Sample Assignment - CSR

CSR - AUDI CW2 .
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SAMPLE
ASSIGNMENT
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Corporate Social Responsibility (M078 LON)
End of Module Assessment - Individual Assignment (Coursework 21
Word Count: 2,750 Words/ 2500 Words (±10%)

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1.0 Executive Summary
This report serves the purpose of conducting a Corporate Social Responsible (CSR)
audit and developing CSR strategies for Audi AG across the globe. The fundamental
objective of this report is to: discuss Corporate Social Responsibility (CSR) as a
business-dimension; evaluate Audi's CSR initiatives through well-reputed models of
CSR; and make recommendations for a CSR Strategy for Audi.
The report first discusses CSR as a business-dimension and then provides the two
debated views of it; 1. The Stakeholder-Theo ry; and 2. The Shareholder Theory.
Followi ng that, Audi AG is introduced in-context to its background , ownership,
operations, products and CSR initiatives.
The analysis starts-off with analyzing Audi, through the Core Characteristics of CSR
which provide a critical insight on the company through six characteristics. Following
that, Carroll's Pyramid of CSR is applied to Audi to identify its Economic, Legal, Ethical
and Philanthropic responsibilities. With the Pyramid of CSR applied, the report employs
the Three-Domain Model of CSR to analyze the company on: 1. Economic ;
2. Legal; and 3. Ethical dimensions. Consequently, the Stakeholder-Theory is then
applied to Audi.
Following the theories and frameworks, Audi's CSR strategies are then evaluated on
three aspects , namely: 1. Environment ; 2. Communities; and 3. Workplace to provide
a greater understanding in Audi's CSR activities. Once Audi's CSR strategies are
evaluated, the report builds recommendations for Audi's CSR strategy again in the
same context as it evaluates its CSR strategies. The recommendations that are made
are logical, achievable and have been proven to succeed with examples to recent
times. Most of all, these recommendations will ensure Audi triumphs its short-comings
and hones its CSR Strategy. Finally, after making the recommendations, the report is
then concluded.
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Table of Contents
1.0 Executive Summary 2
2.0 Introduction 4
2.1 Audi AG - Company Background 4
3.0 Theories and Frameworks 5
3.1 Core Characteristics of CSR 5
3.2 Carroll's Pyramid of CSR 9
3.5 Stakeholder-Theory 10
3.4 Three-Domain Model of CSR 11
4.0 CSR Strategies of Audi 12
4.1 Environment 12
4.2 Community 12
4.3 Workplace 12
5.0 Recommendations 14
5.1 Environment 14
5.2 Community 14
5.3 Workplace 15
6.0 Conclusion 16
7.0 References: 17
8.0 Appendices 22
8.1 Appendix 1: Production sites of Audi (Audi 2016) 22
8.2 Appendix 2: Audi 's Strategy for 2025 (Audi 2016) 22
8.3 Appendix 3: Audi's Stakeholder Map (Audi 2014) 23
8.4 Appendix 4: Audi's workforce facts (Audi 2014) 23
8.5 Appendix 5: Audi's Life-cycle Assessment (Audi 2017) 24
8.6 Appendix 6: Audi's Risk Management System (Audi 2014) 24
8.8 Reflection on visit to The Crystal by Siemens (150 Words) 25
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2.0 Introduction
Organizations, though part of societies globally often cause ethical-dilemmas (Aldrich

2008: 2) - spurring the challenge of "Corporate Social Respons ibility" (CSR) (Crane et
al. 2014: 3). CSR has been around since the Industrial-Revo lution, however has
evolved as organizational-strategy because of: 1. Regu lations; 2. Environmentalist-
concerns; 3. Arguments linking CSR to improved performance; and 4. Shareholders'
desire for ethical-busi ness (CMI 2013).
CSR, is challenged by authors like Archie Carroll, stating; as "Basic-Economic-Units"

organizat ions must create wealth for shareholders legally, while CSR is complex to
implement (Carroll 1979). Hence, the lack of consensus hinders presenting a clear-
cut definition of CSR (Lindgreen and Swaen 2010). Though there are several
approaches to CSR, it drives Business-Sustainability (Financial Times 2017).
2.1 Audi AG - Company Background
Audi-AG entered the market in 1910 with one promise ; "Vorsprungdurch Technik";
advancing through technology. Headquartered in lngolstadt , Germany, the company
built 1.9m vehicles, earning profits of €2,066m in 2016 (Audi 2016). It has a global
presence under its parent-company; Volkswagen-AG with plants in the E.U, the
Americas and Asia (Appendix 1). Audi manufactures premium cars under the Audi and
Lamborghini brands, whereas Ducati - a subsidy of Audi produces motorcycles.
Bentley and Skoda are also marketed by Audi (Reuters 2017 ). As for CSR, the
company is investing €24b to boost innovationthrough sustainable-strategies for 2025
(Appendix 2) -with an objective of CO2-neutral products. Sustainability is also traced
in its racing-team which used a ground-breaking "Hybrid-Diesel" engine to win Le-
Mans from 2012-2014 (Audi 2017).
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3.0 Theories and Frameworks
3.1 Core Characteristics of CSR
The "Core Characteristics of CSR" are elements around which CSR definitions revolve
however few incorporate all six. (Crane et al. 2014: 9).
Figure 1: Core Characteristics of CSR
Source: (Crane et al. 2014: 9)

3.1.1 Voluntary
Table 1: Definition of Voluntary Characteristic
1. Voluntary
CSR initiatives are voluntary activities that surpass the requirements enforced
by law (Hamidu et al. 2015). The advancement of corporations' CSR activities
is commonly viewed as means to reduce added regulations by complying to
societal norms (Doh and Guay 2006). However, this aspect is often criticized
- with arguments that maximizing wealth for shareholders should be the
primary focal point for organizations (Hamidu et al. 2015).
Audi views charitable-initiat ives as a critical element of CSR - as-such that charity-
institutions are part of its stakeholders (Appendix 3). The "TeamAction" campaign by
Audi conjoined corporate volunteering and team-building - through involving its
volunteers to support charitable-institutions in their selection processes while donating
up-to €500 to them.
Additionally, Audi's long-standing tradition from 1977 of Christmas-donations involved

