Since Rosy Blue was founded 50 years ago as a small Mumbai workshop, our company has come a long way. We saw how integrating our core values into a Corporate Social Responsibility Strategy, was a natural and logical step to move forward.

While we have been successful in many areas of our CSR implementation, we realize that we have a challenging journey ahead of us. Despite the economical downturn, we have invested in our CSR model and our aim is to continue, improving our reporting on reliable indicators of progress.

• To develop new initiatives that embeds the CSR practices throughout the operations
• To improve the reporting methodology that takes into consideration the global and local needs beyond legal compliance

Implementing an effective CSR model can only succeed when companies work hand-in-hand with the government and other stakeholders. Voluntary, industry and company initiated actions are essential but they need guidance and a legal framework that is designed to help achieve the CSR goals. We refer to the report of Mr. John Ruggie about 'Business and Human Rights: Further steps towards the operationalization of the "protect, respect and remedy" framework.' We believe this is a huge challenge on an international and national level in different areas of business, social and environmental responsibilities.

• Dialogue with the governments and other relevant stakeholders where we operate
• Sharing knowledge and data to discuss CSR issues with governments, so they can develop new legal frameworks that help companies to set up a CSR business model in emerging countries

Our commitment to the Responsible Jewellery Council clearly reflects our commitment to CSR within the Diamond and Jewellery Supply Chain. With over 225 members, we aim to promote responsible practices in our supply chain. We have taken several steps to ensure that our majority contractors* conduct themselves in a socially responsible manner. Our next focus is to help the minority contractors understand the importance of CSR and guide them to implement the CSR practices within their organizations. Further due diligence of our supply chain will be key to understand the further impact all the players have and how we can work together to develop a roadmap to improve practices and build trust across the value chain.

• Develop effective mechanisms to generate data on our contractors to improve CSR performance
• Work closely together with all the players throughout the industry, from mining to retail, to share best practices
• Apply for RJC Certification

2009 was a challenging year for us. It inevitably demanded reorganization. We needed to eliminate many positions throughout our operations. As we entered 2010, we are slowly recovering. Our aim is that the long-term structural growth drivers of our company are fully intact. Only then we can focus again on creating opportunities for the labor market.

We could only manage these tough times due to our strategy of focusing on long term relationships with our key stakeholders: suppliers, bankers, customers... but most of all thanks to our people.

The entrepreneurial spirit and deep commitment from our employees throughout our operations drive superior quality and service to our customers and continues to deliver quality and value in each product we bring to the market.

We remain committed to develop and recognize our talent as we begin a new decade for Rosy Blue.

• To engage all employees, top-down and bottom, up to contribute to small and larger projects that improve practices and have a positive impact on their work and the community in which they live
• To improve internal communication and measure impact on the awareness of CSR practices throughout the organization

We will continue to strive towards zero accidents. We have to keep focused to ensure that all our business conduct their operations in a responsible manner that safeguard the health and safety of our employees. Good safety is important, not only to create safe workplaces and job satisfaction for each and every employee, but also to operate effectively and for the company to create value.

• To ensure the health and safety of all our people in the communities where we work and live
• Continue to organise awareness campaigns and training on specific health and safety programmes

In 2009 we have worked hard to implement more environmental practices throughout our operation that protect the existing environment and minimize our environmental impact.

We do believe there is room for improvement. Reporting on key performance indicators on environmental performance is challenging. We need to move beyond the baseline from measurements such as paper, water, energy usage and adopt innovative practices in our operations.

• To move beyond commitment and integrate environmental performance across our operation
• To monitor progress and impact on different initiatives which are relevant to reduce our environmental footprint

Through our community programmes, we are partnering with public, educational and non-profit organizations to help address the many challenging issues affecting the communities where our employees live and work.

We need to implement a formal system to monitor our projects and continuously evaluate the performance and impact on communities.

• To create a formal system to monitor our social projects and evaluate the impact it has on the people and the surrounding community