2015

RMIT University

Author:

Regina Edith Fabianie Tilaar

3410562

Lecturer:

Sophia Ji

Word Count:

2,970

Wave Master Limited

ii

Executive Summary

This report was written in order to provide significant and sufficient information of

sustainability reporting for Wave Master Limited [WML]. It discussed the stages of

producing a sustainability report. The four stages are why, who, what, and how. In the

first stage, the ethical branch of Stakeholder Theory and the accountability model were

introduced as to answer why WML should provide voluntary disclosure in the form of

sustainability report. The next stage discussed about to whom the information targeted

to. This report also identified WML’s primary and secondary stakeholders.

In the third stage, it discussed about what are the impacts of WML’s current operations.

Lastly, this report recommended GRI as the reporting tool that best fit WML. Following

the guidelines from GRI, this report discussed the General and Specific Standard

Disclosures in relation to WML’s current operations. The indicators of the guideline

were also discussed in this report, providing guidance for WML in how to report the

impacts caused by its operations. Additionally, this report also discussed about the

future implications should WML decided to move the surfboard manufacture to China.

Table of Contents

1. Introduction ..................................................................................................................................................... 1

1.1. Purpose ..................................................................................................................................................... 1

1.2. Scopes ........................................................................................................................................................ 1

1.3. Assumptions ............................................................................................................................................ 1

1.4. Limitations ............................................................................................................................................... 1

2. Discussion ......................................................................................................................................................... 1

2.1. The Stages of Sustainability Reporting ......................................................................................... 1

2.1.1. The Why Stage ............................................................................................................................... 1

2.1.1.1. Stakeholder Theory ................................................................................................................ 2

2.1.1.2. The Ethical Branch of Stakeholder Theory ................................................................... 2

2.1.1.3. The Accountability Model .................................................................................................... 3

2.1.2. The Who Stage ............................................................................................................................... 3

2.1.2.1. Stakeholders Identification ................................................................................................. 4

2.1.2.2. WML’s Stakeholder List ........................................................................................................ 5

2.1.3. The What Stage ............................................................................................................................. 6

2.1.3.1. Stakeholder Engagement ..................................................................................................... 6

2.1.3.2. Identification of the Information ...................................................................................... 6

2.1.4. The How Stage ............................................................................................................................... 7

2.1.4.1. About GRI.................................................................................................................................... 8

2.1.4.2. ‘In accordance’ Option ........................................................................................................... 8

2.1.4.3. General Standard Disclosures ............................................................................................ 8

2.1.4.4. Specific Standard Disclosures ............................................................................................ 8

2.1.4.4.1. Economic ................................................................................................................................ 9

2.1.4.4.2. Environmental ..................................................................................................................... 9

2.1.4.4.3. Social ..................................................................................................................................... 10

2.2. Future Implications ........................................................................................................................... 11

3. Conclusion ...................................................................................................................................................... 12

Reference ................................................................................................................................................................. 13

APPENDIX 1: General Standard Disclosures ............................................................................................. 16

APPENDIX 2: Specific Standard Disclosures.............................................................................................. 16

APPENDIX 3: Economic Dimension .............................................................................................................. 16

APPENDIX 4: Environment Dimension ....................................................................................................... 18

APPENDIX 5: Social Dimension – Labour Practice and Decent Work ............................................. 19

APPENDIX 6: Social Dimension – Human Rights ..................................................................................... 21

APPENDIX 7: Social Dimension – Society ................................................................................................... 21

APPENDIX 8: Social Dimension – Product Responsibility ................................................................... 22

List of Tables

Table 1 – WML’s Stakeholders

Abbreviations

CCA – Climate Change Authority

ENGO – Environmental Non-government Organisation

GRI – Global Reporting Initiative

SR – Sustainability Report

ST – Stakeholder Theory

WML – Wave Master Limited

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1. Introduction

1.1. Purpose

The purpose of the report is to provide significant and sufficient information to

WML concerning producing SR.

1.2. Scopes

The ethical branch of ST.

Surf industry in Australia.

1.3. Assumptions

WML is new to sustainability reporting.

The stakeholders have current expectations in social and environmental

information and this expectation would not change for the time being.

1.4. Limitations

The stakeholders’ expectations change over time due to particular events.

The recommendations made in this report are only applicable to businesses

in surf industry in Australia and are solely based on the ethical branch of ST.

