CORPORATE SOCIAL RESPONSIVENESS AND PERFORMANCE
Corporate social responsiveness Beginning around 1970, a new strain of thought crept into deliberations about business‘s role in the society. Ever more frequently, one began to hear the phrase ?corporate social responsiveness? rather than the older rubric of ?corporate social responsibility.? Soon it became evident that the promulgators of the responsiveness notion did indeed intend it to be a genuine replacement for the idea of responsibility and that it was not simply one of those fashionable changes in phraseology that occasionally takes the scholarly community by storm. ?Corporate social responsiveness? refers to capacity of a corporation to respond to social pressures. The literal act of responding, or of achieving a generally responsive posture, to society is the focus of ?corporate social responsiveness.? The key questions are: Can the company respond? Will it? Does it? How does it? To what extent? And with what effect? One searches the organization for mechanisms, procedures, arrangements, and behavioural patterns that, taken collectively, would mark the organisation as more or less capable of responding to social pressures. It then became evident that organisational design and managerial competence play important roles in how extensively and how well a company responds to social demand and needs. Hence the idea of ?corporate social responsiveness? is managerial in tone and approach, and its advocates plays great emphasis upon the management of a company‘s relations with society. Corporate social performance Corporate social performance (CSP) is defined as ?a business organization‘s configuration of principles of social responsibility, processes of social responsiveness, and policies, programs, and observable outcomes as they relate to the firm‘s societal relationships.? Measurement and reporting of the social performance of profit oriented firms forms the core of corporate social performance. The corporate needs the society to carry on business. Social support is essential for development of a business. No business can grow without society‘s support. As an important part of the society, corporate has to carry some social activities. The NAA Committee on
Accounting for Corporate Social Performance identified four major areas of social performance. a. Community Development: It includes social activities that are basically beneficial to the general public. For example, activities of housing construction, food programme, community planning and improvement etc. by a corporate would be treated as community development. b. Human resources: It includes social performance directed towards the well-being of employees. Training programme, up gradation of employees, improvement of working condition, promotion policies and provision of job enrichment etc would be treated as corporate social performance towards human resource. c. Physical Resources and Environmental Contributions: Activities by the corporate to prevent environmental deterioration or pollution would be under this heading. Corporate activities towards prevention of air, water or noise pollution, conservation of scarce resources and the disposal of solid waste are included in this area. d. Product or Service Contributions: This area includes consumerism, product quality, packing, advertising, warranty provisions etc.
The nature of Corporate social performance in India has been changed and is being changed over the years. Before independence, the corporate sector was dominated by British firms with very few corporate of Indian origin. The companies had hardly any social relevance. After independence, social performance was only the part of government organizations. Mainly Public Sector units were looking after social activities. But since 1990-91, due to new economic policy adopted by Govt. of India, many foreign and global business units has entered in India. Competition among the corporate bodies has also been increased. It leads the corporates to undertake some sort of social activities to get loyalty of the customers. However, due to global affect, awareness about social responsibility has also been increased among the corporate bodies. The objective of a business as ?to sale goods or product‘ has been changed ?to ?satisfy customers‘. So, the view of corporate to words society is also has been changed. Now in India, many of the big corporate houses contribute lots of money towards society. But, the contributions towards society by the corporate houses are very nominal if we compare it with their sales volume or profit. Most of the cases it is even less than .01% sales or .5% of their net profit.
CORPORATE SOCIAL RESPONSIBILITY AND CORPORATE SOCIAL RESPONSIVENESS
To explain the basic differences of corporate social responsibility and corporate social responsiveness we need to first understand in brief about the corporate social performance.
CORPORATE SOCIAL PERFORMANCE
Corporate social performance (CSP) is defined (D. J. Wood, 1991), as “a business organization’s configuration of principles of social responsibility, processes of social responsiveness, and policies, programs, and observable outcomes as they relate to the firm’s societal relationships.” Watrick and Cochran’s corporate social performance model extension:
CORPORATE SOCIAL RESPONSIBILITY Principles
CORPORATE SOCIAL RESPONSIVENESS Processes
1.Economic 2.Legal 3.Ethical 4.Discretionary
1.Reactive 2.Defensive 3.Accommodative 4.proactive
Directed at
Directed at
1. The social contract of business.
2. Business as a moral agent.
1. The capacity to respond to changing societal conditions. 2. Managerial approaches to developing responses.
“INSTITUTIONAL ORIENTATION” “PHILOSOPHICAL ORIENTATION”
Corporate social responsibility-
? The Economic Responsibilities (“Be profitable”): are the first and foremost social responsibilities of a business organization, the foundation upon which all other rest. Any business institution has the responsibility to produce goods and services the society wants and to sell them at an (acceptable) profit.
? The Legal Responsibilities (“Obey the law”): are strictly co-related with the economic ones and they reflect the society’s expectations regarding businesses to fulfill their economic mission within the framework of legal requirements.