99% of its employees volunteering to donate €12 from their salaries in 2014. The
collected sum of €0.9m was then donated to 120 charitable organizations in lngolstadt
and Neckarsulm - surpassing the legal-restrictions (Audi 2014).
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Audi also assists communities affected by natural-calamities; the company donated

over €1m to Bavarian Red Cross aiding flood victims of Germany in 2013 (Fourtitude
2013). Moreover , under the "Audi Volunteers" program, its employees performed
voluntary work for 22,324 hours in 320 projects between 2012-2014 (Audi 2014).
3.1.2 Managing-Externalities
le 2: Definition of Managing-Externalities
2. Managing-Externalities
Externalities are defined as circumstances affecting stakeholders' rights that

are unaccounted for in organizational decision-making processes but are bore
by others (Hamidu et al. 2015). Deterioration of the environment because of
organizational practices such as Pollution, is an example of Externality as it is
faced by local communities (Crane et al. 2014: 10). CSR deals with these
externalities including "Humanitarian" laws violations and lowering harmful
emissions (Husted and Allen 2006).
Audi's European plants are "Eco-Management and Audit-Scheme" (EMAS) certified

which requires them to achieve time-bound goals to reduce adverse impacts by boost
environmental protection (Audi 2017). Additionally, Audi subdued CO-2 emissions by
70% (17,200 tonnes) annually through "Combined Heat-Power and Cold" plants (Audi
2012).
Furthermore , Audi's holistic approach to reduce CO-2 emissions in its vehicles by 2020
incorporates three key-ideas (Audi 2014): 1. 50% of the CO2-neutrality will spur from
advanced engine-management; 2. 30% will be cut through substitute-fuels such as
Hybrid engines; and 3. Weight reductions will lower another 20% of CO-2 emissions.
Lastly, Audi's "Cylinder-on-Demand" technology decreases fuel- consumption by 20%
- reducing Carbon emissions (Audi 2017).
3.1.3 Multiple Stakeholder-Orientation
Table 3: Definition of Multiple Stakeholder-Orientation

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3. Multiple Stakeholder-Orientation
This aspect believes, CSR considers organizational-responsibilities towards

their customers, staff, distributors and suppliers since organizations must rely
on them in-addition to their shareholders (Crane et al. 2014: 11 ). The
Stakeholder-Theory supports this aspect; stating that all stakeholders must be
considered (CMI 2017) However, this notion has been challenged, namely by
Milton Friedman; who states organizations must only operate-in the best
interests of their shareholders, legally to maximize shareholder wealth
(Friedman 2007).
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Audi has developed multiple channels to engage its stakeholders (Appendix 3), in
cluding: 1. Conferences; 2. Discussions ; and 3. Engaged work-groups (Audi 2017).
Moreover, it launched the "Responsibility-Perspective" to critically evaluate its CSR
initiatives, through presentations engaging NGOs, academicians and politicians (Audi
2017).
Moreover, its "Ideas-Program" encourages employees to recommend improvements in

processes - leading to 7,500 proposals by employees; saving the company €1Sm (Audi
2014). Additionally. to boost workforce-diversity, it drove its female-to-ma le ratio to
14%:86% in 2014 (Appendix 4) with 8.3% females in managerial positions (Audi 2014).
Lastly, as-part of "UN-Global Compact", Audi commences training to support suppliers
to promote sustainability (UN-Global Compact 2014).
3.1.4 Social and Economic Alignment

Table 4: Definition of Social and Economic Alignment
4. Social and Economic Alignment
Albeit much debated, CSR, through balancing the interests of stakeholders is

not expected to conflict with an organizations profits (Crane et al. 2014: 11).
Many definitions of CSR from organizations have underlined it is about self-
interest where a firms' social and economic responsibilities are in-line and
being socially responsible is economically beneficial (Hamidu et al. 2015).
Audi's ad-hoc approach develops solutions for the challenges of future, while aligning
profits with social and environmental factors (Audi 2014). Additionally, to ensure its
social and economic goals are aligned, Audi has identified financial and non-financial
Key Performance Indicators, which include: 1. Number of vehicles delivered; 2. Return-
on-Investment (ROI); and 3. Investment ratios in assets (Audi 2014).
Additionally, Audi's supplier-selection protocol also promotes sustainability while

fulfilling its economic goals. The protocol adapted from Volkswagen, includes: 1.
Suppliers must satisfy Audi conce rning sustainability; 2. Contracts must include
clauses of sustainability specifications; 3. Tools to identify forthcoming risks; and 4.
Evaluating suppliers (Audi 2017).
3.1.5 Practices and Values

T
- able 5: Definition of Practices and Values
5. Practices and Values
Although CSR is concerned with organizational practices to address social

matters, but for some it extends to much more than that - it extends to
organizational values that are the foundations of these practices. However, it
is this element that spurs debate and disagreement (Crane et al. 2014: 11).
Friedman for example, believed organizations must only operate to maximize
shareholder wealth and companies that are not working to generate wealth
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are not fulfilling their duties to their employers. He also added that it is the
government's responsibility to address social issues (Colorado 2017).
For Audi, managing sustainability in operations has been a strategic goal and part of
its strategy (Audi 2016). It incorporates "Continuous-Improvement " for two key
practices in its Code-of-Conduct: 1. Reduce adverse ecological impacts of its vehicles;
and 2. Decrease dependence on natural-resources while aligning economic goals. Audi
has also instilled in the values of its employees and stakeholders to leave minimal impact
on the environments while effectively using natural-resources (Audi 2017).
However , Audi's alongside Volkswagen was caught in a Greenwashing scandal

because they used a cheat-software to identify and manipulate test results when
vehicles were tested for their emissions. The scandal caused Volkswagen its first
quarterly loss of €2.5b and it also had incurred €6.7b in costs to recall and fix affected
vehicles (Hotten 2015).
3.1.6 Beyond Philanthropy

le 6: Definition of Beyond Philanthro
6. Beyond Philanthropy
CSR for a few parts of the wortd focuses primarily on Philanthropy. However,
it extends beyond Philanthropy for its effects on the overall organization,
namely on: 1. Human-Resource Management; 2. Marketing-Management; 3.
Profits of an organization; and 4. Operations (Hamidu et al. 2015). Additionally,
it surpasses Philanthropy because of its contribution in satisfying the
expectations of stakeholders while achieving organizational goals (Grayson
and Hodges 2004).
Audi not only considers CSR as donations and charity-initiatives as mentioned in 3.1.1;
rather it believes CSR will contribute to growth. Hence, it views CSR in a 360-degree
perspective through extending it in its: 1. Operations; 2 . Vehicles; 3. Environmen;t 4.
Employees; and 5. Societies that it operates-in (Audi 2017).
Under its partnership with the "Works-Council", its Human-Resource (HR) strategy
considers employees as a Critical Success Factor. Its HR strategy also aligns to its
CSR practices and focuses on: 1. Increasing Competencies ; 2. Ensuring jobs are
engaging; 3. Endorsing sustainability ; and 4. Securing future growth (Audi 2014).
Moreover, to lower energy consumption in its operations , Audi has installed an

