2018 CSR Report - Rosy Blue
2018CSR Report
G 4 - 1 ,G 4 - 3Our 10th CSR report: more than adecade of organized sustainability.Rosy Blue has been focusing on the issues the SDG’s addressfor some time before the United Nations launched the agenda.During the past decade, our companyhas made good progress on its journeytowards establishing more robustand long-term foundations for oursustainability activities.And we have come a long way. Social andenvironmental matters, we are exceedingsince many years with the highestpossible standards. Some business andproduct related challenges have crossedour path, like synthetic contamination, traceability, Know YourSupplier requirements. But we managed to control one by oneof these challenges in the course of time.Still more is left to do.Looking at 2030 it is clear that only progress is not sufficient.To achieve transformational sustainability, everyone in theindustry needs to look beyond their own operations, beyondtheir own supply chain and beyond business-as-usual.Ravi BhansaliM A N A G I N GR O S YB L U ED I R E C T O RN VRussell MehtaM A N A G I N GI N D I AP V T .D I R E C T O RR O S YB L U EWe are hoping, once more, to pull our colleagues andcompetitors along in this adventure.L T D .To achieve transformationalsustainability, everyone in theindustry needs to look beyondbusiness-as-usual.I NT RO3
G 4 - 4 ,ContentROSY BLUE’S POSITIONIn the diamond supply chainOUR GLOBAL PRESENCE:Activities & peopleG 4 - 8 ,G 4 - 9 ,G 4 - 1 2Rosy Blue’sposition in thediamond supplychainSUSTAINABILITY APPROACH:SDG mattersGovernance & complianceRosy Blue began trading as B Arunkumar more than 50 yearsago and continues to be a leading, trusted and successful playerin the global diamond industry. Today Rosy Blue is a big brand,composed of 2 companies that are active in the same activitiesand share the same name. Each of these companies is composedof several entities that operate in 11 countries around the world.Responsible supply chainDecent workEnvironmental actionCommunity support &partnerships4CONTENTROSY BLU E’ S POSIT ION I N T HE DI A MON D SU PPLY CH A I N5
G 4 - 4 ,G 4 - 8 ,G 4 - 9 ,G 4 - 1 2Rosy Blue’s position in the diamondsupply chain.TurnoverRosy Blue NIMINING COMPANIESMININGROUGH SOURCINGAND TRADEROUGH DIAMONDSOURCINGpurchasessalesROUGH RACTORSRB FACTORIESPOLISHED TRADEPOLISHEDDEPARTMENTpurchasessalesreturns fromcustomersPOLISHEDWHOLESALEMARKETRosy Blue IG 4 - D M ARough sourcing &tradeOur relationship with theworld’s premier diamond miningcompanies, including the DeBeers Global Sightholder Sales(DBGSS), Alrosa and DominionDiamond Corporation, enablesus to assure our client a regularsupply of rough diamonds wellinto the future. We participatein all major tenders and auctions.Our globally spread sourcing teamalso buys from all rough tradingcenters and across a full range ofgoods, but only from known andtrusted suppliers. We are extremelycareful with every rough diamondthat we buy, conflict-free andhuman rights abuse- free source.Depending on our own needsin polished stones, we trade therough that will not be sent formanufacturing.G 4 - 1 1 ,JEWELLERYMANUFACTURINGL A 1 5 ,JEWELLERYMANUFACTURINGAND SALES6RB RETAILROSY BLU E’ S POSIT ION I N T HE DI A MON D SU PPLY CH A I NG 4 - L A 1 4 , G 4 -Our corebusiness: diamondmanufacturingJEWELLERY SALESRETAILG 4 - D M A ,G 4 - S O 9 , S 4 - H R 1 0RETAIL MARKETOur manufacturing centrescombine the traditions of diamondcraftsmanship with the mostadvanced polishing technologyand highest technical standards.We manage our production withan advanced series of internalcontrol mechanisms to drivequality and maintain the integrityof the pipeline. Because of thelarge proportion of in-housemanufacturing, we can guaranteetransparent and respectablepractices. Our production rangesfrom rounds (from 0.005pts to10cts ) to calibrated princessdiamonds (from 0.03pts to 10cts )as well as a wide variety of fancyshapes.G 4 - P R 3 ,G 4 - P R 4 ,G 4 - P R 6Polished tradeBy combining our