? The Ethical Responsibilities (“Be ethical”): of a company embrace those activities and practices that are expected or prohibited by societal members even though they are not codified into law. A business organization has the obligation to avoid harm and to do what is right, just, and fair.
?
The Discretionary / Philanthropic Responsibilities (“Be a good corporate citizen”): are those about which society has no clear-cut message for business – they are left to
individual judgment and choice, but business is expected to contribute financial and human resources to the community and to improve the quality of life.
Corporate social responsiveness-
? Reaction (“Fight all the way”): This type of business response mainly reflects pragmatic, economic priorities; meanwhile the social responsibilities are completely ignored. A company that adheres to this strategy usually denies the social complaints against its illegal or immoral actions.
? Defense (“Do only what is required”): The business organization that adopts this response strategy only complies with the minimum legal requirements in order to protect the company and satisfy the social expectations. When it is criticized for the damages incurred at the societal level, a business organization in this stage generally tries to demonstrate its innocence and annihilate the charges against it.
? Accommodation (“Be progressive”): This type of response is found in business organizations that accept their social responsibilities and try to comply with economic, legal and ethical requirements. At this level, the organizational behavior is in line with social norms, values and relevant perspectives, but the external pressures are generally the main driver behind these responsible actions. ? Proaction (“Lead the industry”): The most comprehensive type of business response to social pressures, it complies with all social performance criteria, including the discretionary one. A proactive company is the one that always leads the social initiatives, prevents the social negative impact of its activities, and anticipates social problems and solutions.
TO CONCLUDE- In corporate social responsibility, it is your duties and responsibilities socially as a
citizen. In social responsiveness, it is your response to a social matter”.
Tata Company Profile
Tata Group was laid in 1868 by Jamsetji Nusserwanji Tata — then a 29-yearold who had learned the ropes of business while working in his father‘s banking firm. Tata companies have always believed in returning wealth to the society they serve. Two-thirds of the equity of Tata Sons, the Tata promoter company, is held by philanthropic trusts that have created national institutions for science and technology, medical research, social studies and the performing arts. The trusts also provide aid and assistance to non-government organisations working in the areas of education, healthcare and livelihoods. The combined Development-related expenditure of the trusts and the Companies amounts to around 4 per cent of the net profits of all the Tata Companies taken together. Tata companies are building multinational businesses that will achieve growth through excellence and innovation, while balancing the interests of
shareholders, employees and civil society. The most dazzling of the Tata enterprises that came into being during Jamsetji Tata‘s lifetime was the Taj Mahal Hotel in Bombay, which opened for business in 1903. Legend has it that Jamsetji Tata set his mind on building it after being denied entry into one of the city's fancy hotels for being an Indian.
The TATAs themselves underwent heavy loses still the interest was shown on the employees and the surrounding community. 1. All category of employees including those who had completed even 1 day as casuals were treated on duty during the time the hotel was closed. 2. Relief and assistance to all those who were injured and killed 3. The relief and assistance was extended to all those who died at the railway station, surroundings including the ?Pav- Bha ji? vendor and the pan shop owners. 4. During the time the hotel was closed, the salaries were sent by money order. 5. A psychiatric cell was established in collaboration with Tata Institute of Social Sciences to counsel those who needed such help. 6. The thoughts and anxieties going on people‘s mind was constantly tracked and where needed psychological help provided. 7. Employee outreach centers were opened where all help, food, water, sanitation, first aid and counseling was provided. 1600 employees were covered by this facility. 8. Every employee was assigned to one mentor and it was that person‘s responsibility to act as a ?single window? clearance for any help that the person required. 9. Ratan Tata personally visited the families of all the 80 employees who in some manner – either through injury or getting killed – were affected. 10. The dependents of the employees were flown from outside Mumbai to Mumbai and taken care off in terms of ensuring mental assurance and peace. They were all accommodated in Hotel President for 3 weeks. 11. Ratan Tata himself asked the families and dependents – as to what they wanted him to do. 12. In a record time of 20 days, a new trust was created by the Tatas for the purpose of relief of employees.
13. What is unique is that even the other people, the railway employees, the police staff, the pedestrians who had nothing to do with Tatas were covered by compensation. Each one of them was provided subsistence allowance of Rs. 10K per month for all these people for 6 months. 14. A 4 year old granddaughter of a vendor got 4 bullets in her and only one was removed in the Government hospital. She was taken to Bombay hospital and several lacs were spent by the Tatas on her to fully recover her. 15. New hand carts were provided to several vendors who lost their carts. 16. Tata will take responsibility of life education of 46 children of the victims of the terror. 17. This was the most trying period in the life of the organization. Senior managers including Ratan Tata were visiting funeral to funeral over the 3 days that were most horrible. 18. The settlement for every deceased member ranged from Rs. 36 to 85 lacs [One lakh rupees tranlates to approx 2200 US $ ] in addition to the following benefits: a. Full last salary for life for the family and dependents; b. Complete responsibility of education of children and dependents – anywhere in the world. c. Full Medical facility for the whole family and dependents for rest of their life. d. All loans and advances were waived off – irrespective of the amount. e. Counselor for life for each person.
