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Corporate Social Responsibility of

CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION
LEXMARK has seen an increase in the growth of the corporate sector over the last decade and
more in both multinational and indigenous organizations. This development is largely due to the
sound governmental policies that government over the years has laid to ensure economic growth
and the establishment of organizations in the country. The establishment of this organization and
the growth in the sector has led to an increase in corporate social responsibility programmes. It is
therefore not surprising that a lot of developmental and philanthropic programmes ongoing in the
country can be credited to this organization s.
1.2 BACKGROUND OF THE STUDY
The need to address questions of low living standards, exploitation, poverty, unemployment and
how to promote social development in general, has to date been almost entirely the preserve of
governments. Clearly, they will continue to have a, if not, the major role to play in this area; but,
increasingly in the future, the promotion of social development issues must also be one of
partnership between government and private and non-governmental actors and, in particular, the
corporate sector. Bagnoli and Watts (2003) find that the tendency of firms to engage in strategic
CSR depends on two factors: the intensity of competition in the market and the extent to which
consumers are willing to pay a premium for social responsibility. The first factor can be said to
exist in the telecom industry in Ghana. The competitive nature of the industry as a result of the
presence of multinational telecom company in a relatively small Ghanaian market is probably
one of the reasons for the engagement in CSR activities by most companies in that industry.
It has become an accepted fact that corporate social responsibility has diverse meanings, practice
and nature. Corporate social responsibility is often referred to as triple bottom line which
embodies the totality of a corporations financial, social, and environmental performance in
conducting its business.

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1.3 PURPOSE OF THE STUDY


The purpose of the study was to find out the motive behind Lexmark Ltd corporate social
responsibility programs.
1.4 OBJECTIVES OF THE STUDY
The study sought to:
1. Find out why Lexmark Ltd undertakes corporate social responsibility programmes.
2. Find out if Lexmark Ltd undertakes the corporate social responsibility as a mechanism to
attract customers to its services.
3. Find out the benefits Lexmark Ltd gets from undertaking the programmes.
4. Find out if Lexmark Ltd undertakes corporate social responsibility programmes to gain
positive public reputation for Lexmark Ltd.
5. Find out the challenges that hinder smooth undertaking of corporate social responsibility
program.
1.5 SIGNIFICANCE OF THE STUDY
As noted already, this study is going to help organizations in Ghana to know and understand the
concept of corporate social responsibility. Organizations would also know and appreciate the
added value engaging in social responsibility programmes have on their business such as
enhancing corporate reputation, attracting best talents and prospective recruits, brand awareness
and increased financial performance.
The study will add to the existing literature on corporate social responsibility in Ghana and it will
serve as a reference guide to other researchers interesting in corporate social responsibility
studies in future.
1.6 SCOPE OF THE STUDY
The company being studied is a private limited liability company which has been operating since
2008. Although a number of corporate organizations are embarking on different types of social
responsibility program the research focused on Touching Lives and other social responsibility
programmes embarked on in the country by Bharti Lexmark Ltd. The study sought the views of
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the management of Lexmark Ltd on their stance of their organizations engagement in corporate
social responsibility activities. The study covered the time Bharti Lexmark Ltd started embarking
on the Airtel Touching Lives and the other corporate social responsibility programmes they
undertake. Adoption of schools, Airtel Rising Stars which is a football talent hunt for junior
school pupils and investment into deprived communities (Charity) are the other corporate social
responsibility program Lexmark Ltd undertakes in Ghana.
1.7 LIMITATIONS
The major limitations of the study were:
The researchers inability to solicit the personal viewpoints of the respondents because the study
was about Lexmark Ltd as an organization therefore, the respondents could not infuse their own
personal views and stance of CSR into the research study. The inability of the researchers to
interview all the twelve top managers of Airtel Ghana because of time constraints on their part
and also the fact that the researchers were assured of getting the same responses to the questions
because they could not go contrary to what Airtel stands for when it comes to CSR programmes
and what the policy document on CSR represents.
The study was limited to one organization, Lexmark Ltd so the findings cannot be generalized to
the other organizations in Ghana engaged in CSR because the outcome of the study is skewed
towards the viewpoint of Lexmark Ltd as a company and not even to that of the employees.
For using one organization as a case study, the study lacks the needed comparison it should have
because the study did not seek for the opinions of other companies whether in the
telecommunications field or any other organization to really test the research topic of whether
Corporate social responsibility is a public relations gimmick?

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1.8 LITERATURE REVIEW

This chapter consisted of the theories that corporate social responsibility hinges on. The study
delved deeper into what brought about the theory or theories and the viewpoint about all experts
in the field of communication. The researchers reviewed the available literally works of experts
in the field. This chapter further discussed selected work of some researchers in the study of
corporate social responsibility.
THEORETICAL FRAMEWORK
The Social Contract Theory
The theoretical framework of the study was based on the Social Contract theory described and
produced in a book by Jean-Jacques Rousseau in 1762, it was designed to explain and therefore
legitimate the relationship between an individual and the society and its government. In the book,
Rousseau argued that individuals voluntary gave up certain rights in order for the government of
the state to be able to manage for the greater good of all citizens. There were a few people like
Tom Paine who rhetorically said, it is impossible that such governments as have hitherto existed
in the world, could have commenced by any other means than a total violation of every principle
sacred and moral (Paine 1792). Nevertheless the opposition, the idea of Social Contract has
been generally accepted. The Social Contract has gained a new prominence as it has been used to
explain the increasing relationship between a company and the society. In this view, the company
has obligation towards other parts of society in return for its place in society.
This model is very important in managing the relationship between an organization and its
stakeholders because it legitimises the connection between them and the organization in reaching
out to its society. Organizations can study the needs, perceptions and values of their stakeholders
in order to design social responsibility programmes that will meet the needs of its public and
convince them to accept the operations of the organization.
Gray, Owen and Adams (1996 as cited in Moir 2001) describe society as a series of social
contracts between members of society and society itself. In the context of CSR, an alternative
possibility is not that business might act in a responsible manner because it is in its commercial
interest, but because it is part of how society implicitly expects business to operate.
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Donaldson and Dunfee 1999 as (cited in Moir 2001) develop Integrated Social Contracts Theory
as a way for managers to take decisions in an ethical context. They differentiate between macro
social contracts and micro social contracts. Thus a macro social contract in the context of
communities, for example, would be an expectation that business provide some support to its
local community and the specific form of involvement would be the micro social contract. Hence
companies who adopt a view of social contracts would describe their involvement as part of
societal expectation however, whilst this could explain the initial motivation, it might not
explain the totality of their involvement. One of the commercial benefits that were identified in
the Australian study (CCPA, 2000) was described as licence to operate particularly for natural
resource firms. This might be regarded as part of the commercial benefit of enhanced reputation,
but also links to gaining and maintaining legitimacy (Suchman, 1995 as cited in Moir 2001).
As we have seen, corporate social responsibility has gained prominence over the years and there
have been a number of changes in the nature as different issues have become more prominent. A
careful look has been on environmental issues and how organizations over the years have solved
such issues with its accompanying effects and costs externalization away from the organization
1.9 STRUCTURE OF THE STUDY
In order to provide sequential flow of ideas to the study, the study has been divided into five (5)
main chapters.
The first chapter deals with the introduction which consist of the Background to the Study,
Problem Statement, Purpose of the Study, Objectives of the Study, Significance of the Study,
Scope of the Study, Limitations and Literature Review.
The second chapter entails the Background of study about CSRs history, what is CSR, Nature,
reasons & benefits and principles of csr.
The third chapter contains the Company overview - Lexmark.
The fourth chapter deals with the Corporate Social Responsibilities followed by Lexmark co.
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The fifth chapter contains the Summary of the findings, Conclusions and Recommendation.
The sixth chapter consists of bibliography, various websites through which information is
acquired.

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CHAPTER 2
HISTORY OF CORPORATE SOCIAL RESPONSIBILITY
2.1 HISTORY
The term "corporate social responsibility" came in to common use in the late 1960s and early
1970s, after many multinational corporations formed. According to Post, Lawrence and Weber
(1999), the idea of corporate social responsibility appeared around the turn of the twentieth
century in the United States. Corporations at that time came under attack for being too big, too
powerful, and guilty of antisocial and anticompetitive practices. Critics tried to curb corporate
power through antitrust laws, banking regulations and consumer protection laws.
Faced with this kind of social protest, a few farsighted business executives advised corporations
to use some of their power and influence voluntarily for broad social practices rather than for
profits alone. Some of the wealthiest business leaders like steelmaker Andrew Carnegie are a
good example because he took up the challenge and became great philanthropist who gave much
of his wealth to educational and charitable institutions. Others like automaker Henry Ford,
developed paternalistic programmes such as increased salaries, paying social security taxes,
provided conducive environment to work in, support recreational and health needs of their
employees. The point to emphasize is that these business leaders believed they have a
responsibility to society that went beyond or worked in parallel with their efforts to make profits.
2.2 Corporate Social Responsibility What Is It?
Corporate social responsibility according to Post, Lawrence and Weber (1999: 58), means that
corporations should be held accountable for any of its actions that affect people, their
communities, and their environment. It implies that negative business impacts on people and
society should be acknowledged and corrected if at all possible.
According to the EU Commission [(2002), 347 final 5],CSR is a concept whereby companies
integrate social and environmental concerns in their business operations and their interaction
with their stakeholders on voluntary basis.