ownmanufactured diamonds withpolished stones sourced fromthe open market, we ensure aconsistent depth of inventory.Our clients for polished stonesare a diverse group, ranging fromthe world’s most prestigiousinternational brands to large chainretailers catering to every pricepoint, as well as small, specialityjewellers.We have teams of key accountmanagers across the world buyingand selling specific weights andqualities of polished stones. Thesespecialists are in continuous, opencommunication with our roughdiamond procurement operations,to quickly pass on details of acustomer’s requirements. Thisis how we tailor our roughprocurement as tightly as possibleto the real-time demands of ourcustomers, creating a responsiveand client-centred pipeline.ROSY BLU E’ S POSIT ION I N T HE DI A MON D SU PPLY CH A I N7
Jewellerymanufacturing andsalesIntergold is the jewellerymanufacturing arm of RosyBlue India. Our marketing anddistribution network spreadsacross the globe, with specialexpertise in the United States,Europe, Japan and Asia Pacific.Each zone is backed by a localservice desk.8Our retail brandORRA in IndiaG 4 - 3 ,G 4 - 6 ,G 4 - 9 ,G 4 - 1 0 , G 3 4 - G ,G 4 - H R 2 ,G 4 - L A 9ORRA is one of India’s finestjewellery retail chains, havingspread its glow with 33 storesacross 21 cities.Over the years, the brand hasbeen able to create a niche fordiamond and platinum jewelleryin a market that was otherwisebeen dominated by a strongpreference for gold. Innovationwas the celebrated ORRA CrownStar, a 73 facet solitaire v/s theregular 57 facets. These facets arealigned in perfect proportion toprovide maximum brilliance. Theaccuracy with which the diamondis cut gives it an unmatchedbrilliance.ROSY BLU E’ S POSIT ION I N T HE DI A MON D SU PPLY CH A I NOUR GLOBAL PRESENCE:Activities &PeopleOU R GLOBA L PR E SENCE: ACT I V IT I E S & PEOPL E9
G 4 - 1 8 ,G 4 - 1 9 ,G 4 - 2 7Our global presence:activities & peopleBelgium LuxembourgUSAHong ng plants149.765IndiaThailandIsraelcarats polished diamonds producedPeople by countryWorkforce evolutionActivities by country39 34Total 2018 05352060682411748374Hong 3767Thailand2557RoughdiamondtradingRosy Blue IndiaRosy Blue companyAdministrationBelgium237252432477255710 881171ChinaHong KongIndiaIsraelJapan393White Collar61Blue Collar10156 y Blue IndiaRosy Blue Non-India10OU R GLOBA L PR E SENCE: ACT I V IT I E S & PEOPL EOU R GLOBA L PR E SENCE: ACT I V IT I E S & PEOPL E11
SustainabilityApproachSDG Impact Mapping 2018Our self-assessment of SDG impacts led to the conclusion that we can bring a meaningful contribution to almost all(14 out of 17) SDG’s. The matrix below shows our company’s perception (inside-out) where we believe our impact ispositive, where there is still room for improvement, and in which proportion.Rosy Blue’s contribution to the SDGs (2018 internal impact assessment)-15-10-5051015End poverty in all its forms everywhereRosy Blue has engaged in a sustainability journey since many years. In 2016we started including the Sustainable Development Goals in our strategy.First we used the SDG’s as a framework for defining materiality, but now weare moving towards a more transformational approach.Every year we assess the impacts we have or can have in every goal, in ourown operations or in our sphere of influence. This tight cross-analysisamounts to identify touch points between our company and the 17 SDGs.The methodology we used for this evaluation was a self-assessment. Thecompliance team together with top management of the company wentthrough an extensive questionnaire with different sub goals per SDG. Weranked the (sub)goals where we believe to be doing above average as positive.Where we could be performing better, we ranked as negative.After this exercise we decided to see for every goal, in which stage of thediamond supply chain we can influence most the solutions sought. Wefound that in our own operations, in our manufacturing activity, we canalready make a positive difference. However, still, opportunities are to