"Intelligent Shut-Down" mechanism that shuts-off equipment on holidays - lowering
electricity consumption by 80% (Audi 2012). Additionally, Audi is the first company to
employ "Green" transport for its logistical needs. Implemented in 2010, the "Green-
trains" run between lngolstadt and Emden - lowering CO2 emissions in the
environment by approximately 7,500 tonnes annually (D'heur 2015: 173-174).
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3.2 Carroll's Pyramid of CSR
Figure 2: Carrol's Pyramid of CSR
Carroll's CSR Pyramid
Source: (Dudovskiy 2012)
According to Carroll, CSR must incorporate four business responsibiltiies to be part of

business-strategy - const ituting: 1. Economic; 2. Legal; 3. Ethical; and 4. Philanthropic
responsibilities (Carroll 1979).
Following the pyramid, organizations must maximize and ensure continuous

profitability, with in legal -bounds. They must also operate while respecting and
acknowledging societal-norms. Whereas Philanthropic responsibilities call organizat
ions to participate in charity-initiatives to support local communities (Keinert- Kisin 2016:
35). This framework albeit praised for its durability is often criticized on its inability to
address conflicting responsibilities (Visser 2005).
3.2.1 Economic Responsibilities
Audi prioritizes three key-strategies to fulfil its economic responsibilities: 1. Setting-up

robust processes that boost productivity; 2. Managing long-term investments ; and 3.
Continuously optimizing costs (Audi 2012). Additionally, its self-financing beliefs, capital-
management, and liquid cash-on-hand have wor ked-we ll for the company and its
stakeholders even in challenging environments (Audi 2012); as it reported a growth of
over 4.4% in Net-Cash Flow in 2016 despite aggress ive investmen ts (Audi 2016).
Moreover, Audi's risk-management system- adapted from the "Committee of

Sponsoring Organizations of the Treadway Commission" (COSO) together with the
"Three-Line-Defence"system allows it to: identify, transparently report and mitigate
risks to protect its stakeholders (Appendix 6) (Audi 2017). With carefully managing its
economic-respons ibilities the brand has implemented new strategies to overtake its
competitors; Mercedes-Benz and BMW (Zhang 2016).
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3.2.2 Legal Responsibilities
Audi's commitment to the "Corporate German Governance Code" allows earning profits
while meeting the criter ia for socially responsible management (Audi 2016). However,
Audi has recalled over 11m A3 models since it was tied-up in a Greenwashing scandal
as mentioned in 3.1.5 - causing it to receive over 35,000 legal notices in UK (Sawer
2017). Moreover, German authorities also demanded Audi to recall over 24,000 A7 and
AB models which exceeded Nitrogen emission levels by 20- 100% due to faulty
transmission software (McGee 2017).
3.3.3 Ethical Responsibi lities
In-addition to promoting workplace-diversity in 3.1.3, Audi has developed the "Partner-

Support Program" to facilitate compati bility of its employees on foreign-projects and
their families (Audi 2017). It also supports fund-raising institutions like St. Nicholas
Hospice which received an Audi A1 as donation for their conveyance needs (St
Nicholas Hospice 2017). It is for these reasons, Audi ranks as the 4th most ethical car-
maker by the "Ethical Consumer Research Association " (The Guardian 2004).
3.3.4 Philanthropic Responsibilities
In-addition to charity-initiatives in 3.1.1, Audi's "Sparecents" drive involves its

employees to donate the cents leftover after the decimal-point from their salaries
monthly - adding-up to a total donation of €0.25m in 2014 alone (Audi 2014).
Moreover, Audi contributes over €1m annually to the "Specia l-profile school" in
lngolstadt supporting children from financially weak backgrounds in getting diplomas
(Audi 2014).
3.5 Stakeholder-Theory
The Stakeholde-rTheory by Freeman states, stakeholders have legitimate interests in

an organization and are affected by its activities - hence, their interests must be
considered (Crane et al. 2014: 88). CMI also believes that to maximise their value and
profits, organizat ions must consider their stakeholders (CMI 2017). However, this view
is critiqued by many like Friedman (1970)and Jensen (2000) who state corporaitons
must only focus on maximizing wealth for shareholders (Crane et al. 2014: 93).
Audi has integrated a stakeholder-management system in its Sustainable-Strategy

which is built upon three pillars: 1. The company strategically takes stakeholders on-
board (lnclusivity); 2. Collectively addresses issues with stakeholders (Materiality);
and 3. Proactively responds to stakeholders' issues (Audi 2017). By observing the
stakeholder map drawn by Audi in Appendix 3, it can be observed that Audi has
integrated the Stakeholder-Theory very well (Audi 2014).
In-addit ion to the channels for stakeholder-integration mentioned in 3.1.3, Audi has
developed the "Audi Stakeholder Forums " which facilitates commun ication and
addresses concerns of Audi's stakeholders - in 2016, for example, Audi hosted over
100 members including political figures and scientists in Brussels to discuss electric
vehicles (Audi 2017).
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3.4 Three-Domain Model of CSR
Figure 3: Three-Domain Model of CSR

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Tb Thr -0 m in lod I or ial R ponsibilit
Source : (Schwartz and Carroll 2003)
T bl 7 D fi T fTh D . M d I d ••I" f t A d. AG
Defintion of Three Domain Model Applicationo \ ! h; : : i □oma in Model
The Three-Domain model consists of: 1. Following an analysis of Audi though