Coca-cola Company Profile
The Coca-Cola Company originated as a soda fountain beverage in 1886 selling for five cents a glass. It is the world's biggest drinks company, controlling more than half the global market in carbonated soft drinks as well as a substantial chunk of the non-carbonated segment. It owns four of the world's five best-selling soft drinks.
Corporate Social Responsibility
Coca-Cola’s footprint in India was significant as well. The Company employed 7000 citizens and believed that for every direct job, 30-40 more were created in the supply chain.38 Like its parent, Coke India’s Corporate Social Responsibility (CSR) initiatives were both community and environment-focused. Priorities included education, where primary education projects had been set up to benefit children in slums and villages, water conservation, where the Company supported community-based rainwater harvesting projects to restore water levels and promote conservation education, and health, where Coke India partnered with NGOs and governments to provide medical access to poor people through regular health camps. In addition to outreach efforts, the company committed itself to environmental responsibility through its own business operations in India including39: ??Environmental due diligence before acquiring land or starting projects ??Environmental impact assessment before commencing operations ??Ground water and environmental surveys before selecting sites ??Compliance with all regulatory environmental requirements ??Ban on purchasing CFC-containing refrigeration equipment ??Waste water treatment facilities with trained personnel at all company-owned bottling operations ??Energy conservation programs ??50% water savings in last seven years of operations
Previous Coke Crises
Despite Coke’s reputation as a socially responsible corporate citizen, the Company has faced its share of controversy worldwide surrounding both its products and its policies in the years preceding the Indian pesticide crisis.
Ingram, et al. v. The Coca-Cola Company- 199940
In the spring of 1999, 4 current and former Coca-Cola employees, led by Information Analyst Linda Ingram, filed bias charges against Coca-Cola in Atlanta Federal Court. The lawsuit charged the Company with racial discrimination
Belgium- 199945
On June 8, 1999, thirty-three Belgian school children became ill after drinking Coke bottled at a local facility in Antwerp. A few days later, more Belgians complained of similar symptoms after drinking cans of Coke that had been bottled at a plant in Dunkirk, France and eighty people in northern France were allegedly stricken by intestinal problems and nausea, bringing the total afflicted to over 250. In the days following the first outbreak, seventeen million cases of Coke from five European countries were recalled and destroyed. It was the largest product recall in Coke’s history and Belgian and French authorities banned the sale of Coca-Cola products for ten days.
CASE FOR SOCIAL RESPONSIVENESSOVEREXPLOITATION AND POLLUTION OF WATER SOURCES IN INDIA BY COCA-COLA.
Of the 200 countries where Coca-Cola is sold, India reportedly has the fastest-growing market, but the adverse environmental impacts of its operations there have subjected the parent company and its local bottlers to a firestorm of criticism and protest. There has been a growing outcry against Coca-Cola's production practices in India, which are draining out vast amounts of public groundwater and turning farming communities into virtual deserts. Suicide rates among Indian farmers whose livelihoods are being destroyed are growing at an alarming rate. Every day for years there has been some form of protest, from large demonstrations to small vigils, against Coca-Cola's abuses in India. The Centre for Science and Environment (CSE) issued a report of test results regarding unacceptable levels of pesticides in Coca-Cola and Pepsi Cola soft drinks being sold
throughout India. The India Resource Center, reported that the study found high levels of lindane, a confirmed carcinogen, sometimes as high as 140 times those allowed by EU and BIS standards; chlorpyrifos, a neurotoxin, sometimes as high as 200 times those allowed by EU and BIS standards; heptachlor, which is banned in India and not used in the US since 1988, was found in 71% of samples, at levels 4 times higher than the proposed BIS standards; and malathion, a pesticide that was found in 38.6% of the samples tested. The U.S. Environmental Protection Agency recommends that workers wait at least 12 hours before entering an area where malathion has been applied. Thus it is very evident that Coca-Cola is plundering our natural resources, and presence of harmful chemicals in coca cola might lead to severe health hazards in our country. In no way Coca Cola tried to compensate poor farmers and their families for the loss caused to them due to depletion of ground water. This corporation could not to respond to social pressures and make good the loss caused by them.
GOOGLE
Google Inc. is an American multinational public corporation invested in Internet search, cloud computing, and advertising technologies. Google hosts and develops a number of Internet-based services and products. It has been estimated that Google runs over one million servers in data centers around the world, and processes over one billion search requests.