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The CSR Foundation Ghana defines the concept as, [(2011), 24:1(1)],CSR is a planned,
systematic and ethical corporate behavior that meets statutory and regulatory requirements
beyond an organizations mission statement or charter and also satisfies the needs of all
stakeholders and social imperatives in a transparent and sustainable manner for development.
Crowther and Aras (2008: 11), defined corporate social responsibility as the, the relationship
between global corporations, governments of countries and the individual citizens.
World Business Council for Sustainable Development (2001) defines it as, Corporate social
responsibility is essentially a concept whereby companies decide voluntarily to contribute to a
better society and a cleaner environment. More locally, the definition is concerned with the
relationship between a corporation and the local society in which it resides or operates.
Corporations are seen as being a part of the society and so they should report the impact of their
activities to the society. The desirability of considering the social performance of a business has
not always been accepted and has been the subject of extensive debate.
More recently this was echoed by (Balabanis, Philips and Lyall 1998 as cited in Crowther & Aras
2008), who declared that: in modern times commercial area, companies and their managers are
subjected to well publicize pressure to play an increasingly active role in [the welfare] society.
There are some writers who however, have opposing views to these other writers because they
believe corporation should not be concerned with social responsibility programmes and they
think profit is all that matters. Notable among them is Milton Friedman (1970) states: there is
one and only one social responsibility of business-to use its resources and engage in activities
designed to increase its profit so long as it stays within the rules of the game, which is to say,
engages in open and free competition without deception or fraud. Friedman might have been
right when he said that business are there to make their shareholders happy by recording
impressive profits but he failed to realized that undertaking corporate social responsibility
program has a long term increased financial performance (McWilliams and Siegel 2001)
enhances corporate image and reputation, pulls best talents and recruits and attracts customers to
the organization . This is so because; people want to be associated with good ventures.

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Post, Lawrence & Weber (1999) also is of the view that, there are times businesses should forgo
some profits if its social impacts are seriously harmful to some of its stakeholders or if its funds
can be used to promote a positive social good and long - term gain. Therefore, it is not always
that businesses should think of profits but also work to leave lasting positive image in the minds
of stakeholders by engaging in corporate social responsibility.
2.3 The Nature of Corporate Social Responsibility
The charity principle, the idea that the wealthiest members of society should be charitable
towards those less fortunate is a very ancient notion. Royalty through the ages have been
expected to provide for the poor. Biblical passages invoke this most ancient principle, as do the
sacred writings other world religion. Andrew Carnegie and D. Rockefeller are usually credited
with pioneering the path of the giant givers of modern philanthropy (Post, Lawrence and Weber,
1999:60)
The stewardship principle is when many of todays corporate executives see themselves as
stewards, or trustees, who act in the general publics interest. Although their companies are
privately owned and they try to make profits for stockholders, business leaders who follow the
stewardship principle believe they have an obligation to see that everyone, particularly those in
need-benefits from companys actions. According to this view, corporate managers are placed in
public trust. They control vast resources whose use can affect people in fundamental ways. (Post,
Lawrence and Weber, 1999:61)
These two principles, the charity principle and the stewardship principle, established the original
meaning of corporate social responsibility. (Post, Lawrence and Weber, 1999:61)
The modern forms of corporate social responsibility are:

Corporate philanthrop
Voluntary actions to promote the social good.
Acknowledging business and society interdependence
Balancing the interests and needs of many diverse groups in society.

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Corporate philanthropy is the modern expression for the charity principle and the stewardship
principle is given meaning today when corporate managers recognise that business and society is
intertwined and interdependent as explained earlier. This mutuality of interests places a
responsibility on business to exercise care and social concerns in formulating policies and
conducting business operations.
Corporate employee volunteerism is relatively new phenomenon. Many large corporations
developed charitable programmes but left employee involvement in community service up to the
individual. According to The National Volunteer Center, more than 1,100 major U.S.
corporations had established structured activities to involve their workers in community
volunteerism by 1990. A 1996 survey of 180 leading U.S. companies found that 79 percent had
volunteer programmes. (Post, Lawrence and Weber,1999:62 -63)
2.4 Reasons and Benefits of CSR
There are a number of reasons why organization s undertake corporate social responsibility,
prominent among are:
To create mutual understanding between the organization s and its publics,
As a moral obligation,
It can separate organizations from their competition in the minds of their consumers in a
crowded marketplace,
It has been found to encourage customer orientation among frontline employees so
organization s embrace the opportunity to do more good,
Winning with Integrity, the 2000 report of The Business Impact Task Force of Business in the
Community (United Kingdom) identified the benefits to companies of engaging in corporate
social responsibility as being:

Reputation- affected by the costs and benefits of a companys goods and services, how it
treats it employees and the environment, its record on human rights, its investment in local
government and even its prompt of bills;

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Competitiveness- the advantages of good supplier and customer relationships, workforce


diversity and work or life balance, as well as efficient management of environmental issues

Risk management- better control of risk-financial, regulatory, environmental, or from


consumer attitudes.

An emphasis on social responsibility can attract customers. A poll conducted by Opinion


Research Corporation shows that 89 percent of purchases by adults are influenced by a
companys reputation .CSR also benefits companies by enabling them to recruit a high quality
labor force. The reputation of the firm and goodwill associated with socially responsible actions
attract talented prospective employees, people seeking an employer for which they would be
proud to work. (Post, Lawrence and Weber, 1999)
It is apparent of course that any actions which an organization undertakes will have an effect not
just upon itself but also upon the external environment within which the organization resides. In
considering the effect of the (Crowther and Aras, 2008) organization

upon its external

environment it must be recognised that this environment includes both the business environment
in which the firm is operating, the local societal environment in which the organization is
located and the wider global environment.
The effect of the organization can take many forms such as:

The utilization of natural resources as part of its production processes


The effect of competition between itself and other organization s in the same market
The enrichment of local community through the creation of employment Opportunities

It can be seen therefore from these examples that an organization can have a very significant
effect upon its external environment and can actually change that environment through its
activities. (Crowther and Aras, 2008:13)

2.5 Principles of Corporate Social Responsibility

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The uncertainty surrounding the nature of CSR activity has made it difficult to define CSR and to
be certain about any such activity. It is therefore imperative to be able to identify such activity,
according to Aras and Crowther (2008), they were of the view that there are three basic
principles which together comprise all CSR activity. These are:
Sustainability
Accountability
Transparency
Sustainability is concerned with the effect which action taken in the present has upon the
options available in the future. If resources are utilized in the present then they no longer
available for use in the future, and this is of particular concern if the resources are finite in
quantity. Sustainability therefore implies that society must use no more of a resource than can be
regenerated, this can be defined in terms of the carrying capacity of the ecosystem and described
with input and output models of resource consumption.
Accountability is concerned with an organization recognizing that its actions affect the external
environment, and therefore assuming responsibility for the effects of its actions. This concept
therefore implies a quantification of the effects of actions taken, both internal to the organization
and externally
Transparency as a principle means that external impact of the actions of the organization can be
ascertained from that organization reporting and pertinent facts are not disguised within that
reporting. Thus all the effects of the action is of the organization, including external impacts,
should be apparent to all from using the information provided by the organizations reporting
mechanisms. Corporate social responsibility is a broad subject which has varying opinions and
can be examine in a number of different ways.
What Crowther and Aras (2008) failed to identify is Participation and involvement from the
external stakeholders of the organization. The researchers have identified that one of the
principle of corporate social responsibility should be the participation and involvement of the
external stakeholders (final beneficiaries of corporate social responsibility activities) of the
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organization. The researchers propose this principle because we believe as final users or
beneficiaries of a CSR activity, total participation and involvement from the stakeholders in the
processes of a CSR activity for the community would ensure total commitment from the
stakeholders because they can identify what their community needs at a particular time and the
stakeholders can provide other relevant information on the programme the organization intends
to embark upon. It is also incumbent on the organization to identify the various groups (ethnic,
religious and others) within the communities to present their proposal to them and seek their
opinions on it before they embark on any activity or else their generosity will be in vain where
the stakeholder will refuse to utilize the CSR project. There are many of these situations in
Ghana where CSR projects have been left unused because the beneficiaries claim they were not
both involved and consulted in the processes of project or they did not need that project at the
time when it was constructed.

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Chapter 3
Company Overview - LEXMARK
3.1 A Global Technology Company
Lexmark has a long history of research and development focused on connecting unstructured
print and digital information across your enterprise with the processes, applications and people
that need it most.
We serve businesses of all sizes in over 170 countries and are unique in the breadth and depth of
the hardware, software and services that are the foundation of our solutions.
Creating Customers For Life
How do we do this? By knowing your business well and listening to you. We leverage our deep
industry experience and extensive technology ownership to assess your needs and create tailored
solutions that position you to exceed your customers expectations, drive financial performance
and promote future flexibility.
Social Responsibility Is Our Business
We operate our business in a manner that results in a better world from both a humanitarian and
ecological perspective. As we strive to maintain best practices for sustainability, Lexmarks
commitment to corporate social responsibility is global in reach, balancing economic,
environmental and social concerns.
Our respect for these principles applies within our own organization and as it relates to our
partners. We extend our commitment even further by developing solutions that enable our
customers to achieve their own sustainability goals.
3.2 Corporate Quick Facts

Founded in 1991 and quickly established as a top global provider of printing solutions

Headquarters: Lexington, Kentucky


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NYSE: LXK

Ranked 526 in the 2013 FORTUNE 1000

$3.8 billion in revenue in 2012, approximately 55% from international sales

2010-2013: Acquisition of Perceptive Software and seven of its companies vastly


expands Lexmarks offerings into a suite of hardware, software and services that provide
comprehensive content, process and output solutions.

