Corporate social responsibility (CSR) is about how businesses align their values and behaviour with the expectations and needs of stakeholders – not just customers and investors, but also employees, suppliers, communities, regulators, special interest groups and society as a whole. CSR describes a company’s commitment to be accountable to its stakeholders.

CSR demands that businesses manage the economic, social and environmental impacts of their operations to maximise the benefits and minimise the downsides.

We recognise that our social, environmental and ethical conduct has an impact on our reputation. We therefore take our corporate social responsibilities seriously and are committed to advancing our policies and systems across the Group to ensure we address and monitor all aspects of corporate social responsibilities that are relevant to our business. These include good ethical behaviour, concern for employee health and safety and care for the environment.

Airmax’s business approach is based on some simple core rules and values:

Customer satisfaction is our highest goal – and everything we do should drive it. This simple approach should benefit all stakeholders in the business.

Our shared company vision is to be thought of by our customers and partners as their best supplier. Achieving that requires us to have a deep passion for excellence, a passion to exceed expectations at every opportunity. We hold ourselves accountable to the highest standards of conduct relative to our responsibility to society and strive to build and maintain effective relationships with the communities and institutions with which we interact.

Airmax is fully committed to the goal of operating, legally, ethically, and responsibly. We have comprehensive corporate policies and practices concerning our conduct designed to ensure that Airmax is a good and responsible corporate citizen.

Environmental impact is at the core of our every activity. It is the guiding force behind our manufacturing processes and the products and technologies we create and the services we provide. In every aspect of our business, Airmax works to minimise adverse environmental impact, with products and processes that:

• consider environmental impact from the beginning
• are energy-efficient, both in operation and on standby
• Airmax endeavours to use materials that are easily recycled or reused in products, and takes into consideration designing products that are easier to disassemble to facilitate for recycling.
• help reduce the effects of global warming and climate change
• decrease dependence on natural resources
• promote off the grid activity and self help
• creating recyclable products
• sourcing responsibly (e.g. using recycled materials and sustainable timber)
• minimising packaging
• buying locally to save fuel costs
• creating an efficient (and fuel-efficient) distribution network
• working with suppliers and distributors who take steps to minimise their environmental impact
• use less water and detergent, and reduce the amount of materials used in products and packaging
• Airmax has implemented a zero lead policy in the manufacture of its product equipment.

Our “green” products not only help our customers comply with global environmental regulations, but also offer higher performance. The synergy of performance and environmental sensitivity creates greater value in Airmax products.

Our corporate responsibility ensures that we are dedicated to protecting human health, natural resources and the global environment. This ethos reaches further than legal compliance to encompass the integration of sound environmental practices in our business decisions.

We believe that attracting the best qualified talent is vital to Airmax’s continued success. Airmax has an ongoing commitment to diversity, equal opportunity and non-discrimination. Our company is enriched through the representation of diverse experiences, backgrounds, ethnicity, lifestyles, cultural orientation and beliefs. This view extends throughout the company.

Healthy financial results should be the most important thing, it certainly helps, but these days perhaps ‘certainty and stability’ are the new goals. It’s not all about the money.

In fiscal terms it’s all about making margin and lowering costs.

Airmax is a so called ‘life style company’ and exists for the benefit of the founding shareholders, directors, employees and contractors. This makes us VC proof and all decisions are be made with this in mind. We are free from fiduciary responsibility to maximise value for public shareholders.

Self respect for others is a good objective; respect for the individual.

Learn from our mistakes and pass on the experience and remember that probably the old adage is true that you can’t teach how to avoid a mistake – unfortunately it appears that others and each new generation generally have to make the same mistakes for themselves.

Communicate clearly and truthfully.

Have fun.

Don’t make the sale at any cost – walk away if it makes little sense. Don’t over sell.

Always complete a risk analysis before accepting orders or commitments.

If you offer a promise or date then keep to it.

Keep the client informed.

Only sell or supply to those who corporate personality fits our own or is acceptable. If the corporate profile is too disparate it will result in non payment or disputes. Better not to engage in the first place.

Think of the company as a person. If you don’t like what you see or the character in your minds eye do not engage.

Do not offer credit to make the sale as this is no longer a currency. Always negotiate on terms not just price.

Offer ‘open book’ relationships to become transparent.

If your client’s internal sponsor or champion changes then walk away or reengage with another that you can live with.

Empower young managers.

Reward and pay according to what you can afford – eat what you kill.

Dual source everything.

Twin everything including knowledge.

No one person is bigger than the company.

3 missed meetings rule = 3 strikes and you are out – it was never meant to happen.

Examine the terms of the deal and not be swept away by the offer. If the terms are wrong don’t engage

Refrain from signing NDA’s and go straight to contract. It’s a recipe for a wrong footed start of a relationship. Better to look at MoU’s heads of agreement

Never share IPR or patents as it’s a recipe for conflict.

Remember the currency rules and don’t mix them. Examples:

• Effort = reward (wages)
• Investment = return/equity
• Innovation or invention = royalty and IPR
• Sales = commission
• Consultation = fee
• Introduce = finders fee
• Lend = interest
• IPR = license
• Knowledge = retainer/fee
• Risk = premium
• Delay = penalty