Economic ; 2. Legal; and 3. Ethical the core characteristics of CSR ,
domains; and addresses the short- Carroll's Pyramid and the
comings of Carroll's Pyramid which could Stakeholder-Theory , Audi is operating
not address overlapping responsibilities in the "Purely Economic/Ethical "
as discussed in 3.2. It also incorporates domain. This is because the company
philanthropy under the Ethical-domain excels in achieving its Economic ,
(Schwartz and Carroll 2003). However, Ethical and Philanthropic
one criticism of the model is its Responsib ilities. However, has taken
presumptions that all domains are distinct a big hit to its Legal responsibilities
and whether actions could be judged as because of its recalls and involvement
purely Economic/Legal/Ethical (Crane et in the greenwashing scandals
al. 2014: 123). alongside Volkswagen (3.2.2).
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4.0 CSR Strategies of Audi
This part of the report analyses Audi's CSR strategies in the context of the
environment, community and the workplace.
4.1 Environment
To achieve its long-term goal of CO2-neutral products, Audi invests in two key
technologies in-addition to those mentioned in 3.1.2: 1. Lighter frames; and 2. "TOI"
engines. Lighter frames reduce vehicle weight , lower ing Carbon emissions. Whereas
"TOI" engines use fuel-management systems with start/stop technology to lower fuel-
consumption of vehicles. Audi plans to conjoin these two techno logies to further
reduce its vehicles' fuel-consumption by 20% (Audi 2017).
Additionally, Audi's Research and Development team has developed e-fuel powered
(Compressed -Natura-lGas and Hydrogen) vehicles to minimize their global footp rint
(Audi 2017). Moreover, it has developed a "Membrane-Bioreactor" to boost water-
recycling while lowering freshwater-consumption by 40% in plants (Audi 2014).
Furthermore , Audi's life-cycle assessment consists of 4 phases: 1. Development; 2.
Production; 3. Use; and 4. Recycling (Appendix 5). Which ensure, Audi vehicles' impact
on the environment is minimized and are recycled responsibly to recover scarce raw -
materials. (Audi 2017) .
However, Audi was part of the greenwashing scandal alongside Volkswagen as

mentioned before, which involved its vehicles' carrying cheat-software 's while emitting
more Carbon in the environment than the legal-regulations .
4.2 Community
In-addition to the initiatives mentioned in hl_J_, the company has made "professional-
mentoring" more accessible in lngolstadt through supporting "KoBEs " to facilitate
volunteers and social-institutes (Audi 2014). Moreover , Audi supports education
through the "Audi Hungaria Schoo"l which has become one of Germany's globally
recognized schools and plans to expand it with 25 classrooms (Audi 2015).
Additionally, Audi supports local communit ies by recruiting local-talent as it believes

their well-developed networks can help Audi grow in local regions. Moreover, Audi
contributed €18m in 2016 to support local communities earning them a grade of A+ by
the "oekom Corporate Rating" review (Audi 2016).
However, Audi faced a back-lash from environmentalist-communities following its

controversial "The Green-Police" campaigns - wh ich was believed to mock
environmentalists as Audi's Green-Police we re shown to arrest pedestrians- whereas
Audi drivers drove-off candidly (Elliott 2010).
4.3 Workplace
To improve workplace-standards , Audi introduced "ergonomics" as a standard in its

development processes (Audi 2014) - which embeds three key-elements: 1. Advanced
job organisation; 2. Effective communication between group-members; and
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3. Internationalization. Audi plans adopt ergonomics in its global sites as-well (Audi
2016).
For job-safety the company implemented training courses that guarantee "occupat
ional-safety" for employees at all-times (Audi 2014). Moreover, to promote well-being
of employees, Audi inaugurated the "Audi Check-up" program in 2006 - involving
medical-equipment to monitor employees' health. Furthermore, Audi has also
contributed to promote workplace-diversity as mentioned in 3.1.3.
In-addition to workplace-diversity , Audi encourages impaired workers to join the

company by offering equal opportunities - leading Audi to earn the "Industrial Inclusion
Prize" in 2016 and FOCUS, a German-magazine named Audi the best employer of
2016 in the auto-maker category (FOCUS 2016).
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5.0 Recommendations
This part of the report will make recommendations based on the analysis of Audi's CSR
strategies as-discussed in: 2.0; 3.0; and 4.0. The recommendations presented will be
in-context of the Environment, Community and Workplace in-view of the "SASB-
Materiality Map" (SASS 2017).
5.1 Environment
Albeit Audi is investing in alternative-fuel technologies, it currently has no commercia l

fully-electric vehicle that is CO2-neutral. It's competitor, Tesla has developed fully-
electric vehicles that leave zero-impacts on the environment during their life-cycle (Ryn
2017). Hence, it is imperative for Audi to develop fully-electric commercia l vehicles that
leave a zero-impact on the environment for it to : 1. Achieve its CO-2 neutral goals and
2. Retaining a greater market-share than competitors .
Additionally, only; lngolstadt and Neckarsulm production-sites participate in waste-

management initiatives (Audi 2014). Audi must incorporate waste-management
practices at all its production facilities (Appendix 1) according to the SASS-Materiality
Map (SASB 2017). Fellow car-maker, Honda has also developed zero-waste programs
in its plants since effective waste-management can save companies £3,000 monthly
(Barnish 2013).
Furthermore, Audi must recover its credibility from the green-washing scandal as-well
as its vehicle-recalls (3.2.2); It can do so by venturing into partnerships with
independent-firms that test vehicles at every production-site globally. Secondly, Audi
must partner with the "World-Business-Council for Sustainable Developmen"t
(WCSBD) on a global arena as WCSBD is tied-together with 65 business-councils
globally that audit sustainability thrice annually (Zhou 2016).
Audi must also post bonds at high-penalties to discourage itself from indulging in
green-washing or other unsustainable activities- otherwise resulting in high-penalties
by the European Commission (European Commission 2017). Lastly, Audi must focus
more on "Environmental, Social and Governance" (ESG) elements in its investment
processes and gain a deeper understanding of its material-sourcing (Mooney 2016).
5.2 Community
Albeit its elaborate Life-Cycle Assessment, Audi must push for transparency in
communicating life-cycle assessments to stakeholders and its operational impacts on
communities (SASB 2017). Secondly, Audi must contribute to "Social Enterprise" in
communities by contributing to combat "Social-Corporate " challenges and support
"Social-Entrepreneurshi"pto boost sustainability (PWC 2017).
Additionally, Audi must develop global campaigns to empower women in communities