beexplored. And especially in the mining activity we acknowledge there areopportunities where we can have an influence.End hunger, achieve food security and improvednutrition and promote sustainable agricultureEnsure healthy lives and promote well-being for all atall agesEnsure inclusive and equitable quality education andpromote lifelong learning opportunities for allAchieve gender equality and empower all women andgirlsEnsure availability and sustainable management of waterand sanitation for allEnsure access to affordable, reliable, sustainable andmodern energy for allPromote sustained, inclusive and sustainable economicgrowth, full and productive employment and decentwork for allBuild resilient infrastructure, promote inclusive andsustainable industrialization and foster innovationReduce inequality within and among countriesMake cities and human settlements inclusive, safe,resilient and sustainableEnsure sustainable consumption and productionpatternsTake urgent action to combat climate change and itsimpactsConserve and sustainably use the oceans, seas and marineresources for sustainable developmentProtect, restore and promote sustainable use of terrestrialecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and haltbiodiversity lossPromote peaceful and inclusive societies for sustainabledevelopment, provide access to justice for all and buildeffective, accountable and inclusive institutions at alllevelsStrengthen the means of implementation and revitalizethe global partnership for sustainable development12SUSTA I NA BI L IT Y A PPROACHSUSTA I NA BI L IT Y A PPROACH13
Each positive contribution or challenge to specific SDGs has been allocated along our value chain. The matrix is nowshown per activity.Rosy Blue’s value chain’s contribution to the SDGs (2018 internal impact assessment)-20-15-10-50MINING5101520SDG Matters 2018From a corporate credibility perspective, it is important to employ metrics that are seen as reliable indicators forlasting, sustainable results – especially in the context of the SDGs, since these goals emphasize actual transformational change. If we would only measure and report inputs, activity progress and outputs (e.g., number of trees planted,boreholes dug, solar lamps distributed), they are not doing justice to the impacts of their efforts. Also, emphasizingoutcomes and impacts can provide insights that may lead to changing not only assessment criteria, but alsoinvestment decisions. Using outcomes and impacts as the main measure of success will help ensure that corporateefforts are working toward creating meaningful change needed.Some examples of specific SDG projects in 2018-2019ROUGH SOURCINGAND TRADESecuring our supply chainCarbon reduction & energyefficiencyWe are working to implement a customerDIAMONDMANUFACTURINGPOLISHED TRADEprotection center of excellence in order toRosy Blue has conducted energy auditssecure our supply chain for 100% to ourwith our environmental partner, thecustomers. Even our goods coming fromCarbon Trust at manufacturing sitesinternal manufacturing, where the riskin India and China. Our objective isfor synthetic contamination is very lowcarbon reduction and energy efficiency.to non-existent, will be tested 100% whenEnergy audits are fundamental in ordercoming into our office. We are creating anto encourage the business to deliverincoming quality control, to make sure ourreductions. Energy Management trainingpolished inventory is guaranteed natural.was rolled out to other sites across theGroup. More details are given in thechapter on environment.JEWELLERYMANUFACTURINGAND SALESRETAILIndustry traceability projectSocial certification of ourfactoriesRosy Blue contributed to De Beers’TRACR project. Tracr is blockchainOur factory in Thailand finished theirplatform to track a diamond’s journeySA8000 certification. Our factory indigitally from mine to retail.China was assessed by SAI to review thecurrent social performance and to assessWhen fully operational, Tracr will providegaps and