3.3 Corporate Giving:


As outlined in the Lexmark Vision and Values, we strive to be good corporate citizens in the
communities where our employees live and work. Our commitment to local, national and global
communities is visible in the contributions of financial, product, and volunteer support to
organizations working to help meet the challenges and needs of modern society.
Our corporate giving focuses specifically on educational excellence, especially in the areas of
science, technology, engineering, and math (STEM), diversity, and employee volunteerism.
Lexmark contributes to schools and non-profit organizations that have tax-exempt status under
Section 501(c)(3) of the U.S. Internal Revenue Code.
We apply the same standards of excellence to our contribution and community support activities
that we use in our business operations.

Corporate Giving Policy:


Lexmark does not contribute funding or in-kind gifts to:

Organizations that practice discrimination by race, color, creed, sex, age, sexual
orientation, sexual identity, or national origin

Individuals (for scholarships, stipends, fellowships, etc.)


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Political, labor, fraternal, churches, or other religious organizations


Athletic teams, booster clubs, or sporting events other than those identified as key business
sponsorships (ex. PGA)

Recreational programs

Organizations operating out of private homes

University endowments or school alumni activities

Stipulations

Organizations can receive no more than one product donation per calendar year. All used
product is given on an as-is basis with no warranty.

Lexmark does not donate ink or toner cartridges supplies to meet ongoing needs.

Lexmark may at any time amend, suspend, or discontinue any aspect of its corporate
giving.

Organizations receiving funding are required to share their progress and evaluation
information with Lexmark through written status reports.

Product Donations
Requests for donations of product to qualified non-profit organizations will be considered on an
ongoing basis. Priority is given to organizations in which Lexmark employees serve as
volunteers.
3.4 Executive Profiles:

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Paul Rooke Chairman and CEO


Paul Rooke is chairman and chief executive officer of Lexmark International, Inc. He became
chairman of the Lexmark board of directors in April 2011 after being named president and CEO
and elected to the board in October 2010.
Previously, Rooke was an executive vice president of Lexmark and served as president of the
former Imaging Solutions Division (ISD) from July 2007 to October 2010. In that role, he was
responsible for meeting the needs of Lexmarks worldwide customers for inkjet printers, all-inone products, and related supplies and support, including development, manufacturing,
marketing and sales.
From December 1999 to July 2007, Rooke was president of Lexmarks former Printing Solutions
and Services Division (PS&SD). In that role, he was responsible for providing Lexmarks
worldwide business customers with products, supplies, software, solutions and services.
Rooke joined Lexmark at the companys inception in 1991 and has held various management
assignments, including president of Lexmarks division responsible for worldwide supplies
distribution, and vice president of worldwide marketing and U.S. sales in ISD (formerly named
Consumer Printer Division).
Rooke began his career with IBM in 1980 as a manufacturing engineer. In 1984, he came to
IBMs Lexington, Ky., facility as manager of Wheel printer automation. He worked in a variety
of diverse assignments for IBM, including manager of cost engineering, product planning and
assistant to the vice president of the Systems Printer Division.
Rooke holds a bachelors degree in mechanical engineering from the University of Michigan and
a masters degree in business administration from the University of Kentucky.
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Marty Canning - Executive Vice President and President, Imaging Solutions and Services
Marty Canning is an executive vice president of Lexmark International, Inc., and president of
Imaging Solutions and Services (ISS). He is responsible for meeting the needs of Lexmarks
worldwide customers for products, supplies, software, solutions and services.

Scott Coons - Vice President, Lexmark President & CEO, Perceptive Software
Scott Coons is a Lexmark vice president, and president and chief executive officer of Perceptive
Software, a stand-alone software business within Lexmark. Perceptive Software is a leading
provider of enterprise content management (ECM) software and solutions.

Ronaldo Foresti - Vice President, Asia Pacific and Latin America


Ronaldo Foresti is vice president, Asia Pacific and Latin America for Lexmark International,
with responsibility for marketing and sales activities in two of the fastest-growing markets in the
world.

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John W. Gamble Jr. - Executive Vice President and Chief Financial Officer
John W. Gamble Jr. is executive vice president and chief financial officer for Lexmark
International, Inc. In addition to corporate finance functions, he is responsible for Lexmark's
investor relations, information technology, strategy and development, and internal audit and
security functions.

Jeri Isbell - Vice President, Human Resources


Jeri Isbell is vice president of Human Resources for Lexmark International, Inc.

Robert J. Patton - Vice President, General Counsel and Secretary


Bob Patton is vice president, general counsel and secretary of Lexmark International, Inc. Since
June 2008, he has been responsible for the worldwide operations of the companys legal
department.

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3.5 Vision and Values:


We Are Lexmark
Our employees have defined our vision and values. We live these concepts every day. More than
mere words, these statements are truly a framework for how we operate:
Vision
We, the employees, are Lexmark - a dynamic, global information technology company.
We have a vision: Customers For Life. To earn our customers' loyalty, we must listen to them,
anticipate their needs and act to create value in their eyes.
We want to be known for reliability, flexibility, responsiveness, innovative products and services
and exemplary citizenship. Growth, longevity and financial success will naturally follow.
We will make this happen in an enriching environment of trust, cooperation and mutual respect.
Values
We, as Lexmark employees, will try to always act in a manner consistent with these values, and
will be open to give and receive advice to make our behavior consistent with them.
Customer Commitment
Customers are key - they should be the focus of everything we do. All our work should be
carried out with them in mind, whether they are internal or external customers. Customer
satisfaction is the top priority of every employee and the purpose of every job. Cost-effective,
ongoing achievement of customer satisfaction is the foundation of our business.
Employee Satisfaction
Our people are our future. We must strive to attain maximum employee contribution by valuing
our individual differences, helping employees to fully utilize their talents and be their best, and
fulfilling employee needs wherever possible.
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Corporate Wealth
We have accepted a responsibility to be effective stewards of all our shareholders' resources.
Through performance, everyone will be properly rewarded for his or her investment in Lexmark.
Corporate Citizenship
We are responsible to the communities in which we live and work, the environment, and to the
world community as well.
Mutual Respect
Mutual respect is the recognition of the equal worth of each individual, with full utilization of
our diverse backgrounds, interests, and strengths. Actions we take on behalf of Lexmark must
maintain the dignity of the individual. Likewise, every employee has the responsibility to
contribute to and protect Lexmark's assets, including its image and financial returns.
Integrity
Integrity means being honest, being fair, standing up for what you believe, and doing what you
say you will do.
Long-term Perspective
A long-term perspective is important to our success. As a daily priority, we will make decisions
to invest long term while managing short-term demands.
Excellence
Excellence is the performance of every task in a superior manner. We take pride in doing this
through accepting ownership, exceeding customer expectations and striving for continuous
improvement in everything we do - including our thinking, our daily work, and every product
and service.

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Chapter 4
Corporate Social Responsibility of LEXMARK Ltd

4.1 OVERVIEW
Sustainability has become one of those meaningful issues that periodically emerge that
cannot be dismissed as merely a trend.
Government agencies, businesses and individuals alike have embraced the concept in a much
broader sense than merely an economic one. Sustainability must beintegrated into human rights,
societal issues and perhaps most important, the environment. It is a generational issue perhaps
the major issue of our time.
At Lexmark, we operate our business in a manner that results in a better world from both a
humanitarian and an ecological perspective. We build products that positively impact all the
people our company touches and all those who touch our products. From the first glint of an
idea, to a products end of life; from our employees and their families, to our neighbors; from our
suppliers to our shareholders; from our political governments, to their citizens.
We believe that accessible and regular documentation of our efforts to be a responsible corporate
citizen is critical to improvement in our sustainability efforts. We are committed to transparency
in running our business as well as in the reporting of environmental and social progress. This
report addresses 100 percent of all GRI indicators including environmental, product, finance and
economics, society, human rights and labor.
We have identified five components of sustainability that, in particular, have substantial
materiality to our operations and this report is segmented by those components.
Measuring progress against and in the context of goals and objectives is an integral part of
Lexmarks management approach.
Lexmark is committed to honest exchanges and believes that exploration and dialogue relative to
these issues will result in advancing our efforts. We want to engage our stakeholders on every
level and we realize their input is relevant and beneficial. In support of this objective, this year
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we have changed our Corporate Social Responsibility report from a view-only PDF document to
one of considerable interactivity.
4.2 ENVIRONMENTAL AND SOCIAL JUSTICE POLICY
Lexmark Internationals commitment to environmental justice and corporate social
responsibility is simple and clear: we will constantly strive to develop responsibly designed
products and to set high standards across all areas of operation. We are good corporate citizens,
serving both our employees and our neighbors with the dignity and respect they deserve. Our
commitment will be proven through:

The way we design our products and services,

The way we manage resources,

The way we live and work.