2. Discussion

2.1. The Stages of Sustainability Reporting

2.1.1. The Why Stage

As sustainability reporting is currently a voluntary practice, assessing the

question why an organisation publicly disclose information regarding its social

and environmental performance is a necessary first step. Therefore, it is also

necessary for WML to take this step before building a sustainability report. Thus,

in order to answer the question, this report agrees with the ST, specifically with

the ethical branch of the theory.

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2.1.1.1. Stakeholder Theory

Stakeholder Theory, as a ‘theory of organisations’, acknowledges

relational model of an organisation. That is, it focuses on how an

organisation interacts with particular stakeholders, including addressing

various issues related to consideration of stakeholders’ rights,

stakeholders’ power or the effective management of stakeholders

(Pesqueux & Damak‐Ayadi 2005).

The term stakeholder was first introduced in 1963 and was

meant to generalise the notion of stockholder, which refers to the only

group that organisations should be responsive to; the group without

whose support the organisation will cease to exist (Freeman et al. 2010).

Therefore, stakeholders are defined as any identifiable group or

individual who can affect or be affected by the achievement of an

organisation’s objectives (Deegan 2014b, p. 372). This definition is closely

related to the ethical branch of ST.

2.1.1.2. The Ethical Branch of Stakeholder Theory

The ethical branch of ST carries a moral perspective. As a

normative perspective, this branch prescribes that all stakeholders have

equal rights that must not be violated and they should be treated fairly by

an organisation. Therefore, issues regarding stakeholder power are not

relevant. Moreover, Hasnas (1998), states that this branch implies that

business has social responsibilities, which means that the organisation

has fiduciary relationship with its stakeholders thus management should

manage the business for the benefit of all stakeholders. As a result, the

organisation is deemed as a vehicle that coordinates stakeholders’

interests and the management should attain an optimal balance when

conflicts arise between the interests (cited in Deegan 2014b, p. 373).

Following the implication regarding the equal rights of

stakeholders, this perspective also implies that all stakeholders have the

right to be provided with information about the effects of the

organisation’s everyday activities on them, regardless whether they do

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not have direct impact on the survival of the organisation. In return,

stakeholders might be able to influence an organisation to account for

decisions impacting their lives (O'Dwyer 2005). Additionally, ethical

reasoning of corporate social responsibility portrays business

organisations “as being moral, and doing what is right, just and fair”

(Jamali 2008, p. 215), therefore it is expected that business organisations

to respect people, avoid social harm and preventing social injury. Thus,

the answer to why WML provides SR is because it embraces ethical

reasoning. That is, WML is motivated by the desire to minimise the

negative or maximise the positive impact of its operations on social and

environmental.

2.1.1.3. The Accountability Model

In support with the ethical branch, the accountability of business

must also be concerned when deliberating what motivates managers to

provide voluntary reporting. The accountability model was developed by

Gray, Owen and Adams in 1996 (cited in Deegan 2014b, p. 374). The

model indicates that an organisation has the duty to provide an account

or reckoning of its actions for which it is held responsible. The duties are:

[1] to be responsible of certain action, or refrain from taking actions and

[2] to be responsible to provide an account to the undertaken actions.

Hence, corporate report is considered to be responsibility-driven, to the

extent of informing the society about which actions for which an

organisation is deemed to be responsible have been fulfilled. Thus, WML

is accountable for its actions and therefore extending the responsibility

beyond the traditional role of providing a financial account is significant

in accordance to the accountability model (Deegan 2014a).

2.1.2. The Who Stage

Having considered why an organisation provides SR, the next step is to

identify who the stakeholders are and to determine to whom the report will be

targeted to. Determining this step is directly related to the why issues. Therefore,

identifying the stakeholders will be based on the ethical branch of ST.

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2.1.2.1. Stakeholders Identification

Following the ethical branch, a wider range of stakeholders will be

considered. Thus, the organisations providing sustainability report

motivated by ethical reason should take account of the views and needs of

all stakeholders, whom might affect or be affected by their operations. For

example, an organisation should consider every person and entity,

including all elements of nature, from current and future generations who

are affected by the negative or positive impact of its operation as

stakeholders. Therefore, the organisation will prioritise the stakeholders’

needs based on the extent of the impacts of the organisation’s operations

on any stakeholder’s life (Deegan 2014a).

In accordance with the definition of stakeholder, stakeholders are

identified as shareholders, employees, customers, suppliers, lenders, and

society (Freeman et al. 2010). Using this approach, Clarkson (1995)

specifically classifies stakeholders into two: primary and secondary

stakeholders (cited in Deegan 2014b, p. 374).