challenges. More details are givenconsumers with confidence that registeredin the chapter on decent work.diamonds are natural and conflict-free,OVERALLimprove visibility and trust within theThe SA8000 Standard is one of the world’sindustry, and enhance efficiencies acrossfirst auditable social certification standardsthe diamond value chain.for decent workplaces, across all industrialsectors. It is based on the UN Declarationof Human Rights, conventions of the ILO,UN and national law, and spans industryand corporate codes to create a commonRead more at: ent-goals.html14SUSTA I NA BI L IT Y A PPROACHlanguage to measure social performance.SUSTA I NA BI L IT Y A PPROACH15
G 4 - 1 8 ,G 4 - 1 9 ,G 4 - 2 0 ,G 4 - 2 1 ,G 4 - 2 4 ,G 4 - 2 5 ,G 4 - 2 6Stakeholder ConsultationStakeholder MappingWe map our stakeholders to be able to consult them about their key concerns and expectations. Informally throughthe networks that we attend or participate in and annually through a formal stakeholder consultation. With ourstakeholders we refer to anyone that’s affected by us or affects us in any possible way.16SUSTA I NA BI L IT Y A PPROACHSUSTA I NA BI L IT Y A PPROACH17
Stakeholders’ perception - Relevance score given during 2019 Stakeholder ConsultationMethodology19,4%20172018For this report we surveyed a selection of 108 stakeholders, with an important influence on Rosy Blue’s businessduring the reporting period. The survey was conducted in March 2019 and covered a total of 52 internal(management, employees) and 56 external stakeholders.23,6%19,4%201720180%52,8%2017We surveyed them through the Goodcrowd tool, provided by the Antwerp Management School to review our SDGmapping and impact assessment and to prioritize the main SDG’s they believe we could be impacting in our business.77,8%201844,4%201769,4%2018Results of the Consultation2017According to our stakeholders Rosy Blue should definitely NOT focus on all SDG’s, but only on a number of SDG’son which it has a reasonable impact.201736,1%66%201860% of our stakeholders believe our general efforts and performance with regards to the SDG’s is much bettercompared to other companies in the sector, 35% believe it to be somewhat better and 5% believes it is comparable tothe efforts of other companies in the ,8%201816,7%201736,7%201827,8%201761,8%2018Be a pioneer in these changing industry 17A secured and known supply chain isthe future for diamond %2017Ensuring sustainable growth of businessin the diamond polishing sector42%20182017201822,2%61,2%We noticed our stakeholders’ knowledge and awareness of the SDG’s is increasing. Also priorities areevolving. We are publishing this year’s results next to last year’s to show this evolution. We are also seeinggaps between the results from our self-assesment (what Rosy Blue management believes to be focusing on)and this broader consulation. The maturity matrix will show a combined result, considering both inputs.18SUSTA I NA BI L IT Y A PPROACHSUSTA I NA BI L IT Y A PPROACH19
Maturity MatrixWe asked our stakeholders to give a score for our material topics, on how important they believe each topic to be forRosy Blue (importance) and how advanced they perceive us on each topic (maturity). This is then compared with ourown evaluation resulted in this maturity matrix.PerformanceLABOUR STANDARDS & DECENT WORKINTEGRITY & AUTHENTICITYSUSTAINABLE LUXURYEthical sourcingSupply chain transparency andtraceabilitySUPPLY CHAIN TRANSPARENCY & TRACEABILITYIntegrity and authenticityETHICAL SOURCINGCommunity engagement &partnershipsCRAFTMANSHIP & EDUCATIONCraftmanship & educationCOMMUNITY ENGAGEMENT & PARTNERSHIPSLabour standards & decentworkGOVERNANCE & COMPLIANCEENVIRONMENTAL FOOTPRINT & NATURAL RESOURCESEnvironmental footprintNatural resourcesGovernance & ComplianceImportanceSustainable luxury20SUSTA I NA BI L IT Y A PPROACHSUSTA I NA BI L IT Y A PPROACH21