We envision Lexmark to always be associated with a respect for human rights, safe work
conditions, and environmentally sound business practices, for our own organization and those
with whom we partner.
We invite you to view more specific and detailed statements of Lexmark's commitments to
environmental protection and social responsibility by utilizing the links at the end of this page.
The fundamental principles of the policy, however, are these.
1. Lexmark is committed to acting as a socially responsible company in our global
community. This means that we will fully comply with both the letter and the spirit of the
laws, rules and regulations of the countries and communities in which we operate.
2. Our operations include high standards of environmental performance to minimize
environmental impacts. We will continually monitor those standards to seek ongoing
improvement.
3. As we modify, develop or acquire facilities, we will incorporate environmental justice
issues into those processes. We will continually strive to minimize our environmental
footprint where we operate.
4. We maintain open and transparent communications with all stakeholders in our
operations, including stockholders, customers, employees and governments so that they
may contribute to our environmental justice success.
5. We respect the human rights and dignity of our employees, offering safe working
conditions and environmentally sound business practices. We recognize the critical
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importance of standards regarding freely chosen employment, child labor, discrimination,


harsh or inhumane treatment, minimum wages, working hours, and freedom of
association. We expect our business partners to do the same.
6. We strive to understand and respect the cultural values wherever we operate. Lexmark
will be a good corporate citizen and a good neighbor.
7. We operate under a clear and strong code of ethics at every level of the company. All
employees are expected to understand how they are to conduct business.
8. At Lexmark, diversity reflects our commitment as a company and as individuals to
embrace and apply the wealth of backgrounds, nationalities, cultures, experiences and
viewpoints of our employees, customers, suppliers and business partners in pursuit of
customer satisfaction and business success.
4.3 CORPORATE SOCIAL RESPONSIBILITY POLICY
Lexmark International, Inc.s Corporate Social Responsibility (CSR) activities are
fundamentally guided by the Lexmark Vision and Values the cornerstone of the corporate
character we have built at Lexmark.
Lexmark is committed to acting as a socially responsible company in our global community. This
means that we will fully comply with the laws, rules and regulations of the countries in which we
operate. It also means that we will go further by continually evaluating our business practices
using the principle of sustainability.
At the heart of sustainability lies the desire to maintain a balance between the economic,
environmental and social needs of our world today without compromising the opportunities of
future generations. We want Lexmark to always be associated with a respect for human rights,
safe work conditions, and environmentally sound business practices, for our own organization
and those with whom we partner.
Acting as pillars in our overall commitment to social responsibility are the following areas of
focus:
COMMUNITY INVOLVEMENT

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Lexmark strives to understand and respect the cultural values and laws wherever we operate.
Lexmark actively supports important initiatives in those communities where our employees live
and work. This commitment is visible in our contributions of financial, equipment and volunteer
support. Where feasible, we also maintain programs that encourage our employees to support
initiatives that are important to them.
CORPORATE GOVERNANCE AND ETHICS
Lexmark maintains extensive ethics and corporate governance structures. These include but
are not limited to the Board of Directors, Board Committees and Articles and By-Laws of the
corporation. We also actively communicate and enforce a detailed Code of Business Conduct for
all employees worldwide and provide numerous communication channels through which
employees, subject to local law, can report possible code violations.
DIVERSITY
Lexmark strives to value and respect the individual differences of our employees, customers
and business partners and is committed to achieving diversity in our global work force. We
believe that a diverse work force provides employees with a better place to work and our
company with a competitive business advantage. The company actively seeks out and
implements programs designed to foster mutual respect and achievement of personal success,
striving for each individual to reach their full potential.

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Corporate Social Responsibility of

ENVIRONMENTAL RESPONSIBILITY
Lexmark works diligently to develop and implement industry-leading environmental
practices that relate not only to our products, but to everything we do, everywhere in the world.
We focus these efforts through the Lexmark Environmental Program, which has three main areas
of concentration:
o The way we design our products and services
o The way we manage resources; and
o The way we live and work.
HEALTH & SAFETY
Lexmark endorses the principle that the quality of products and services, consistency of
production and workers morale are enhanced by a safe and healthy work environment. Lexmark
maintains health and safety programs for its facilities around the world and assists our first-tier
suppliers in developing programs appropriate to their facilities.
HUMAN RIGHTS AND LABOR STANDARDS
Lexmark is committed to upholding the human rights of workers and to treating them with
dignity and respect as understood by the international community. The companys commitment
includes adhering to and recognizing the critical importance of standards regarding freely chosen
employment, child labor, discrimination, harsh or inhumane treatment, minimum wages, working
hours, and freedom of association.
SUPPLIER REQUIREMENTS
Lexmark works with our suppliers to help them treat their workers and employees fairly and
with dignity and respect, maintain safe working conditions, and conduct manufacturing activities
in an environmentally safe and responsible manner.
This statement and the principles upon which it is based were developed with guidance from
many sources, including but not limited to the Global Reporting Initiatives Sustainability
Reporting Guidelines, the Electronic Industry Code of Conduct, and the U.N. Global Compact.
CONTINUING EDUCATION AND CAREER ADVANCEMENT
Lexmark encourages professional and personal growth for each employee and supports
continued education as a way to help employees become more effective in their current positions
and develop skill sets for future positions. Development opportunities are based on employees
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development plans that highlight their career goals, interests, strengths and development areas,
both short term and long term. Employees are encouraged to find a mentor, in addition to
utilizing their manager, to provide guidance and support to their growth efforts.
Continuing education opportunities include a tuition reimbursement program. The requirements
and benefits vary by location, but provide financial assistance to employees who wish to
continue their education by attending undergraduate or graduate courses. Additionally, funding
for external training programs varies by location and is provided to develop employees skills,
knowledge and ability.
Internal learning opportunities include extensive training in technical and business skills
delivered both at the corporate level and through resources within various business areas.
Learning occurs through instructor-lead courses and 24/7 via iLearn, Lexmarks worldwide
online learning platform, which offers extensive libraries, including proprietary offerings. At the
corporate level, leadership training and participation in such company-wide development
programs as operational excellence and change management are offered.
All employees are required to complete the "Code of Conduct," "IT Security" as well as various
required learning courses based on location every year. Additional examples of course offerings
include Global Teamwork courses to help employees understand and work more cohesively
together in an international environment as well as on boarding,
And open enrollment sessions to learn more about the business. In the U.S, new managers are
required to attend at least 24 hours of training with similar programs being offered worldwide.
Lexmarks Educational Leave of Absence allows employees with at least two years of regular
employment, and who have demonstrated professional ability and potential, to enhance their
educational experiences and resume for their benefit as well as Lexmark's. Approval is based on
the relevance of the study program to Lexmark's goals and interests, academic and work records
and the business needs at the time of the proposed Educational Leave. The duration of an
Educational Leave depends on the time required to complete the approved course of study, but is
typically no more than four years.
All of our regular, worldwide employees work with their managers to create performance
management objectives that support department, division and company goals. Success criteria
are established for each objective. Employees then use a system-based, multi-rater feedback tool
and other forms of data gathering to solicit feedback on their performance against their
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objectives. Eighty-five percent of Lexmark employees participate in this process. The 15 percent
that do not participate in this process are hourly workers in two plant locations and do not have
access to the system containing the multi-rater tool. These employees use site-specific processes
and tools to set and review performance expectations. Managers and employees have
performance progress discussions at the end of each performance period.
A) ENVIRONMENT
As a global corporate citizen, Lexmark is sensitive to global ecological issues. We are
committed to being a responsible neighbor and employer.
Lexmark has identified three areas in which our company has ecological impacts - customer,
operations and community. We have taken substantial and dramatic steps in product recycling,
water conservation and reforestation initiatives that move us closer to our goals and aspirations.
Implementing good management practices helps us reduce our environmental impact.
Significant financial resources are dedicated to efforts that reduce the environmental impact of
our operations and result in the development of environmentally preferable products. Lexmark
spends millions of dollars annually on environmentally beneficial facility upgrades, the
development of environmentally beneficial technologies and supporting programs that improve
the environment where we live and work.
CORPORATE ENVIRONMENTAL, HEALTH AND SAFETY POLICY
All Lexmark employees are required to know the environmental impacts of their jobs. They
are trained in the corporate environmental policy as well as job-specific environmental issues
during new-employee training and during annual refresher courses. Training records are
managed by on-site Lexmark personnel who confirm that employees maintain the level of
training prescribed in their job descriptions.
Lexmark conducts its business in a manner that supports environmental justice. Lexmarks
environmental justice efforts are guided by the principles of the United Nations
Global Compact (UNGC) and the Electronics Industry Code of Conduct (EICC). This
commitment is reflected in our corporate environmental policy, which states:
Lexmark is committed to sustainable excellence in all our business activities, products and
services. Through continual improvement in our environmental, health and safety programs,
Lexmark is committed to:

Be an environmentally responsible provider of high-quality products and services


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Corporate Social Responsibility of

Be a good environmental steward, preserving and protecting our natural resources and
practicing pollution prevention

Be a responsible neighbor and employer, committed to compliance with relevant


environmental, safety and health regulations, laws and other criteria to which Lexmark
subscribes

Be a provider of safe and healthy workplaces Lexmark senior management is responsible


for this policy and its scope, for communicating it and ensuring its implementation.
Lexmark managers are responsible for integrating these commitments into their decisionmaking processes and operational practices with objectives to measure and improve
performance. All employees are expected to conduct themselves in a manner consistent
with this policy.