According to Clarkson (1995), primary stakeholders are the

groups without whose continuing participation the corporation cannot

survive as going concern. These groups have direct interest in an

organisation as they are directly benefited from or affected by the

organisation’s activities. Therefore, the organisation must primarily

consider these groups because there is highly interdependence between

the two parties. Primary stakeholders are typically included of employees,

customers, suppliers, and public stakeholder group such as the

governments and communities, regulators, and business partners

(McManus & Webley 2013).

On the other hand, secondary stakeholders are the groups who are

not engaged in day-to-day activity of the organisation but can influence or

affect, or are influenced or affected by the organisation’s activities. These

groups are deemed to be not essential for the organisation’s survival, yet

they can cause a significant damage to the organisation, thus inducing

firms to respond to their requests (Eesley & Lenox 2006). Secondary

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stakeholder are comprised of the media and special interest groups

(Clarkson 1995).

Additionally, Lépineux (2005) suggests that civil society, in the

level of nationwide, should be as well included in the stakeholder list and

be on top of the list. He argues that civil society is a fundamental

stakeholder, albeit the argument that its concerns or demands are of a

more general nature. Moreover, Jacobs (1997) proposes the environment

as stakeholder. In the level of business, he argues that it is reasonably

logical to treat the environment as stakeholder because the environment

– including the future generations – is affected by the organisation’s

decision, and therefore its protection should become a responsibility of

the organisation. The interest of environment and future generations

could be represented by specific individuals or groups within the present

generation such as ENGOs.

2.1.2.2. WML’s Stakeholder List

Based on the aforementioned discussion of stakeholder

identification, WML’s stakeholders are identified as follow:

These stakeholders are identified based on WML’s current

business activities. In align with the ethical reasoning these stakeholders

have equal rights for the information.

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2.1.3. The What Stage

2.1.3.1. Stakeholder Engagement

Stakeholder engagement can be fulfilled through dialogue between

the company and the stakeholders. The dialogue itself must be a two-way,

consciousness-raising process of mutual disclosure between the two

parties (Edgley, Jones & Solomon 2010). Additionally, the dialogue must

translate into a change of corporate behaviour (Thomson & Bebbington

2005). Stakeholder engagement enables the organisation to figure out the

reasonable expectations of its stakeholders. However, in order to be able

to engage, the stakeholders will need information about the effects the

organisation’s activities have, or are likely to have, on them. Hence, WML

must firstly provide the information of its current operations in order to

engage with its stakeholders.

2.1.3.2. Identification of the Information

Again, in line with the ethical reasoning and accountability, the

information provided should regard the account of positive and/or

negative impacts the organisation has on its stakeholders. The

implications of WML’s current business activities are discussed as follow.

First, the major business activity of WML is surfboards

manufacturing. The sustainability issue in this activity relies on the

process of the construction. A construction of general surfboard

contributes to releasing greenhouse-gas, which weakens the ozone

layer, releasing fibreglass dust that cause fatal respiratory illness to

the workers, and the use of resin causes drowsiness, liver damage

and dizziness (Power 2010).

Second, WML currently outsources wetsuits from a supplier in

Bangladesh who employs mostly women. The garment industry is

primarily the largest contributor in Bangladesh’s economic,

resulted in decreasing poverty from 80% to less than 30% in 2013

(Bain & Avins 2015). However, this industry has a long history of

health and safety tragedies for the workers, resulted in the

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Tazreen Fashions fire in 2012 and the collapse of the Rana Plaza

factory in 2013 (ACCORD 2015). The woman workers dominate

the industry, which contribute $24 billion a year to the industry,

yet are still viewed as cheap labour and receive the lowest

minimum wage in the world (Connell 2015). These workers work

under informal job contract due to the lack of education and are

easily getting laid off without any compensation (Absar 2002). On

top of it, the long hours working under improper condition of

workplace affects the health of the women workers. There are also

threats of sexual harassment at workplace (Begum et al. 2010).

Additionally, the wetsuits produced are not eco-friendly made and

the ways of creating neoprene are major contributor to

environment pollution as it uses extreme heating of chemical

substances and mining limestone from mountains (Power 2010).

