/pages/cust_service.htm  BMW web site, http://www.bmw.co.uk/bmwuk/about/corp/economic_impac t/0,,1364_159981200__,00.html 17