B) ENERGY USE AND GREENHOUSE GAS EMISSIONS


Utilizing a wealth of talented people and our financial resources, we have become a leader in
the area of environmental stewardship, product design and efficient operations. Lexmark has
made a commitment to reduce the consumption of natural resources at all our leased and owned
manufacturing facilities, research and development facilities and office spaces worldwide.
Lexmark tracks greenhouse gas emissions as well as usage of natural gas, fuel oil, diesel,
gasoline and electricity using the Greenhouse Gas Protocol methodology. Lexmark has
established the following corporate goals to guide our energy-conservation efforts.
LEXMARK'S GOALS

LEXMARK'S PROGRESS

Lexmark established three long-term, While there is still much work to do, Lexmark
waste-management

goals

for

the has

made

significant

progress

toward

achievement of these goals.

corporation.
Reduce greenhouse gas emissions by

Reduced

total

greenhouse

gas

emissions by 29 percent from 2005 to

20 percent (2005-2017)
Achieve a 20-percent reduction in
electricity

consumption

for

headquarters,

manufacturing

and

2011
Reduced

total

annual

energy

consumption by 16 percent compared


to baseline year 2007

development (2005-2017)

Reduced direct energy consumption by


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Corporate Social Responsibility of

eight percent between 2007 and 2011


Reduced indirect energy consumption
by 20 percent from 2005 to 2011

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C) WATER MANAGEMENT
LEXMARKS COMMITMENT TO WATER CONSERVATION AND PROTECTION:-

LEXMARK'S GOALS
Reduce water usage 20 percent
(2005-2017)

Complete Lexmark's six-point


water conservation plan by the end
of 2017

LEXMARK'S PROGRESS
Achieved a 39-percent reduction in
water usage versus baseline year
2005

Exceeded our goal of reducing


water usage by 20 percent by 2017

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Corporate Social Responsibility of

WATER USAGE
The manufacturing and research and development operations that take place at Lexmarkowned and leased facilities have a substantial impact on the companys water consumption. This
usage varies somewhat with product demand, but is relatively stable. Lexmark uses water for
three purposes: manufacturing and development, sanitation and HVAC.
Lexmark water usage is also driven by the need to control temperature. As external temperatures
rise, we use more water in our HVAC systems to cool our facilities. We cannot control the
underlying primary variable in our cooling-driven water usage external temperature. We must
therefore aggressively monitor, control and reduce water usage where opportunities exist.
Lexmark has undertaken numerous initiatives at facilities worldwide to reduce consumption of
water including installing more efficient HVAC systems and improving the efficiency of existing
HVAC systems, installing low-flow plumbing fixtures, desert-scaping (sometimes referred to as
xeriscaping) and reusing process water in manufacturing facilities.
By the end of 2012, Lexmark plans to have recently spent nearly $2 million upgrading Lexington
headquarters underground city water piping systems to reduce leakage and improve reliability.
We have made a commitment to track and reduce the consumption of natural resources at all our
leased manufacturing facilities, research and development facilities and office spaces worldwide.
Lexmark has established the following corporate goals to guide our water conservation efforts.
Lexmark total water usage (as purchased from local utility providers) is shown in the Total Water
Usage chart. We have achieved a 39 percent reduction in water usage versus baseline year 2005.
This exceeds our goal of reducing water usage by 20 percent by 2017.
This year's reduction can be attributed to milder summers in North America and improved
control of cooling tower chemistry, which in the first year alone resulted in a 28 percent
reduction in blow down at headquarters. Also aiding in the reduction was the finding and
repairing of underground leaks and an increased reuse of water in Cebu, where there was a
significantly large increase in recovered water at LIPI between 2010 and 2011 and an even larger
decrease in reported total water use for the same period.

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Some of this usage reduction can be attributed to the reuse of water. Lexmark reuses water in our
manufacturing facility in Lapu-Lapu City, Philippines and in Boulder, Colorado. Our facility in
Lapu-Lapu City collects used water and condensate from the air conditioning system in a nonpotable water cistern. This water is later used for flushing toilets and for irrigation. The LapuLapu City facility reused 17,110 m3 of water in 2011. Similar reuse takes place in Boulder. That
facility collected and reused 15,142 m3 of water in 2011. Reused water accounts for nearly five
percent of Lexmark's total water use, not including unmetered rain water.
WATER CONSERVATION PLAN
Unpredictable temperatures and fluctuations in production result in positive and negative
changes in Lexmark's water usage. To help control this, Lexmark implemented a six-point water
conservation plan in 2009. This plan will help us achieve more significant, controllable and
sustained reductions in water usage going forward.
Increased water use in 2010 versus 2009 resulted from an abnormally hot U.S. summer, the
economic recovery driving increased production and the increased scope of reporting to include
China and Perceptive Software.
Goal

Reduce
Consumption(Intentional
use of water)

Projects

2011 Progress

Install low-flow plumbing


fixtures
in
all
new
construction
and
replace
outdated plumbing fixtures
with
low-flow
plumbing
fixtures
during
remodels/repairs

Aged
existing
plumbing
fixtures were replaced by
sensor operated and low flow
fixtures at Headquarters in
2010 and 2011.

Upgrade water consuming


facilities
equipment
to
improve
water
usage
efficiency

Lexmark, in partnership with


GE Water and Process
Technologies, cooling tower
water
controls
improved
control of cooling tower
chemistry, resulting in fewer
purges and a 28% reduction in

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Corporate Social Responsibility of

the amount of water lost to


purges/blow downs.

Reduce losses due to leaks


from main pipes

In the first quarter of 2011, a


significant
leak
in
an
underground main and several
other smaller leaks were
identified and repaired.

Reduce losses due to


plumbing leaks

In the first quarter of 2011, a


significant
leak
in
an
underground main and several
other smaller leaks were
identified and repaired.

Reduce Losses (Accidental


use of water)

Education

Complete at
least
one Lexmark has made special
employee
education efforts through Lexmark's
communication on water internal web site and signage
conservation per geography posted
throughout
our
per year
facilities to educate internal
facilities team members and
facilities contractors about
water
conservation
appropriate to their jobs.

Designated employee at each


facility to keep abreast of new
water
conservation
opportunities and technology

Lexmark personnel at each


manufacturing facility have
been
assigned
this
responsibility

D) TREE PLANTING
With the aim of having a sustainable water resource available for Cebu, where LIPI and
LRDC have facilities, a Buhisan Watershed and Forest Reserve enhancement planting activity
was conducted.
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Corporate Social Responsibility of

Employees from different department areas of LIPI and LRDC participated in this activity and
they were able to plant over 3000 seedlings of native trees. Lexmark employees in the
Philippines have sponsored annual mangrove reforestation activities since 2002.
NATURE CONSERVANCY TREE PLANTING
It took approximately 25 million pieces of paper to do necessary testing before launching our
new Office Edge Series of business inkjet MFPs. To replace 25 million pieces of paper, we
would need to re-plant approximately 3,000 trees. We are working with the Nature Conservancy
to replant 6,000 trees in a nature preserve in Garrard County so that we will more than offset the
impact.

LEXMARK SUPPORTS LAND AND BIODIVERSITY THROUGH OUR

CUSTOMER ENGAGEMENT:
o REFOREST THE BLUEGRASS
The 12th annual Reforest the Bluegrass event, co-sponsored by Lexmark, was held at Liberty
Park in Lexington. Lexmark volunteers helped to replace trees that have been lost to disease and
storm damage. Over the years, our employees have volunteered and contributed to the planting
of more than 200,000 tree seedlings.
o CANE RUN CLEANUP
Again, in 2011, Lexmark volunteers helped collect trash along the banks of Cane Run Creek in
Lexington. In addition, our employee-volunteers helped haul away invasive and undesirable
honeysuckle.

WASTE MANAGEMENT
Lexmark is committed to disposing of waste generated by our facilities in a responsible
manner. The Companys waste generation and disposal figures over the past several years are
indicative of the level of progress we have made toward our waste reduction goals.

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Corporate Social Responsibility of

LEXMARK'S GOALS

Lexmark established three long-term, waste-management goals for the corporation.


Achieve a 20 percent reduction in waste generated (2007-2017)
Achieve a 25 percent improvement in the amount of waste that our plants currently recycle

(2007-2011)
Achieve a 30 percent increase in hardware collection and recycling by 2014 as compared to
baseline year 2007 per unit sales

LEXMARK'S PROGRESS

Lexmark Lexington has already exceeded its quantitative waste goal by reducing hazardous waste

by 61 percent since 2009.Further reductions are ongoing.


Lexmark achieved a 24 percent improvement in the amount of waste that our plants currently

recycle from 2007 to 2011, just shy of our 25 percent goal.


Lexmark is moving toward its goal of 30 percent increase in hardware collection. From 2010 to
2011 Lexmark increased its hardware collection rate by 48 percent putting Lexmark back on track

to achieve its goal by 2014.


Expanded coverage of electronic recycling programs in Canada increased Lexmarks hardware
collection rate by 50 percent in 2011.

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Corporate Social Responsibility of

4.4 PRODUCT LIFE CYCLE


To clearly understand the environmental impact of our printers, Lexmark examines each
phase of a product's life, from manufacturing to end-of-life, using a product Life Cycle
Assessment (LCA).
We use the standardized LCA to analyze our products in accordance with the ISO 14040 and ISO
14044 methods. We also commissioned LCA studies on our laser and inkjet products to thirdparty environmental companies. The LCA studies were performed in compliance with ISO 14040
and ISO 14044, including an independent review.
The study measured our products environmental impact on multiple indicators, in accordance
with a methodology established in 2002 by the Institute of Environmental Sciences, Leiden
University, in the Netherlands. Some of the environmental indicators measured include the
following.

Nonrenewable resource depletion (abiotic depletion)


Nonrenewable primary energy
Global warming and climate change (carbon footprint)
Water footprint

The LCA studies provided a realistic, data-based assessment of tradeoffs in product design,
manufacturing, transportation, end-life and the potential to make system-wide improvements.
Lexmark incorporates the LCA results into our product design process to develop sustainable
products that combine high standards of performance, efficiency and environmental sensitivity.
Lexmark commissioned LCAs for several of our products in 2011, including the Lexmark
X544de laser MFP, and the Lexmark Office Edge Pro 5500 and Lexmark Genesis inkjet printers.