G 4 - 3 4 ,G 4 - 3 5 ,G 4 - 5 6 ,G 4 - 1 4Corporate Governance as risk mitigationGovernance &complianceWe recognize the importance of good governance to prevent business and social risks within our company. Toachieve this goal, we have increased management efficiency and transparency by improving our internal controlsystem. A number of corporate bodies have been established to create a sound balance of reporting.Our core valuesRB BRAND COUNCILIntegrity:we strive to uphold ourselves to moral and ethical standardsAccountability:RB Indiamanagement boardwe are keen to deliver the same promise of trust and craftmanship to allour stakeholders around the worldOur interpretationPromoting transparency regarding our own governance structure and practices. Ensuringeffective policies and procedures to prevent bribery, money-laundering and corruption.we embrace the diverse characteristics of all people who work with usand respect their dignity.Rosy Blue Brand CouncilLocal Management Boards Updated global KYC procedure – continuous KYC training Registration to myKYCbank re-establishment of ourCanadaMark program. Update global AML policyCSR advisorycommitteeDiversity:Since Rosy Blue NI and Rosy Blue I are twoindependent legal entities, a Rosy Blue Brand councilhas been established with the main function to managegrowth and oversee the Rosy Blue Brand. Their taskis also to maintain ethics and core values across ouroperations.Our concrete actions in 2018RB Non Indiamanagement boardEach Rosy Blue entity is governed by a ManagementBoard and covers a certain geographical region withits own profit and loss responsibility within the widerframework of the Rosy Blue brand. They definelong-term goals and strategies, coordinate and monitorthe most important activities, develop and deploymanagerial staff, allocate resources and decide on itsfinancial steering and reporting.management board pergeographical regionmanagement board pergeographical regionvalues across our operations.CSR Advisory CommitteeThe main objective of the CSR advisory committee isto review and make appropriate strategic recommendations regarding Rosy Blue’s CSR management andto monitor the conduct of business in accordance withthe different compliance standards. Its 4 memberscome from different operational departments andcomplement each other in terms of their diverseprofessional expertise and excellent knowledge of thecomplex supply chain we work in.activities, developand deploy managerial staff, allocate resourcesMembersValerie MichelMANAGER CORPORATE AFFAIRS & CSR, BELGIUMAlon Mooleman OECD implementation22GOV ER NA NCE & COM PL I A NCEThe Chairman of each Management Boardcoordinates its work and presides over the meetings.Through regular discussions with its board members,the Management Board is kept constantly informed ofdevelopments in business policy, corporate planningand strategy. It also approves the financial statementstaking into account the reports by the auditor.BlueBrand. Their task is also to maintain ethics and coreMANUFACTURING COORDINATOR, BELGIUMAshish MandloiHR MANAGER, INDIASookruthai KarintanakaHEAD OF HR, THAILANDGOV ER NA NCE & COM PL I A NCE23
G 4 - 1 4 ,AML – KYC (Know Your Counterpart) teamRosy Blue has a dedicated AML-KYC officer in every entity who follows up on financial compliance and possiblesuspicious transactions. The ‘know-your-counterpart’ procedure is followed to verify and keep records on thecounterpart’s identity as per anti-money laundering (AML) requirements. As buyers, we are also subject to the samedisclosure obligations to our suppliers. Under no circumstances, goods can be sold to a new customer without theKYC process finalized with a green light.1234The designated sales personPotential new customer orThe sales person collectsPotential new counterpartysupplier wants to buy or sellinformation to do businesshas to complete informationsends the full file to thediamonds from/to designatedwith this counterparty: a fullybefore transaction can takeresponsible AML- KYC officer.sales person.completed KYC form,place.G 4 - 1 5 ,G 4 - 1 6 ,Compliance: a very demandingoperating environment Commitment