Third, the issue of transportation fleet. According to the Climate

Change Authority of Australian Government, 16% of Australia’s

greenhouse-gas emission is contributed by the domestic transport

sector (CCA Undated). As WML currently uses domestic and

international transport fleet in shipping and distribution, this

directly implicates the environmental issues.

In essence, these are the social and environmental implications on

WML’s stakeholders that must be taken into account on what to report.

2.1.4. The How Stage

After identifying the implications, it is now possible to determine how to report

the implications in a sustainability reporting. There are two ways of sustainability

reporting, which is <IR> and GRI. This report, however, recommends GRI as the

guideline for WML in building sustainability report. The reason being is, GRI

enables organisations to consider their positive and/or negative impacts of

sustainability issues in wider range (GRI Undated). Therefore, aligned with the

ethical reasoning, GRI enables WML to measure its performance in social and

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environmental issues. This would then lead WML to decision making regarding

increasing its positive impact and reducing its negative impact on its stakeholders.

2.1.4.1. About GRI

GRI is an international independent organisation that pioneered GRI

Sustainability Reporting Guidelines, which is purposed to offer Reporting

Principles, Standard Disclosures and Implementation Guide in SR (GRI 2013). In

2013, GRI developed G4 as the latest guidelines. G4 is designed to be applicable

to all organisations universally from any sector and is easier to use. Therefore, it

enables WML to follow the guidelines.

2.1.4.2. ‘In accordance’ Option

G4 offers Core and Comprehensive option for organisations to determine

their ‘in accordance’ with the Guidelines (GRI 2013). As WML is considered new

to sustainability reporting, the Core comprehensive is seemingly sufficient to

guide WML in building its SR. Moreover, the standard disclosures based on this

option could provide sufficient information for WML’s stakeholder, which can

lead to meeting the stakeholders’ expectation.

2.1.4.3. General Standard Disclosures

In accordance with the Core option, the General Standard Disclosures1

requires WML to report the materiality of aspects that covers its significant

impact on economic, environmental and social to its (GRI 2013). This includes

reporting how WML respond to its stakeholders’ reasonable expectations and

interests. In relation to ethics and integrity, WML must present its values,

principles, standards and norms in terms of business sustainability.

2.1.4.4. Specific Standard Disclosures

The Specific Standard Disclosures2 is divided into three categories, which

are Economic, Environment and Social. The guidelines provide specific

1 See APPENDIX 1.

2 See APPENDIX 2.

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indicators3 for each category that enables WML to measure its performance in

sustainability based on its current operations.

2.1.4.4.1. Economic

The economic category emphasises the sustainability concerns of

WML’s impacts on the economic conditions of its stakeholders and on

economic system at local, national, and global levels (GRI 2013).

Reporting based on this category includes WML’s current operation in

manufacturing surfboards locally. It clearly contributes to the economic

benefit to its local employees, and the community in large as it provides

jobs.

Facing a heighten competition from imported goods in surf

industry, WML brings a positive impact, in relation to procurement

practices, on the local businesses as it has the raw materials for surfboard

supplied from local suppliers in Australia. Relating to WML’s activity in

outsourcing wetsuits from Bangladesh, the significant indirect impact of

this operation is that it provides jobs for the workers and increases the

country’s economic development.

2.1.4.4.2. Environmental

The environmental category concerns the impact on living and

non-living natural systems, including land, water, air, and ecosystem of

the organisations’ operations. This includes the reporting on the inputs

and outputs, as well as biodiversity, transport, environmental compliance

expenditures (GRI 2013).

In general, the surf industry contributes to numerous

environmental issues. This industry leaves pollution footprints with each

step of manufacturing process, the distribution, to the usage of the

products by the end users. Therefore, reporting on the environmental

performance for organisations that operate in this industry is quite

3 Detailed discussion of the indicators is provided in APPENDIX 3-8.

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relevant. For WML, this reporting could lead to meeting the information

needs of the stakeholders, specifically for the ENGOs.

WML currently manufactures two types of surfboard; bamboo-

made and recycled water bottles. Therefore, in relation to material usage,

WML can measure the percentage of recycled input materials used in

comparison to the bamboo usage. The extent impact on biodiversity

based on the materials usage, specifically bamboo material, must also be

reported. WML is also required to report on the energy consumption of its

operations.

Moreover, as process of producing and distributing surfboards,

and importing the wetsuits from Bangladesh contribute to greenhouse-

gases and landfills, WML is required to report its emissions of ozone-

depleting substances. Lastly, WML’s supply chain includes suppliers of

surfboards materials, who contribute to positive and negative

environmental impacts. Therefore, these suppliers are subject to be listed

on the report.