to: 1. Gain new insights; 2. Boost diversity; and 3. Appeal to women consumers as a
trustworthy brand. Mercedes-Benz for example, initiated the "She's Mercedes" drive,
providing global-platforms to empower women by facilitating connectedness and
gaining new perspectives (Mercedes-Benz 2017).
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Moreover, Audi must develop robust pre-delivery inspection tests to identify poor
product-quality. As this caused continuous problems when technical issues sparked
recalls of 0.5m vehicles in US - Where a "coolant-p ump" failure posed fire risks
(Autoweek 2017). Lastly, In-accordance to the Materiality-Map (SASB 2017), robust
inspections will mitigate these risks as vehicles leaving the facilities would be
thoroughly tested for being-fit for the communities.
5.3 Workplace
Audi has faced numerous issues concerning difficulties upon its workforce. Audi
workers in Hungary set-up strikes to push for higher-wages (Reuters 2017). Moreover,
it has also faced allegations where employees filed complaints to "Equal-Employmetn
Opportunity Commission" (EEOC) due to men and women within same positions not
receiving equal-pay (McAlister 2017).
In-line with SASS-Materiality Map (SASB 2017) Audi must incorporate management-
programs to facilitate communication between labours and management to avoid
industrial-actions. Such programs serve allow management to address concerns of
employees and build labour-relations (DOL 2017). It is imperative that Audi set-up such
a program, as Honda, a fellow car-maker faced similar situations but ignored them
which escalated to an extent where it resulted in production-losses of 20%. Hence, Audi
must ensure compliance to laws of workforce, as in the case of equal- pay to ensure
everyone is being compensated appropriately (Khan 2016).
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6.0 Conclusion
Although it was caught-up in one of the largest CSR scandals alongside Volkswagen,
Audi has demonstrated itself as a brand that cares about the environment, the
communities and its workforce . It has set itself apart in the dimension of CSR by
successfully incorporating the six characteristics of CSR.
Furthermore , Audi is an excellent example of an organizational application of the "Sta

keholder-Theory" whilst fulfilling its responsibilities under Carroll's Pyramid.
However, there are certain areas where the company has fallen short-of such as
Labour-relations and empowerment of women. However, the CSR strategies presented
in the recommendations of this report will ensure Audi triumphs these short- comings
while staying true to its promise: "Vorsprung Durch Technik".
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7.0 References:
Aldrich, H. (2008) Organizations and environments. Stanford, Calif: Stanford

University Press.
Audi (2012) Audi Corporate Social Responsibility Report [online] available from <
http://www.audi.com/contenUdam/com/corporate-responsibility/Audi_CR-
Report_2012_Englisch_Printversion.pdf> [5 December 2017]
Audi (2012) The Audi Environment Magazine 2012 [online] available from <
http://www.audi.com/contenUdam/com/EN/corporate-
responsibility/enviroment/audi_encounter_environment_magazine.pdf> [4 December
2017]
Audi (2014) Corporate Social Responsibility Report 2014 [online] available from <
https://www.audi.com/content/dam/com/EN/corporate-
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Audi (2015) Audi Hungaria School: The New Building of the New Institute was
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responsibility/news/details/443_audi_hungaria_school_the_new_building_of_the_ne
w_institute_was_i/> [5 December 2017]
Audi (2016) Annual Report, Turning. Moment [online] available from <
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https://www.audi.com/contenUdam/com/EN/investor-relations/corporate-
governance/corporate-governance-report_2016.pdf> [4 December 2017]
Audi (2017) "Responsib ility Perspective" lecture series [online] available from <
https://www.audi.com/corporate/en/su stainabiIity/audi-and-co/dialogue-with-
stakeholders/responsibiIity-perspective-lecture-series.html> [4 December 2017]
Audi (2017) About Audi [online] available from <https://www .audi.co.uk/about-

audi.html > [3 December 2017]
Audi (2017) Audi Group Code of Conduct [online] available from <
http://www.audi.com/content/dam/com/EN/corporate-
responsibiiity/operations/audi_code_of_conduct. pdf> [4 December 2017]
Audi (2017) Audi Q3 - Animation cylinder on demand [online] available from <
https://www.audi-mediacenter.com /en/audim ediatv/video/audi-q3-anim ation-cylinder- on-
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18
Audi (2017) Compliance and Risk Management [online] available from <
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2017)
22
8.0 Appendices
8.1 Appendix 1: Production sites of Audi (Audi 2016)
lnJJ.UW'!tlgh.Nn l ng,oh;t;ad t/GHm..arl]II

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07
8.2 Appendix 2: Audi's Strategy for 2025 (Audi 2016)
Tho new Aud i Str atogy 202S
01g11al Jo:,iJ,hOl"I
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23
8.3 Appendix 3: Audi's Stakeholder Map (Audi 2014)
Custoffli"
ktpresentiill ts rrom govtmmtflt Q.-l11:ilbl.c-arg1.nwttklm fro m lhc

agendl!!S. unions. IX)Utlcs sphl!fe:!t of l!ducatlon an d cult ure.
-.Ind i ;» OittOtl OfU , ,mghbiln l:lnd soc.1,t,ty, s o (>al affa,, envh o l"lment
c.onvn 1u 1lt lH -IC our IIK a.ndic.1ence
M.edJa tt p l"es.entattw:s 8uS-1ness p.artnus

.and(Rt.l(Jl,trH andtnw.rrou.
O u r pr lnc pl Elll :st a keh o l d e sr
8.4 Appendix 4: Audi's workforce tacts (Audi 2014)
Percent.age of'
w·om an and men
I n the Au d i C:roup
In .!!.014
24
8.5 Appendix 5: Audi's Life-cycle Assessment (Audi 2017)
• Ceve lo pment phase: assessment of materials and sem i-fin is hed product manufacturing cha ins
• Pr oduction phase: assessment of compone nts and com ple te vehicles
• Use phase: assessment of fuel/electricity (including production)
• Re cyclin g phase: assessment of process chains of valuable materials
Stages in motor-vehicle life cycle assessment
Mate rials
and production
IRecycling
Production components
(depend ing on manu-
facturing concept)
Output Em
issro ns
Waste
Use
8.6 Appendix 6: Audi's Risk Management System (Audi 2014)
A.l w: m a na g m @n t:
and co m p Uan °'e
co n, ro l p t"o c:e s si In
the A u d i Group
1 Select ion of•• ev nt i:omr,anles

(r1<.k com<>lidat lon group)
I 2
Ri.1k identlflution
•
s 3
Subseouut M onito ring of
ac.tions Im plementati on
lf'l.tf fffft.i'wf'ftilll'lt
of the lns t:t u men ts?
4
Re porting
25
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RUBRIC: M0 78 CW2_1718 3.9 0 / 5
CRIT ERION 1 (5%) 4 /5
Criterion 1 description. Executive Summary\nSetting of Context. (tobe no more than one\npage)
SCALE 1 NO No Executive Summary or Inadequate inf ormation provided. 