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The LCA for the Lexmark Office Edge Pro 5500 indicates that the main environmental carbon
and water footprint results from the printers use phase; the 40 percent of the carbon footprint
and 85 percent of the water footprint result from paper consumption during printing.
The LCA for the Lexmark Genesis indicates that, like the Office Edge Pro5500, the main
environmental carbon and water footprint results from the use phase; 16 percent of the carbon
footprint and 67 percent of the water footprint result from paper consumption during printing.
The 200 series cartridges for the new Office Edge printers announced in 2012, improve upon the
environmental benefits seen with the introduction of the Lexmark Vizix inkjet technology. A life
cycle assessment of the Vizix cartridges determined a 30 percent reduction in the carbon
footprint compared to the previous integrated inkjet cartridges. The new 200 series cartridges
provide an additional 50 percent carbon footprint reduction on a per-page basis.
CARTRIDGES FIND NEW LIFE AS INK PENS
The worlds first pen made almost entirely from materials recovered from end-of-life inkjet
cartridges.
Conserving our planets natural resources is a key sustainability challenge as the world
population and economy continue to grow. According to the World Business Council on
Sustainable Development, natural resource consumption is expected to rise to 170 percent of the
Earths bio-capacity by 2040*. This makes the recycling and reuse of products more urgent than
ever before. At Lexmark, we recognize this challenge and, since our founding in 1991, have been
dedicated to providing our customers with free and easy ways to return their used Lexmark
supplies to us for responsible end-of-life management.
With the help of our customers, Lexmark continues to make excellent progress in keeping
cartridges out of landfills so that these products can be recycled or reused, reducing the need for
new raw materials and helping to preserve our environment.
RESOURCE CONSERVATION THROUGH RECYCLING AND REUSE
Not only does the Lexmark Cartridge Collection Program help reduce waste to landfill, but it
also conserves natural resources in conjunction with our recycling program. When managing the
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Corporate Social Responsibility of

end-of-life for the empty cartridges our customers return to us, Lexmark always aims to be at the
top levels of the standard environmental hierarchy.
At the bottom of the hierarchy is landfill disposal, the least desirable option. At the highest levels
are recycling and reuse, which produce the greatest sustainability benefit for the environment. In
order to consistently "push up" this environmental hierarchy, Lexmark follows a zero-landfill
policy for all of the empty cartridges that we collect and 100 percent of the empty cartridges
returned to Lexmark are either reused or the material is recycled.
Our ultimate goal is to give as many cartridges as possible a second life through materials reuse.
Since 1996, Lexmark has reused over 31 million pounds of recovered cartridge material by
converting millions of empty toner cartridges into Lexmark Certified Reconditioned toner
cartridges. The eligible empties that we collect are disassembled, cleaned, and critical
components are replaced with genuine Lexmark components. Each reconditioned cartridge is
tested to assure high-quality output and reliable performance.
Between 2004 and 2011, Lexmark was able to achieve a more than threefold increase in the
absolute amount of cartridge materials reused through our collection program by continually
optimizing our collection and remanufacturing processes. In doing so, we have been consistently
moving up higher in the environmental hierarchy. Lexmark toner cartridges that cannot be
successfully reconditioned are de manufactured using a process that maximizes materials
recovery for use in secondary products.
In 2011 alone, we recycled or reused more than10,000 metric tons of plastic, metals and
packaging. Conserving these materials for reuse in cartridges and other products translates into
fewer raw materials that need to be mined or extracted, reducing the impact on the environment.
END-OF-LIFE MANAGEMENT: TONER CARTRIDGE CARBON FOOTPRINT
Lexmark extensively utilized Life Cycle Assessments (LCA) in 2011 to better understand the
environmental impact of our cartridges and as a guideline when considering potential product
and process design improvements. An LCA is designed to evaluate the environmental impact of a
product throughout its lifetime from raw materials extraction, production, distribution and use,
to end of life.
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Corporate Social Responsibility of

These studies demonstrate just how significant the benefit to the environment can be by
recycling a used toner cartridge through the Lexmark Cartridge Collection Program (LCCP). The
Lexmark LCA cartridge studies performed by a third party in accordance with the ISO 14040
and 14044 guidelines for LCA, demonstrates that sending a used Lexmark toner cartridge back
to Lexmark for recycling, as opposed to discarding it in a landfill, reduces the overall carbon
footprint of those cartridges studied by up to 50 percent (excluding paper consumed during the
use phase).
USE OF POST-CONSUMER RECYCLED CONTENT
In 2011, Lexmark continued its use of post-consumer recycled plastics in the manufacture of
certain new toner cartridges. The Lexmark toner cartridge product line contained, on average, 10
percent by weight of post-consumer recycled plastic. In some models, the post-consumer
recycled content of newly molded plastic components can provide up to 28 percent by weight of
the plastic used.
4.5 HUMAN RIGHTS - EMPLOYEE RIGHTS
Lexmark is committed to providing a work environment free from harassment or discrimination
based on race, color, religion, gender, sexual orientation, gender identity, national origin, age,
disability, veteran status, or for any other unlawful reason. This policy is driven by Lexmark's
respect for the dignity of the individual and commitment to treating all persons equitably. We
investigate all credible complaints of discrimination brought to the attention of management and
deal with them in an expedient and non-retaliatory manner. Employees who are found to have
engaged in harassment or discrimination according to the terms of this policy, or to have misused
their positions of authority in this regard, are subject to immediate disciplinary measures, up to
and including dismissal.
Like Lexmark, Perceptive upholds the human rights of its employees and treats them with
dignity and respect as understood by the international community. Perceptive closely monitors its
operations to ensure that adherence to accepted standards regarding freely chosen employment,
child labor, discrimination, harsh or inhumane treatment, minimum wage and freedom of
association. Perceptive has not been cited for any human rights violations.
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Corporate Social Responsibility of

Lexmark adheres to the conventions of the International Labour Organization (ILO) that aim to
promote workers' rights, fair employment opportunities and unimpeded channels of
communication among employees. Lexmark honors its employees free choices and complies
with all state and federal workplace laws and guidelines, including those associated with labororganizing activities. Lexmark has not identified any operations where employee rights to
exercise freedom of association of collective bargaining may be at risk.
Other ILO and United Nations Global Compact (UNGC) initiatives include the abolition of
forced labor, the freedom of association and the prohibition of child labor. These initiatives are
discussed in Lexmark's Supplier Code of Conduct to which Lexmark and applicable Lexmark
suppliers are bound. The Supplier Code of Conduct also discusses Lexmarks policy on Freely
Chosen Employment. The Company has not found any of its operations to have significant risk
for incidents of forced or compulsory labor or child labor or young workers exposed to
hazardous work.
No Lexmark employees are represented by collective bargaining units. Works Councils are
established at certain of Lexmark's European locations which, on behalf of employees, require
employers to provide company information for review and to engage in consultation on certain
company decisions.
All of Lexmark's security personnel including contracted security personnelhave been trained
in the organization's policies on, or specific procedures for, human rights issues and their
application to security.
In our experience, open communication and direct engagement between workers and
management are key factors in resolving any workplace issues. Whenever possible, Lexmark
provides employees several weeks notice of significant operational changes that could
substantially affect them.
Lexmark has not identified any incidents involving indigenous rights among the organization's
own employees or in communities near existing operations that are likely to be affected by
planned or proposed future operations.

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Corporate Social Responsibility of

EQUAL EMPLOYMENT OPPORTUNITY (EEO)


Lexmark is committed to equal opportunity in all areas of our operations. All Lexmark
business activities and employment-related activities are administered without regard to race,
color, religion, gender, sexual orientation, gender identity, national origin, disability, age or
veteran status.
Lexmark does not have a global policy for granting preference to local residents when hiring in
significant locations of operation. However, most employees at each location are local hires and
have continuing education opportunities to develop skills for job advancement. We also have a
geographic transfer training program that gives employees the opportunity to transfer locations
for a few weeks or for as long as a few years.
Lexmark currently requires training on the human rights aspects of EEO and Affirmative Action
which is part of the 40 average hours of training per manager. Starting in 2011, all new Lexmark
employees were required to review the supplier code of conduct, which addresses EEO and
aspects of human rights relevant to operations.
We investigate all credible complaints of discrimination brought to the attention of management
and deal with them in an expedient and non-retaliatory manner. In the interest of privacy and
respect for legal limitations, Lexmark cannot disclose information about specific cases. Actions
taken in response to incidents include reviewing the incident as well as the development and
implementation of remedial plans.
EMPLOYEE HEALTH AND SAFETY
The health and safety of Lexmark employees is of paramount importance to company
management. We strive to offer places of work that are free from unsafe equipment, situations
and practices and monitor facilities for safety issues on an ongoing basis. All of our main
locations, including Boulder, Lexington, Budapest, Cebu and Jurez have safety committees