since 2008 LEAD member since 2011 withleadership in Children’s Rights andSA8000directors, bank details etc.Business Principles forum inBelgium Certification Thailand Factory in 2017niU2011Rosy Blue (NI)CSR strategyLaunch CSRFirst CSR reportRosy Blue GoingMember of UNcofounded thedecisioninformationGreen strategyGlobal CompactestablishedLEADResponsiblemanagementPilot project inJewellery Councilsystempreparation forGlobal trainingStart internal preRJC certificationRosy Blue NI RJCStart De Beers Bestseminar for localaudit visitsprocesscertified until 2014Practice PrincipleCSR officerseAnti - corruptionResponsibleJewellery council:Participant of UN Founding member in 2005Global Compact2015201620172018Rosy Blue I RJCRecertificationGlobal CSRCommitment toSA8000Establishment ofcertified until 2016RJC Rosy Blue NIseminarcontribute to thecertificationCenter ofSustainableThailandExcellence AntwerpLaunch CSRDevelopmentextranetGoalsGOV ER NA NCE & COM PL I A NCERecertificationRJC Rosy Blue Itill 2020 Full certification since: 2011 (NonDe Beers‘Best Practice Principles’Compliance since: 2006(inception of BPP)till 2018stanw darelle dsry e.Co g.uncil2010cshiret lesbolaof ipscedde rinrcPcofon iceotwNls' o acoars Prlie sttGpp Beensu rsm& eeops'Belnt eevDlieDC .g.eeblnaai2009stSu2008N2007U2005ryLaws and regulationsare dealing with.No child laborAll this will give extraassurance on the company weCORE NOTNEGOTIABLENo discriminationrisk country list, adversemedia, KP compliance, etc.supply chain due diligenceExposed Persons), FATF highBusiness partners drivers onOECfo D drtuhe e dilirechgesains pon ncesiofgum bleLaiinsu daboerncpuralplesyrightsILOpersonnel.lists, PEP lists (PoliticallyctAto all sales and purchaseDijk databse to check sanctionesplciin sstspr ne ghiring sdibu anuion umhdanNon-India we use Bureau VanOvertimeJebe raised and will be sent outsttransaction can proceed.lenew counterparty. Forcomplete after severalibrequests, a formal red flag willnsthe goods can be invoiced.director has to decide ifporaise a temporary red flag. Theassessment of the potentialDecentwagidentification process and riskEXPECTEDON TOP OF COREduinformation is still notInty, transaction can take place:esor there is a suspicion, he willRdecide the risk is too high orwill conduct a more detailedctIf the Director and KYC officergreen light on the counterpar-epath moott lCen baoitm Glsmm ionCo atNOnce the KYC officer givesinformation is not complete,kanFrIf the KYC officer findsthe KYC form is complete andMore info on unglobalcompact.comdodDThe KYC officer will control ifVOLUNTARYMore info on www.sa-intl.orgdte8SU7G624 Commitment to SDG’s since 2016 Impact assesment in China in 201752014G 4 - H R 9UN Global Compactdocuments: passports of the2013G 4 - S O 9 ,Compliance with international rules and regulations is a minimum responsibility for every company. There areseveral initiatives in the diamond industry that seek to help companies improve their impact on society and toenhance consumer confidence. We also adhere to codes of different suppliers and customers, which for confidentiality reasons we have not individually and specifically mentioned here. On top, we also engage explicitly in a series ofinitiatives which we believe help us to consistently improve business and operating practices across the value chainand our markets.completed with supportingprogramG 4 - S O 3 ,More info on debeersgroup.comIndia) and 2013 (India) of all entitiesAlrosa Alliance Guidelineson Responsible Business Member Representative at Communications Committee forthe Diamond Trader, Cutter andPolisher ForumMore info on responsiblejewellery.com& MumbaiRJC recertificationRosy Blue NI untilTraceability project2022with De BeersGOV ER NA NCE & COM PL I A NCE25