SUBMISSION
(0)
SCALE 2 POOR Very brief attempt at an Executive Summary. May be more an
(1) Introduction rather than a summary. No inclusion of recommendations. No in- text ref erencing 
SCALE 3 Limited attempt at providing an Executive Summary. Partial articulation
INCOMPLETE of the key f eatures of the submission. Limited inclusion of recommendations. Limited ref erencing. Limited attempt to set the
submission in context. 
SCALE 4 BASIC An Executive Summary is presented which partially highlights the

(3) key f eatures of the submission. Limited inclusion of recommendations but with brief rationale. Limited ref erencing. Sets
the submission partially in context. 
SCALE 5 Overall well- presented Executive Summary that articulates the key f eatures of the submission including recommendations with rationale. Overall good ref erencing. Sets the submission in context. 
SCALE 6 Coherent well- presented Executive Summary that clearly articulates
COMPETENT the key f eatures of the submission including recommendations
(5) with rationale. Fully ref erenced. Sets the submission f irmly in context of the overall management report. 
CRIT ERION 2 (5%) 4/5
Criterion 2 description. Introduction\nAbility to ef f ectively present the aim of the management brief . Giving
a clear structure of the brief and arguments with\nan explicitidentif ication of areas\nof analysis and
evaluation supported by relevant\nbackgroundinf ormation of the case study organisation
SCALE 1 NO (2)
SUBMISSION
(0)
SCALE 2 POOR
(1)
SCALE 3
INCOMPLETE
T he 
/>management brief lacks T he management brief lacks ef f ective introduction and presentation.
proper student provides a report with a basic structure and an introduction
and is />acceptable level of coherency. Limited presentation of the aims of
poorly structured.
No presentation
of the
aims of the brief . No identif ication
of the
relevant arguments
and issues
and no backgroundinf
ormation provided. 
T he
management brief lacks
proper introduction
and presentation.
It lacks coherence
and provided very
limited presentation
of aim(s) of the
management brief . Equally
giving limited identif
ication of
the relevant arguments
and issues
and some backgroundinf
the management report. Identif ication of relevant arguments and
issues and some background inf ormation is given, however which require signif icant level of development. 
SCALE 4 BASIC T he management brief has good introduction and presentation. T he student provides a report with a prof icient and coherent structure.
Good presentation of the aims of the management report. Identif ication of relevant arguments and issues supported by
relevant background inf ormation which however requires f urther
development. 
SCALE 5 T he management brief has very good introduction and presentation.
APPROPRIATE T he student demonstrates the ability to produce a report with a
(4) coherent structure. Very good presentation of the aims of the management report supported with relevant background 
SCALE 6 T he management brief has very ef f ective presentation. T he student
COMPETENT provides a report with a clear and coherent structure. T he introduction provides the aims of the management report and explicitly identif ies
the relevant arguments and issues to be address,
 supported with relevant background. T he identif ied areas are
developed logically within the main body of the analysis. T here is a
f irm conclusion of the areas discussed that f ollow on f rom the analysis. 

Criterion 3 description. Current CSR\nstrategy across national contexts Critical evaluation of the
organisation’s CSR strategy, clearly identif ying which valid theoretical models have application in dif f erent
contexts in the assessment of the organisation’s current CSR strategy.T his must include the six core
characteristics of CSR
SCALE 1 NO No evaluation of data. No critical investigation. Models and f rameworks either not considered or poorly represented. Lack of understanding of the basic issues. 
SCALE 2 POOR T here is very limited attempt at analysing and evaluation of data/
(1) inf ormation. Very limited discussion of the relevant models and f rameworks. Limited criticality presented. Statements are very descriptive. 
SCALE 3 Demonstrates a very limited attempt at analysing and evaluating inf ormation/data. Basic application of the relevant models and
(2) f rameworks. Very basic and descriptive in f orm. 
SCALE 4 BASIC Demonstrates a limited level of interpretation, critical evaluation and categorisation. T his part of the submission is generally descriptive in f orm 
SCALE 5 Demonstrates the ability to interpret, critically evaluate and categorise.

APPROPRIATE Appropriate f rameworks and models are used f or the analysis. A
(4) range of implications f or the organisation are explored. 
SCALE 6 Demonstrates the ability to interpret, critically evaluate and categorise
COMPETENT to an exceptionally high standard. Interrelationships are clearly
(5) developed and illustrated. Implications are f ully explored. 
Criterion 4 description. Recommendations - \nExamine how your\nchosen\norganisation’s CSR\nstrategy

on the\necological\nenvironment can be\nf urther enhanced\nAbility to analyse
and\nsynthesise\nunderstanding and\nknowledge of critical\naspects of the\norganisation’s CSR.\nArticulate
such\nsynthesis in clear\nrecommendations. S
SCALE 1 NO T here is no organisation of ideas. Dif f icult to f ollow logic. No inf ormation sources used. Inadequate inf ormation base. 
(0)
SCALE 2 POOR Unsubstantiated recommendations based on anecdotal and

(1) generalisations. Recommendations not /poorly grounded in reality.
T here is no linkage to preceding material in the assignment. 
SCALE 3 Limited approach. Recommendations poorly developed with limited

INCOMPLETE theoretical and practical evidence. Issues of grounding within reality.
(2) T here is very limited or no linkage to preceding material in the assignment. 
SCALE 4 BASIC Good overall approach. Recommendations generally coherent supported by theoretical and practical evidence. Recommendations generally grounded in reality. T here is limited linkage to preceding material in the assignment. 
SCALE 5 Very good approach, partially analytical. Recommendations well

APPROPRIATE def ined and supported by theoretical and practical evidence. Recommendations grounded in reality. T here is some linkage to
preceding material stated in the assignment. 
SCALE 6 Analytical approach with clearly and well def ined recommendations. Coherent and consistently supported by theoretical concepts and
(5) practical evidence. Recommendations grounded in reality. Clearly
links recommendations to preceding material stated in the assignment. 
Criterion 5 description. Recommendations Examine how your chosen\norganisation’s CSR strategy in the
community can be f urther enhanced Ability to analyse and synthesise understanding and knowledge of
critical aspects of the organisation’s CSR. Articulate such\nsynthesis in clear recommendations
SCALE 1 NO T here is no organisation of ideas. Dif f icult to f ollow logic. No inf ormation sources
SUBMISSION used. Inadequate inf ormation base 
(0)
SCALE 2 POOR Unsubstantiated recommendations based on anecdotal and generalisations.