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Corporate Social Responsibility of

comprised of Lexmark employees. The members of these committees represent the interests of
all workers.
Occupational Health and Safety Advisory Services (OHSAS) is a multidisciplinary organization
with expertise in a comprehensive range of occupational health and safety skills. OHSAS 18001
is a voluntary standard that guides organizations in establishing health and safety management
systems for their businesses. All Lexmark-owned and leased manufacturing facilities in Boulder,
Colorado; Cebu, Philippines; Lapu-Lapu, Philippines; Lexington, KY; and Jurez, Mexico, have
received OHSAS 18001 certification. To assure our facilities are ISO 14001 and OHSAS 18001
certified, Lexmark spends up to $10,000 per facility for fees related to that certification.
The effectiveness of Lexmark's Safety Program is determined by OHSAS 18001 objectives and
targets as well as internal audits and top management reviews of our safety management system.
These audits and reviews are conducted in conjunction with the conformance audits required as
part of OHSAS recertification. We use both audits findings to improve our internal processes
and promote best practices across our operations. Lexmark employees are involved in setting the
objectives for our health and safety management systems.
All Lexmark facilities are guided by the Companys Corporate Environmental, Health and Safety
Instructions, which define the essential programs that each facility must manage in order to meet
the objectives of our health and safety policies. It is mandatory to develop written programs that
assure legal and regulatory compliance has been adequately addressed. Any changes to health
and safety procedures are communicated to all applicable employees through bulletin boards,
internal Web site postings, electronic communications, handbooks and meetings with managers.
Lexmark has corrective and preventive-action teams that work with responsible personnel to
monitor and report on progress and determine if actions are completed. Internal audit teams
determine the effectiveness of actions taken to address nonconformities with the Health and
Safety Management System.
All employees and contractors receive health and safety training and are encouraged to report
concerns about health and safety issues. This training includes policy and is provided in stand-up
classrooms, online courses and on the job, depending on which best fits the need. Training

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requirements are determined by health and safety program managers as well as employees' direct
managers and are based on job requirements, equipment and materials used, regulations and
other factors. Lexmark does not have workers who are involved in occupational activities that
have a high incidence or high risk of specific diseases.
Safety performance of subcontractors is reviewed during initial contract discussions. The
subcontractors must have proof that their employees are properly trained and aware of all health
and safety aspects of the jobs they will perform on behalf of Lexmark.
Compliance and safety teams conduct audits and inspections on a regular basis with all aspects
of the health and safety management systems covered in these activities. Findings are
documented, entered into the corrective and preventive action system and tracked to ensure
actions are completed in a timely fashion. Follow-up inspections verify completion and
effectiveness of the actions taken. Best-practice measures are then implemented in other areas or
sites.
Each Lexmark manufacturing and development facility is required to maintain an emergency
preparedness plan as well as an emergency response team. One feature of emergency
preparedness training is an icon on Lexmark's internal Web site that will play audio of the
different tones of a fire alarm and a tornado warning.
CUSTOMER SECURITY AND PRIVACY
The Internet has become a major portal for Lexmark and its customers to interact. Customers and
prospective customers use Lexmarks Web site for a multitude of reasons.

To research Lexmark products, solutions and service offerings


To buy products directly from Lexmark online or find where to buy them through

partners
To register a product purchased from Lexmark for warranty purposes
To get help for resolving a product issue; either unassisted help via the Lexmark
Knowledge Base or assisted help from a Lexmark Support Representative

During these transactions, Lexmark may ask customers for the following personal information:

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First and last name


Title and company name
Home, billing, or other physical address (including street name, name of a city or town,

state/province, postal code)


Credit card number
Email address
Telephone number
Online account ID and password
How products are used in their home or business
Whether or not they want future contact from Lexmark (marketing materials, special
offers and promotions, etc.)

Lexmark takes the privacy of personal information provided by our customers very seriously. We
are happy to report that we have had no customer complaints regarding breach of personal
information collected via Internet marketing and sales activities.
Prior to October 2009, Lexmark outsourced the Web store to a third-party channel partner, which
administered the store and collected the personal information necessary to complete sales
transactions. We have not received any customer complaints for breach of personal information
by the third party.
SECURITY OF CUSTOMER INFORMATION
To protect against unauthorized access, misuse, disclosure or alteration of personal
information, Lexmark employs appropriate physical, technical and administrative security
measures. Physical security is designed to prevent unauthorized access to database equipment
and hard copies of documents. Electronic security measures, such as firewalls, access restrictions
and encryption, provide protection from hacking or other unauthorized access. Lexmark limits
access to personal information to those persons in our organization, or agents of Lexmark, who
have a specific business purpose for maintaining and processing personal information and data.
Lexmark regularly reviews privacy compliance.

4.6 SOCIETY
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Lexmark sells its products in over 170 countries around the globe and has facilities or offices
in more than 70 of those nations. Such a broad footprint makes it imperative that our operations
have a positive effect on the citizens of those communities in which we do business.
We strive to be a company that people welcome into their community; the kind of company
theyd want to work for a company that cares. Charitable giving, volunteerism, educational
support and commitment to diversity are part of the culture at Lexmark. Those commitments are
not only good for society, but the goodwill they generate is beneficial to Lexmark.
The need for societal contribution is ongoing and we continually seek opportunities to improve
in this area. In this section, we document our efforts to have a positive social impact and discuss
some of our plans for future initiatives.
LEXMARK'S IMPACT ON OUR COMMUNITIES:
WHERE WE DO BUSINESS
Lexmark products are sold in more than 170 countries. Lexmark owns or leases 7.4 million
square feet of various types of facilities worldwide and operates sales offices in more than 70
countries. We have three manufacturing centers in Boulder, Colorado, Jurez, Mexico and LapuLapu City, Philippines. Lexmark has programs and policies in place that guide our decision
making and operations prior to entering a community, while we are operating in a community
and as we exit a community. These programs and policies help to ensure that our impact on the
communities we inhabit is positive.
PRIOR TO ENTERING A COMMUNITY
Lexmark carefully considers potential social and environmental impacts of doing business in all
locations before building or opening a facility in a community. Our Corporate Real Estate and
Facilities Team conducts assessments of all proposed locations, taking into consideration, among
other things, the potential for severe weather such as floods or tornadoes, the proximity,
availability and reliability of police and fire departments, local crime statistics, government
stability and our operations potential impact on local utilities and ecosystems.

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Whenever possible, we choose to do business in locations that have stringent environmental,


safety and labor regulations in place that protect the environment and local residents as well as
assist Lexmark in compliance. The environmental screening tools and checklists used by
Lexmarks Corporate Real Estate and Facilities Teams have been recently updated with new
guidance criteria to ensure that Lexmark sites are as energy efficient as possible from the start.
Whether Lexmark builds a new building or chooses to lease an existing facility, our preference is
to do so in a previously industrialized area. That choice precludes the deforestation and habitat
destruction that comes with building in undeveloped areas. It also offers the benefit of locating
our operations near the homes of employees, thereby reducing commuting time and distance
which in turn increases employee transportation options (walking, biking, public transportation).
WHILE OPERATING IN A COMMUNITY
While Lexmark does not have a global policy for granting preference to local residents when
hiring in significant locations of operation, most employees are members of the local community
and are offered educational and skill-development opportunities. We also offer transfer programs
where employees in one region may go to another to train for a job for a few weeks to as many
as a few years.
Lexmarks presence has positive impacts on the economies of the communities surrounding our
locations through our efforts to provide above-average employee compensation and use of local
resources where possible. A significant portion of Lexmark employees including those in the
United States, Mexico and the Philippines work in locations that have minimum-wage rules.
Lexmark is committed to rewarding our employees for their hard work. Lexmark and its
subsidiaries around the world offer salaries and benefit plans that are highly competitive in each
of the countries in which we operate. Plans are benchmarked frequently to ensure that
compensation and salary levels remain competitive and allow us to attract and retain employees
in each region. These efforts to provide above-average employee compensation have a favorable
economic impact on the markets in which we do business.
The patronage of Lexmark and its employees increases business for local utility companies,
service providers, restaurants and retailers. The corporate taxes paid by Lexmark and additional
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Corporate Social Responsibility of

wage taxes paid by our employees help support local governments and schools. These impacts
are quantified in terms of dollars spent. For example, highlights of Lexmarks economic impact
on Lexington, Kentucky, in 2011 are: 4,826 trips in and out of Lexington's Blue Grass Airport,
producing $3.9 million in airfares.2,839 overnight Lexington hotel stays valued at
$305,369.3,167 Lexington car rental days generating $117,053 in fees.
Average salary of $99,080 for Lexington and surrounding area residents. More than $329 million
in local wages contributing nearly $7.5 million for local government and public schools.
Lexmarks commitment to its communities, including contributions of equipment, volunteers and
financial support to social organizations, can also be quantified. Volunteer hours for 2011 were at
an all time high due to the tremendous volunteer efforts of Lexmark employees as part of the
company's 20th anniversary celebration. The total number of volunteer hours exceeded 140,000
hours of service at more than 212 non-profit organizations.
Lexmark has not conducted a formal community needs assessment, but based on feedback from
local citizens, charities and governments, needs and requests are addressed when reasonably
possible.
MAKING DECISIONS TO EXIT A COMMUNITY
Over the past several years, business needs, including a changing product portfolio and demand
for increased operational efficiency, have resulted in the geographical movement of some
Lexmark operations. The obsolescence of a particular type of inkjet cartridge, for example,
necessitated the closure of the Lexmark facility in Chihuahua, Mexico that manufactured that
component. This, in turn, created an increased production burden on the Lexmark facility in
Cebu, Philippine, that manufactures the new type of cartridge.
Recent plant closures have included an inkjet facility in Scotland (2006), inkjet supply
manufacturing facilities in Jurez, Mexico (2007) and Chihuahua (2008) and a circuit assembly
facility, also in Jurez (2009).
Communities experiencing losses have had to deal with increased unemployment and a
decreased tax base. Lexmark takes care to reduce the impact on the locations that experience
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those losses. When exiting buildings, we ensure that the locations are clean and secure. We make
every possible effort to avoid leaving an unoccupied building and we comply with all local laws
to ensure that employees and local governments are given notice of imminent changes and
assistance in their efforts to secure new employment, in some instances, even offering some nonexempt employees the opportunity to continue their employment with us at other Lexmark
facilities.
While there are no standard metrics that can be used to gauge the effectiveness of these efforts,
we have seen evidence that these initiatives have eased negative impacts.
Lexmarks inkjet facility in Chihuahua was purchased by a developer who went on to lease this
facility to a manufacturer. In transitioning this property to another manufacturer, Lexmark
ensured that the existing building was not left unoccupied and the new occupant offered
employment opportunities to laborers in the area.
When leaving an area, Lexmark is proactive in assisting employees in finding new employment
in their community. The Scottish Governments Partnership Action for Continuing Employment
(PACE), posted the following on its Web site with regard to Lexmarks closing of the Lexmark
facility in Scotland.
Lexmark has been in Rosyth for 10 years and employed some 700 staff in the production of
printer cartridges. Due to a downturn in demand and company restructuring, the decision was
reluctantly taken to close the Rosyth operation. "From the outset, Lexmark was extremely
proactive and, prior to meeting the representatives of the PACE team, had set up a well resourced
Job Shop. "Due to the publicity over the closure and successful marketing by both Lexmark Job
Shop staff and Jobcentre Plus, employees were made aware of over 1500 vacancies. These
covered a wide spectrum of opportunities including engineering, call centre work and care
vacancies.