2.1.4.4.3. Social

This category is concerned about the impacts on the social systems

within the organisation’s operations, which including Labour Practices

and Decent Work, Human Rights, Society, and Product Responsibility

aspects (GRI 2013). In general, the surf industry contributes to several

social issues. For example, the production of surfboards impacts the

health and safety of the workers. Thus, WML must provide the

information regarding the OHS for its employees, including reporting that

there are 200 employees working in the surfboard factory who have high

risk of specific disease.

The information should also include listing the suppliers subject to

labour assessment. It being, the wetsuit supply company in Bangladesh

who employs 95% woman worker out of the total number of employees

as well as the OHS of these workers as discussed in the previous stage.

Reporting this information would enable WML to consider what the

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stakeholders’ expectations of WML regarding this labour practice issue in

supply chain. Thus, actions are keen to be taken in order to be

accountable of its operations.

2.2. Future Implications

WML is currently considering moving the surfboard manufacture to China and

using moso bamboo material from local supplier in China. Clearly, moving the

production to China will reduce the cost of production as labour and material costs

are lower. It could bring competitive advantage to WML in terms of product pricing,

as the industry that WML operates in, Toy and Sporting Good Manufacturing in

Australia, is facing a heighten competition from imported goods that are cheaper

(IBISWorld 2015).

However, this decision has social and environmental implications. Moving the

production overseas will cost the 200 local workers in the surfboard factory their

job therefore social factors must be taken into account. Further social implication is

the safety of the customers. Producing surfboards required high skilled workers.

Therefore, despite the lower labour cost, the Chinese workers may not have the skill

to produce safe and good quality surfboards.

Moreover, the use of plantation in Wuyi Mountain has severe environmental

implications such as large-scale forest conversion, loss of critical and endangered

habitat, soil erosion, soil and water pollution, and climate change (WWF Undated).

The shipping would also increase WML’s carbon footprint. Consequently, should

WML decided to move the surfboard manufacture to China, there has to be

adjustment on its SR accordingly to this activity.

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3. Conclusion

As a business organisation, WML is responsible for the accountability of its actions.

Therefore, WML’s voluntary practice such as sustainability reporting is aligned with the

ethical reasoning and accountability. That is, to minimise the negative impact and

maximise the positive impact of its operation on its stakeholders; primary and

secondary. The voluntary disclosure will enable WML to address its economic,

environmental and social impacts and then report it. GRI, as one of the reporting tools,

provides guidelines in sustainability reporting. The indicators applied will enable WML

to measure its performance in sustainability. Most importantly, it enables WML to make

decision that best served its stakeholders’ expectations.

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Reference

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APPENDICES

APPENDIX 1: General Standard Disclosures

APPENDIX 2: Specific Standard Disclosures

APPENDIX 3: Economic Dimension

Indicator Discussion

Economic Performance

G4-EC1 This indicator includes reporting the direct economic value

generated from WML’s revenues, which are distributed into

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operating cost, employee wages and benefits, payments to

providers of capital and government, and community

investment. WML’s surfboards manufacture contributes to

the economic condition as it provides jobs for local workers.

Market Presence

G4-EC5 This indicator allows WML to report on the proportion of the

employees are compensated based on minimum wage rules,

both at entry level and by gender. Reporting based on this

indicator, WML is also required to report about its wetsuits

outsourcing activity from Bangladesh, which includes women

workers and its minimum wage issue.

Indirect Economic Impacts

G4-EC8 WML’s wetsuits outsourcing activity delivers significant

positive indirect impact as it provide jobs for the workers in

Bangladesh. They, too, are considered as WML’s stakeholder

according to the ethical branch, although they may be

indirectly impacted by WML’s operation.

Procurement Practices

G4-EC9 This indicator will allow WML to measure the percentage of

the procurement budget spent on local suppliers. It must also

define its geographical definition of ‘local’ and its definition

used for ‘significant local of operation’.

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APPENDIX 4: Environment Dimension

Indicator Discussion

Materials

G4-EN2 This indicator requires WML to report on the percentage of

recycled input materials that are used to manufacture the

surfboards.

Energy

G4-EN3 The reporting includes total energy consumption in joules or

multiples in the surfboard factory and the office.

Water

G4-EN8 WML must report on the total volume of water withdrawn

from surface/ground water and the use of recycled water.