(1) Recommendations not /poorly grounded in reality. T here is no linkage to preceding
material in the assignment. 
SCALE 3 Limited approach. Recommendations poorly developed with limited theoretical and
INCOMPLETE practical evidence. Issues of grounding within reality. T here is very limited or no
(2) linkage to preceding material in the assignment. 
SCALE 4 BASIC Good overall approach. Recommendations generally coherent supported by

(3) theoretical and practical evidence. Recommendations generally grounded in reality.
T here is limited linkage to preceding material in the assignment. 
SCALE 5 Very good approach,partially analytical. Recommendations well def ined and supported
APPROPRIATE by theoretical and practical evidence. Recommendations grounded in reality. T here is
(4) some linkage to preceding material stated in the assignment.
SCALE 6 Analytical approach with clearly and well def ined recommendations. Coherent and
COMPETENT consistently supported by theoretical concepts and practical evidence.
(5) Recommendations grounded in reality. Clearly links recommendations to
preceding material stated in the assignment. 
Criterion 6 description. Recommendation - Examine how your chosen\norganisation’s CSR strategy in the
workplace can be f urther enhanced Ability to analyse and synthesise understanding and knowledge of critical
aspects of the organisation’s CSR strategy. Articulate such synthesis in clear\nrecommendations
SCALE 1 NO T here is no organisation of ideas. Dif f icult to f ollow logic. No inf ormation sources
SUBMISSION used. Inadequate inf ormation base. 
(0)
SCALE 2 POOR Unsubstantiated recommendations based on anecdotal and generalisations.

(1) Recommendations not /poorly grounded in reality. T here is no linkage to preceding
material in the assignment. 
SCALE 3 Limited approach. Recommendations poorly developed with limited theoretical and
INCOMPLETE practical evidence. Issues of grounding within reality. T here is very limited or no
(2) linkage to preceding material in the assignment.
SCALE 4 BASIC Good overall approach. Recommendations generally coherent supported by

(3) theoretical and practical evidence.by theoretical and practical evidence.
Recommendations generally grounded in reality. T here is limited linkage to preceding
material in the assignment.
SCALE 5 Very good approach, partially analytical. Recommendations well def ined and
APPROPRIATE supported by theoretical and practical evidence. Recommendations grounded in reality.
(4) T here is some linkage to preceding material stated in the assignment. 
SCALE 6 Analytical approach with clearly and well def ined recommendations. Coherent and
COMPETENT consistently supported by theoretical concepts and practical evidence.
(5) Recommendations grounded in reality. Clearly links recommendations to
preceding material stated in the assignment. 

Criterion 7 description. Conclusions\nSynthesis of knowledge and understanding of f indings and various critical
strategic issues f rom the CSR audit to draw and present coherent and consistent sets of CONCLUSIONS
SCALE 1 NO
SUBMISSION T here is no organisation of ideas f rom f indings to a coherent conclusion 
(0)
SCALE 2 POOR
(1) T here is very limited organisation of ideas and perspectives f rom f inding in
the analysis to draw coherent conclusion. Lacks logical presentation and very
dif f icult to f ollow.
SCALE 3
INCOMPLETE Demonstrates the ability to partially organisation ideas and perspectives f rom f inding in the analysis to draw coherent conclusion. Presenting limited support f
rom analysis done.
SCALE 4 BASIC
(3) Demonstrates the ability to organisation ideas and perspectives f rom f inding in the
analysis to draw coherent conclusion. T hough limited, but demonstrates some evidence
of ability to logically synthesis f indings and critical issues in the business environment. 
SCALE 5
APPROPRIATE Demonstrates the ability to organisation ideas and perspectives f rom f inding in
(4) the analysis to draw very coherent set of conclusions that f ollow ef f ectively on
analysis carried out. Easy to f ollow, logical presentation of synthesis of f indings and
critical issues in the business environment. 
SCALE 6
COMPETENT Demonstrates the ability to organisation ideas and perspectives f rom f inding in the
(5) analysis to draw very coherent set of conclusions that f ollow ef f ectively on analysis
carried out. Demonstrates excellent ability to synthesise f indings and critical issues
in the business environment and logically presented 
CRIT ERION 8 (5%)

4/5
Criterion 8 description. Practical application of models, theories and f rameworks in the context of the case study
company.
SCALE 1 NO No demonstration of practical application of the models, theories and f rameworks to the organization 
(0)
SCALE 2 POOR T here is very limited demonstration of practical application of the models, theories and f
(1) rameworks to the organisation.
SCALE 3 Demonstrates limited practical application of the relevant models, theories and
INCOMPLETE f rameworks to the organisation.
(2)
SCALE 4 BASIC Demonstrates a reasonable level of practical application of relevant models, theories
(3) and f rameworks to the organisation.
SCALE 5 Demonstrates a very good level of practical application of relevant models, theories
APPROPRIATE and f rameworks to the organisation.
(4)
SCALE 6 Demonstrates an exceptional level of practical application of relevant models,
COMPETENT theories and f rameworks to the organisation.
(5)
Criterion 9 description. Structure and Presentation\nDemonstrates a clear structure (required components

covered clearly) with the points clearly presented and related together
SCALE 1 NO Inadequate inf ormation base. T he submission is disorganised and incoherent. Does not f
SUBMISSION ollow the requirements as stated in the Assessment Brief
(0)
SCALE 2 POOR T he arguments are not properly related together and, to the extent they are, this is
(1) done in a manner that is weak, with no synthesis or analysis. T he assignment is
poorly organised with no proper balance between context, research, discussion,
analysis and synthesis. Does not f ollow the requirements as stated in the
Assessment Brief 
SCALE 3 T he relevant arguments are related together in a manner that is limited and does not
INCOMPLETE achieve a reasonable synthesis. T he structure has a in equated balance between context,
(2) research, discussion, analysis and synthesis. Partially f ollows the requirements as stated in the Assessment Brief
SCALE 4 BASIC T he assignment is organised and the arguments are related together in a adequate
(3) manner, and there is some degree of analysis and synthesis but no originality. Some problems with the f ormat and the level of prof essionalism. Generally
f ollows the requirements as stated in the Assessment Brief . 
SCALE 5 T he assignment is very well organised achieving a good balance between context,
APPROPRIATE research, discussion, analysis and synthesis. T he structure clearly supports the overall
(4) delivery of the author's argument. Follows the requirements as stated in the module
guide.
SCALE 6 T he assignment is outstandingly organised, achieving an excellent balance between

COMPETENT context, research, discussion, analysis and synthesis. T he document is prof essional and
(5) ref lects the standards expected in academic or prof essional publications.
Follows the requirements as stated in the module guide. 