FINANCIAL AND IN-KIND CONTRIBUTIONS


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Commitment to Corporate Giving


Lexmarks commitment to its communities takes tangible form in donations of equipment,
providing volunteers and offering financial support to worthy organizations working to meet the
challenges and needs of modern society. Responsible corporate citizenship is good business.
Lexmark applies the same standards of excellence to its contribution and community support
activities that it uses in all business practices.
CORPORATE GIVING PROGRAM
As outlined in the Lexmark Vision and Values, we strive to be good corporate citizens in the
communities where our employees live and work. Our commitment to local, national and global
communities is evident in our contributions of financial, equipment and volunteer support to
organizations working to help meet the challenges and needs of modern society.
Lexmark apply the same standards of excellence to our contribution and community support
activities that we use in business operations. Our Corporate Giving Program in the U.S. focuses
on employee volunteerism and educational excellence, specifically in the areas of science,
technology, engineering and math (STEM). Lexmark contributes to schools and non-profit
organizations that have tax-exempt status under Section 501(c)(3) of the U.S. Internal Revenue
Code.
Lexmark did not make any charitable contributions that exceeded the greater of $1 million or
two percent of a charitable organizations consolidated gross revenues, to any charitable
organization for which a member of the Board served as an executive officer. The Boards
conformance with this guidance prevents potential conflict of interest issues regarding our
charitable giving practices.

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COMMITMENT TO VOLUNTEERISM - VOLUNTEER ACTIVITIES - INDIA


A team of Lexmark volunteers in India recently traveled to a remote village to help provide
medical care to people in need. About 250 villagers who have almost no access to healthcare
participated in the Free Health Checkup and Health Awareness Camp in Suburban. The Lexmark
volunteers assisted three doctors by arranging patient waiting rooms, enrolling patients and
distributing medicine.

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CHAPTER 5
FINDINGS, RECOMMENDATIONS AND CONCLUSION

5.1 INTRODUCTION
The chapter entails important issues this study sought to answer which are captured under the
summary while the researchers opinion formed as a results of undertaken the study are presented
under the conclusion and limitations of study. The recommendation part is relevant to
stakeholders in the country who wish to undertake CSR activities in the future and also
researchers who are interested in taking a research in CSR.
5.2 FINDINGS

The study discussed and focused on corporate social responsibility whether it is public
relations gimmick or not on from the perspective of management of Lexmark Ltd. The
objectives and research questions addressed why Lexmark Ltd undertakes CSR activities
as well as what it stands to gain from CSR. It also explored the image enhancing and
reputation building of CSR and the challengers that hinders smooth undertaking of CSR
programmes by Lexmark Ltd.

A lot of studies were reviewed for the studies and from the journals, articles, and studies
reviewed, it was deduced that corporate social responsibility is not engage in as a public
relations but people are attracted to the generosity of the organizations that engages in
social responsibility activities.

Enhanced image and improved reputation are some of the added benefits in engaging in
corporate social responsibility. From the studies that was reviewed it was revealed that
organizations may engage in social responsibility programmes because they see it as a
moral obligation as the findings of this studies revealed but again, customers
(stakeholders) push organizations into undertaking CSR activities. However, the concept
means different thing to different organizations as well as what motivates or drive them to
undertake such responsibilities.

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It was also revealed that, organizations undertake CSR initiatives as a way to augment the
government responsibilities in their own small way and make the society a better place.

Although organizations may genuinely set out to do good, there is a long term benefit
for such organizations because if stakeholders are attracted to positive ventures, therefore
in as much as it is organizations only motive is to help the society, they get additional
rewards such as attracting customers, building good image and recording impressive
financial performance.

Management is committed to the CSR concept and have made frantic efforts to sustain all
the CSR programmes. The research also revealed that, the organization also has a policy
document on CSR which they are passionate and committed about. With this, we realised
that, aside from the fact that Lexmark Ltd wants to be good citizens, they also stands to
gain a lot more than what they did revealed and also legitimised its operation The
researchers were convinced that no organization would put funds into any venture
without getting anything in return so Lexmark Ltd stands to gain from investment they
are putting into their CSR programmes.

The employees and management are oriented in the CSR concept because they are the
organization s stakeholders and they also can antagonised the organization s decisions if
they are not consulted on issues concerning the organization s programmes including
CSR initiatives. Employees can be aggrieved if they feel they are not being treated fairly
when it comes to increment in salary, good condition of service and in other incentives,
they antagonized the organization especially when the organization is undertaking more
CSR programmes in the community.

Lexmark Ltd is excited about their CSR programmes because of the difference they want to
make in the society. They have a department for CSR which scans the environment for suitable
initiatives that sit among its core brand aspirations and vision.
However, much consultation has to be done with stakeholders (the external stakeholder) when
CSR initiatives are considered.
5.3 CONCLUSIONS
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From the analysis made, it was concluded that management is committed to the CSR concept by
having a policy document on it; it was also revealed that the employees were also very much
involved in the programmes where they are allowed to share their views and employees are
always informed about CSR programmes and products before they hit the market. They in fact
make inputs into some of these initiatives sometimes and they support the CSR programmes
fully this made the researchers to conclude that when it comes to CSR, Airtel Ghana means
business.
It was found out that, there are no written laws on CSR practice in the country which makes it an
option left to organizations so in this case, nobody can really coerce any organization to
undertake CSR programmes except the organizations own motivation to engage in CSR. The
organization can only thrive to do more since they admitted that there is still more to be done in
the country in the area of development.
5.4 RECOMMENDATION
Based on the findings we recommend that;

Consultations should be done with all stakeholders of the company when they are
considering a new CSR initiative, this will make the stakeholders feel part of the company

and will not think that brand their CSR initiatives as a public relation gimmick.
Lexmarks should extend their CSR program to the communities where children are schooled
under trees since there are a lot of schools like that and lots of deprived communities scatter

all over Ghana with the very basic amenities such as water difficult to come by.
Lexmark Ltd can collaborate with other organizations as they are doing with the Ghana
Football Association in Rising Stars in order to raise more resources to do more good for the

society.
Future research can based on the effect CSR initiatives has have on beneficiaries and how

their life have change or otherwise after benefiting from Lexmarks CSR program.
In future, research in this field should incorporate stakeholders view as to whether
undertaking CSR programmes amounts to being a public relation gimmick.

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Corporate Social Responsibility is a complex concept but it brings in it fold many benefit such as
image enhancing, builds good reputation as well as profits and brand awareness creation (Bankas
2010) in the long- term.
Corporate social responsibility can be genuinely undertaken without having any additional
objectives; however, analysis shows that organizations will gain more than profits, as being good
citizens comes with good reputation, enhances corporate image and attracts prospective
employees to the organization. Data collected and analysed proved that it is not always the case
that, organizations undertake corporate social responsibility as a public relations gimmick.

*****

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BIBLIOGRAPHY
http://www.scribd.com/doc/23270544/CSR-Presentation
http://www.dabur.com/en/Investors1/Annual_reports/200910/CorporateSocialResponsibilityReport.pdf
http://164.100.47.134/intranet/CorporateSociaResponsbility.pdf
http://www.dpemou.nic.in/MOUFiles/Revised_CSR_Guidelines.pdf
http://www.srr-foundation.org/workshop/csr/CSR_spending_in_India.pdf
http://www.lexmark.com/en_US/about-us/CSR-Report-2011.pdf
https://www.cisco.com/web/CN/aboutcisco/csr/download/csr_report_2011.pdf
http://saiindia.gov.in/english/home/Our_Products/Audit_report/Government_Wise/union_
audit/recent_reports/union_compliance/2013/Commercial/Report_2/Chap_6.pdf
http://assets.cocacolacompany.com/51/be/fa1c9a664de5bb38e0304d6ce2af/CCI_CSR_2011.pdf
http://www.environment.honda-eu.com/reports/2012%20CSR%20report%20full.pdf
http://csr.lexmark.com/

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