Our compliance structure: a central,yet local organisationTwo central CSR departments are at the core of the leadership structure. They hold responsibility for the alignmentand steering of our global sustainability strategy. Some of their tasks are communicating externally, collecting data,and developing policies and procedures and monitoring their implementation.Internal monitoring to know what happens whereBelgiumChina & Hong KongValerie MichelAlon MoolemanLiu YuhangSerena LiuThe two central CSR departments evaluate compliance through an internal audit system and work proactivelywith our people to drive change. Every entity has appointed a local CSR compliance officer who is responsible forimplementing compliance and tailoring global, all-encompassing directives to local national and cultural needs.Each year the 2 Central CSR Departments, in close coordination with the local CSR officers, audit a number ofentities based on various risk criteria including geographic sensitivities, past audit performances and the nature offacility’s work. In 2017, Belgium, Dubai, New York, Thailand, India hosted an internal audit and China was assessedin collaboration with Social Accountability International (SAI).UAEUSAProgress report tomanagement boardLilibeth EsquierdoJapanSanjay ShahVerify completion ofcorrective actionsDesktop reviewOn-site auditRosy BlueinternalIsraelVinay MohanCSR auditSameer JhaverireportingImplementcorrective actionsPaul HotzThailandIndiaDevelop correctiveaction planSookruthaiKarintanakaAshish Mandloi26ReviewinfringementsGOV ER NA NCE & COM PL I A NCEDivesh ShahReport tomanagement boardKittapornTanyooAlston DsouzaGOV ER NA NCE & COM PL I A NCE27
Ethical sourcing from primary mines and trustedsuppliersResponsiblesupply chainOur interpretationEthical sourcing and supply chain transparency will ensure our diamonds havenot been used to fund armed conflicts nor have been sourced in a way thatdidn’t respect human rights. It is our obligation to guarantee the authenticityof our diamonds and gold jewellery in all their physical characteristics. Productdisclosure rests on the quality and veracity of the information that is disclosed tothe consumers about the diamonds they purchase.All our diamonds are conflict free origin. We apply the rough Diamond export and import verification systemand controls as laid out by the Kimberley Process Certification Scheme and national legislation of the countries wherewe operate. We only supply diamonds that have been sourced from countries that are participants in the KimberleyProcess and that have been legally exported under a relevant Kimberley Process certificate. Certifying their origin isto prevent diamonds from potentially being used to finance armed conflicts by rebel movements from entering themarket. * We also fully comply with the World Diamond Council System of Warranties.*www.kimberleyprocess.comProvenance traceability for every stonemanufactured in-houseFor a company the size of Rosy Blue traceability challenges are substantial, as the rough is bought in various locationsand is then routed through procurement and sorting offices, before ending on polishing wheels in different factories.In all entities, integrated IT systems have been set up in order to guarantee full transparency on every stone that ismanufactured in house. Allied with human vigilance, this helps us monitor every diamond passing through ourmanufacturing and finishing process. These processes are independently verified through our membership of theForevermark Program in 4 of our operations: Belgium, Thailand, China and India.Fantasy system at Rosy Blue NIOur concrete actions in 2018 human rights due diligence according to the OECDThe Fantasy system allows for absolute tracking of every single stone,as well as entire lots, manufactured in-house, throughout our entireglobal supply-chain, at every stage.e.g. Canadian origin hallmark: We use our traceability system to be able establishment of centers of excellence in Antwerp and Mumbaiin order to eliminate any risk for synthetics entering our supplychain audited and approved provenance claim on SRSP complianceand Non Marange originto guarantee Canadian origin of diamonds. Our factory in Thailand isapproved as manufacturing facility using