Criterion 10 description. Ref erencing Demonstrates range of appropriate academic literature with ref
erences properly cited expressed in the CULC Harvard ref erencing f ormat
SCALE 1 NO No Attempt
SUBMISSION
(0)
SCALE 2 POOR Citing and ref erencing is very patchy, unclear and/or very inadequately placed in
(1) context. T here is little mention of relevant literature, and any outline of these is highly
restricted, unclear, and/or with no sense of context. In the f uture, better ref erencing
and a stronger interaction with the question at hand would go f ar in helping to
achieve a pass.
SCALE 3 Some relevant literature is outlined, but this outline is patchy, unclear and/or not
INCOMPLETE located in an adequate Harvard Ref erencing Format. Some major points of the
(2) literature are brought out, but there are signif icant gaps, misunderstandings, and/or
little grasp of detail or subtlety.
SCALE 4 BASIC Citing and ref erencing is appropriate and there is a strong engagement with the
(3) literature. T he paper reads well, has strong transitions and carries a clear argument
throughout, supported by accurate in- text citations and quotations in Harvard
Ref erencing Format
SCALE 5 Citing and ref erencing is excellent and located in an appropriate context, there are no
APPROPRIATE signif icant omissions and the essential points of the sources are brought out and
(4) related to reveal an excellent grasp of the topic in question combined with accurate in-
text citations and quotations in Harvard Ref erencing Format
SCALE 6 Extensive and relevant literature has been creatively chosen, properly cited,
COMPETENT ref erenced in Harvard Ref erencing Format, and outlined and located in an appropriate
(5) context. T here are no signif icant omissions, and the essential points of the
sources are brought out and related to reveal an outstanding overall grasp of the
topic in question, combined with accurate in- text citations and quotations. 

Criterion 11 description. Clarity of expression (accuracy, spelling, grammar, punctuation)
SCALE 1 NO Signif icant problems with structure and accuracy in expression. Very dif f icult to f ollow and
SUBMISSION understand.
(0)
SCALE 2 POOR T he overall and specif ic meaning of the writing is unclear. T here are consistent
(1) grammatical and spelling errors throughout the submission.
SCALE 3 T he overall meaning can generally be understood. However the quality of the writing
INCOMPLETE is variable. T here are consistent errors in spelling, grammar and punctuation. 
SCALE 4 BASIC Writing style generally f luent. Spelling, grammar and punctuation generally accurate.
(3)
SCALE 5 Fluent writing style. Spelling, grammar and punctuation accurate.

APPROPRIATE
(4)
SCALE 6 Exceptionally f luent writing style. Engaging to read. Spelling, grammar and punctuation
COMPETENT accurate.
(5)

Sample Assignment - CSR

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Sample Assignment - CSR

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CSR - AUDI CW2 .

Corporate Social Responsibility (M078 LON)

End of Module Assessment - Individual Assignment (Coursework 21

Word Count: 2,750 Words/ 2500 Words (±10%)

1.0 Executive Summary

Organizations, though part of societies globally often cause ethical-dilemmas (Aldrich

CSR, is challenged by authors like Archie Carroll, stating; as "Basic-Economic-Units"

2.1 Audi AG - Company Background

3.0 Theories and Frameworks

3.1 Core Characteristics of CSR

Figure 1: Core Characteristics of CSR

Source: (Crane et al. 2014: 9)

Additionally, Audi's long-standing tradition from 1977 of Christmas-donations involved

Audi also assists communities affected by natural-calamities; the company donated

Externalities are defined as circumstances affecting stakeholders' rights that

Audi's European plants are "Eco-Management and Audit-Scheme" (EMAS) certified

3.1.3 Multiple Stakeholder-Orientation

Table 3: Definition of Multiple Stakeholder-Orientation

This aspect believes, CSR considers organizational-responsibilities towards

Moreover, its "Ideas-Program" encourages employees to recommend improvements in

3.1.4 Social and Economic Alignment

4. Social and Economic Alignment

Albeit much debated, CSR, through balancing the interests of stakeholders is

Additionally, Audi's supplier-selection protocol also promotes sustainability while

3.1.5 Practices and Values

Although CSR is concerned with organizational practices to address social

However , Audi's alongside Volkswagen was caught in a Greenwashing scandal

3.1.6 Beyond Philanthropy

Moreover, to lower energy consumption in its operations , Audi has installed an

3.2 Carroll's Pyramid of CSR

Figure 2: Carrol's Pyramid of CSR

Carroll's CSR Pyramid

Source: (Dudovskiy 2012)

According to Carroll, CSR must incorporate four business responsibiltiies to be part of

Following the pyramid, organizations must maximize and ensure continuous

3.2.1 Economic Responsibilities

Audi prioritizes three key-strategies to fulfil its economic responsibilities: 1. Setting-up

Moreover, Audi's risk-management system- adapted from the "Committee of

3.2.2 Legal Responsibilities

3.3.3 Ethical Responsibi lities

In-addition to promoting workplace-diversity in 3.1.3, Audi has developed the "Partner-

3.3.4 Philanthropic Responsibilities

In-addition to charity-initiatives in 3.1.1, Audi's "Sparecents" drive involves its

The Stakeholde-rTheory by Freeman states, stakeholders have legitimate interests in

Audi has integrated a stakeholder-management system in its Sustainable-Strategy

3.4 Three-Domain Model of CSR

Figure 3: Three-Domain Model of CSR

Source : (Schwartz and Carroll 2003)

Defintion of Three Domain Model Applicationo \ ! h; : : i □oma in Model

The Three-Domain model consists of: 1. Following an analysis of Audi though

4.0 CSR Strategies of Audi

However, Audi was part of the greenwashing scandal alongside Volkswagen as

Additionally, Audi supports local communit ies by recruiting local-talent as it believes

However, Audi faced a back-lash from environmentalist-communities following its

To improve workplace-standards , Audi introduced "ergonomics" as a standard in its

In-addition to workplace-diversity , Audi encourages impaired workers to join the

Albeit Audi is investing in alternative-fuel technologies, it currently has no commercia l

Additionally, only; lngolstadt and Neckarsulm production-sites participate in waste-

Additionally, Audi must develop global campaigns to empower women in communities

Furthermore , Audi is an excellent example of an organizational application of the "Sta

Aldrich, H. (2008) Organizations and environments. Stanford, Calif: Stanford

Audi (2016) CORPORATE GOVERNANCE REPORT [online] available from <

Audi (2017) About Audi [online] available from <https://www .audi.co.uk/about-