Biodiversity

G4-EN12 The reporting includes the significant direct and indirect

impacts of WML’s activities on biodiversity from the use of

manufacturing plants and the products.

Emissions

G4-EN15 According to this indicator, WML is required to calculate its

direct emission and report it in metric tons. By reporting its

direct emission, WML would be able to consider its indirect

emission, as well as making a decision that can reduce its

emissions.

Effluent and Waste

G4-EN23 Reporting on its total waste would enable WML to generate a

waste management plan, which would lead to reducing the

number and volume of its waste.

Products and Services

G4-EN27 This indicator will allow WML to consider the impacts of its

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products on environment and whether the impacts have

been mitigated. Thus, it will create an opportunity for WML

to do research in environmental-friendly products,

specifically for wetsuit.

Compliance

G4-EN29 This indicator requires WML to report any significant fines

and sanctions for non-compliance with environmental

regulations.

Transport

G4-EN30 This indicator will allow WML to consider its significant

impact of transporting its products. For example, the impact

of transporting wetsuits from Bangladesh.

Overall

G4-EN31 WML is required to report the total number of environment

protection expenditures and investment, if any. This would

enable WML to eventually consider about environment

protection from the impacts caused by it operations as well

as the surf industry activity in general.

Supplier Environmental Assessment

G4-EN33 Assessing this report, WML must report the list of its

suppliers subject to environmental assessment. Therefore, it

will enable WML to generate sustainable supply chain.

APPENDIX 5: Social Dimension – Labour Practice and Decent Work

Indicator Discussion

Employment

G4-LA2 This indicator require WML to report on the benefits its

employees receive, such as life insurance, health care,

disability and invalidity coverage, parental leave, retirement

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provision, stock ownership, and any other employment

benefit.

Labour/Management Relations

G4-LA7 Reporting this indicator will enable WML to list the workers

involved in occupational activities, who have high risk of

specific disease. This includes reporting on the factory

workers that are prone to fatal disease.

Training and Education

G4-LA10 This indicator will able to provide the information regarding

employment training program. This will help WML to

generate training program for its employees.

Diversity and Equal Opportunity

G4-LA12 The reporting includes reporting the percentage of

employees by gender, age categories, minority groups and

other indicators of diversity.

Equal Remuneration for Women and Men

G4-LA13 WML must report the ratio of the basic salary and

remuneration based on gender.

Supplier Assessment for Labour Practice

G4-LA15 This indicator enables WML to list all its suppliers subject to

labour practice. Specifically, it will enable WML to assess its

wetsuit supplier in Bangladesh for labour practice in

employing women.

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APPENDIX 6: Social Dimension – Human Rights

Indicator Discussion

Non-discrimination

G4-HR1 This indicator requires WML to report the total number

discrimination incidents during the reporting period. This

will enable WML to take action to prevent discrimination

within the organisation.

Child Labour

G4-HR5 The reporting enables WML to assess its operations,

including suppliers that have high risk of child labour

incident and what action needs to be taken in order to

prevent the incident.

Indigeneous Rights

G4-HR8 This indicator measures WML total number of incidents of

violations in human rights regarding indigeneous people and

what actions should be taken.

APPENDIX 7: Social Dimension – Society

Indicator Discussion

Local Communities

G4-SO2 This indicator enables to report the actual and potential

negative impacts of its operation on the local communities.

For example, the actual and negative impacts of it factory

location.

Compliance

G4-SO8 WML must report the total monetary value of significant

fines as a result of non-compliance with laws and regulations,

if any.

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Suppliers Assessment for Impacts on Society

G4-SO9 This indicator will enable WML to generate a screening on its

suppliers using criteria for impacts on society, which will also

enable WML to generate a sustainable supply chain.

APPENDIX 8: Social Dimension – Product Responsibility

Indicator Discussion

Customer Health and Safety

G4-PR1 In surf industry, the health and safety of the surfers are prone

to be high risk. Therefore, it is significant for the

organisations to assess the improvement of their products

regarding health and safety of the surfers as customer. Hence,

WML must provide the information regarding its intention to

improve its products using this indicator. Moreover, this

indicator will enable bring an opportunity for WML to

generate research and produce surfboards and wetsuits that

are safe for the customers.

Compliance

G4-PR9 WML must report the total monetary value of significant

fines as a result of non-compliance concerning the provision

and use of products and services, if any.