the CanadaMark program,a trademark of Dominion Diamond Corporation, one of our mainsuppliers. This origin hallmark signifies that the polished diamond ismined in Canada, natural and untreated, tracked from mine to polishedand of standardized quality. project on global supply chain contamination control IIDGR training for sales managers on syntheticsJD Edwards at Rosy Blue IJD Edwards is the integrated applications suite of resource planningsoftware that offers databases, operating systems and hardware to developIT solutions to meet business requirements like a tight monitoring ofall receivable and payables. It tracks each rough parcel from the time itis received till the completion of manufacturing process and the valueaddition made thereto.28R E SPONSI BLE SU PPLY CH A I NProvenance Claimsmade by Rosy BlueNon Indiaa. SRSP complianceRosy Blue Inc. USA sources gold responsibly inaccordance with the Signet Responsible SourcingProtocol (SRSP). Rosy Blue Inc. USA sourcesdiamonds responsibly in accordance with the DiamondSignet Responsible Sourcing Protocol (D-SRSP).b. Non Marange Origin“Diamonds herein invoiced have not originated fromMarange Region of Zimbabwe. The supplier of thesediamonds has provided a simila
brilliance. 8 ROSY BLUE’S POSITION IN THE DIAMOND SUPPLY CHAIN. G4-18, G4-19, G4-27 . People by country Activities by country USA Belgium Luxembourg China India Thailand Isra el Hong Kong Japan Blue Collar Belgium 0 68 1 7 0 0 296 21 0 5 241 1 6 3 0 263 4 0 60 374 43 1127 25 42 767 52 6
provide maximum brilliance. The accuracy with which the diamond is cut gives it an unmatched brilliance. In 2017, ORRA opened its . Blue Collar Male Rosy Blue Non-India Rosy Blue India Blue Collar Female White Collar Female . This tight cross-analysis amounted to identify touch points bet
Report No. 18 of 2018 68 CSR Plan of NSICL did not specify the list of activities to be undertaken under CSR . 16 CPSEs had not prepared any annual CSR Plan for the year 2016-17 . 4.5.3.2 Organisation structure for implementation of CSR activities As per rule 4(2) of CSR Rules "The Board of a company may decide to undertake its CSR
1. A brief outline of the Company's CSR policy The Company's corporate social responsibility ("CSR") Policy obligates the Company to undertake specific CSR projects and programs, as approved from time to time by the Company's CSR committee, in accordance with the CSR Policy's pre-established categories. To
CSR Report 2016 Improving Healthcare with Advanced Technology NIHON KOHDEN CSR Report 2016 1-31-4 Nishiochiai, Shinjuku-ku, Tokyo 161-8560, Japan . CSR plan. Under its Sustainable Growth 2017 mid-term CSR plan, Nihon Kohden set healthcare, the environment and corporate activities
THE BRETHREN OF THE ROSY CROSS Alexander Wilder on the Brethren of the Rosy Cross v. 08.15, www.philaletheians.co.uk, 30 June 2018 Page 4 of 8 dom of Pontus was established, having Mithraism for its ruling faith. When Pompey conquered the country, the relig
As per Section 135 the reasons for under spending of the allocated CSR budget shall be specified in the oard's Report. The surplus arising out of the CSR activities, if any, will not be considered as a part of the business profits of . The CSR Committee will prepare the annual CSR report to be filed by the Company on approval of the Board .
The Annual Report of the Company include a section on CSR outlining the CSR Policy, CSR committee, CSR initiatives undertaken by Company, the CSR spend during the financial year and other information as required by the prevailing law. Corporate Social Responsibility Policy Date:24.04.2014
The newsletter for undergrad botany students Aimee Prichard receiving the Tom Moss award for Student Bryological research, from Professor Jim Simpson (Photo: Donna Parker) Aimee Prichard in her 3rd year of a Botany honours degree. She recently attended the 2010 24th John Child Bryophyte and Lichen workshop and won an award for her contribution. Drosera spathulata in flower, Mt Haidinger .