About Google Crisis Response
Google Crisis Response makes critical information more accessible around natural disasters and humanitarian crises such as hurricanes and earthquakes. This initiative is a project of Google.org, which uses Google's strengths in information and technology to build products and advocate for policies that address global challenges. The types of activities they may initiate include:
? ? ? ? ?
Organizing emergency alerts, news updates and donation opportunities, and making this information visible through their web properties Building engineering tools that enable better communication and collaboration among crisis responders and among victims such as Person Finder and Resource Finder. Providing updated satellite imagery and maps of affected areas to illustrate infrastructure damage and help relief organizations navigate disaster zones Supporting the rebuilding of network infrastructure where it has been damaged to enable access to the Internet Donating to charitable organizations that are providing direct relief on-the-ground
Response Efforts
The Google Crisis Response team assesses the severity and scope of a disaster to determine whether or not Google is able to uniquely contribute tools or content to response efforts. Examples of Google's tools include Google Person Finder, which connects those seeking information about loved ones, and Google Resource Finder, which helps locate medical facilities and other emergency services during a crisis. Google may also provide highresolution satellite imagery to crisis responders and monetary donations to non-profit organizations who provide relief services. The help, aid and support provided by Google‘s search branch called “GOOGLE CIRISIS RESPONSE? is for the affected victims of natural disasters or otherwise affected areas where chaos and confusion prevail due to the shock and fear of the aftermath. Google has tried to use its widespread reach to help millions of individuals with the hope of helping save lives and reuniting loved ones.
Centralized information
Google‘s Crisis Response page—now in Japanese, English, Chinese and Korean—organizes all of Google‘s efforts, with links to valuable resources such as emergency hotlines, Person Finder, blackout schedules, maps and links to relief organizations receiving donations.
Donations 1) Pakistan Floods
Google had provided $1 million in charitable grants, as well as technology support to help the people of Pakistan recover from these floods. Roughly one-third of their grants support organizations providing clean water, shelter, medical care and other immediate needs, while two-thirds wiere focused on longer-term rebuilding efforts.
2) Christchurch Earthquake
February 22, 2011 - A magnitude 6.3 earthquake occurred very close to Christchurch, New Zealand causing extensive damage.
3) Brazil Floods and Landslides
January 11, 2011 - The rains in the mountainous region of the state of Rio de Janeiro have caused landslides and flooding in several municipalities.
4) Australia Floods
January 12, 2011 - The worst flooding in the last 35 years threatens millions of people and critical infrastructure in Australia -- including Queensland, New South Wales and Victoria.
ICICI Bank
ICICI Bank Limited is the second largest financial service company headquartered at Mumbai, India. It ranks second in term of sales and total assets. It offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialized subsidiaries in the areas of investment banking, life and non-life insurance, venture capital and asset management.
ICICI Group Flood Rehabilitation Programme 2008
In 2008, India experienced massive flooding in the states of Bihar, Orissa, Assam and parts of West Bengal. These floods caused tremendous damage to human life, property and crops, affecting millions of people. Hardest hit were the poorest and most vulnerable, including children, the disabled, and marginalized social groups. ICICI Bank responded, mobilizing funds to help people affected by the floods by appealing to its Internet banking customers. There was a spontaneous and overwhelming response.More than 55,000 individual customers responded, for a total contribution of Rs.31.70 million. ICICI Group companies and its employees contributed an additional Rs.106.50 million. The funds have been and continue to be utilised for the rehabilitation of flood victims in Orissa, Bihar and West Bengal. Rather than a short-term disaster relief programme, ICICI Group‘s efforts have focused on the longer-term rehabilitation phase, including support for child resilience and livelihood rebuilding initiatives.
Goldman Sachs
The Goldman Sachs Group, Inc. is an American bulge bracket investment banking and securities firm that engages in global investment banking, securities, investment management, and other financial services primarily with institutional clients. It provides a wide range of financial services to a substantial and diversified client base that includes corporations, financial institutions, governments and high-net-worth individuals. The firm provides mergers and acquisitions advice, underwriting services, asset management, and prime brokerage to its clients, which include corporations, governments and individuals.
E Choupal- An ITC Initiative
Idea Generation The idea of creating and leveraging an electronic market place came from the brainstorming session done by senior executives of ITC-IBD. ITC believes in using a business model that does good to society and helps in improving the standard of living of stakeholders as well as add value to the shareholder wealth. ITC also believed that to tap the Indian rural market opportunity, and to reach across a wide range in rural India, the leaders have to understand and unleash the power of the small-scale entrepreneur in village communities.
Unique Business Model: e-Choupal: The e-Choupal model has been specifically designed to tackle the challenges posed by the unique features of Indian agriculture, characterized by fragmented farms, weak infrastructure and the involvement of numerous intermediaries, who block critical market information from passing to the farmers and use that information for getting a big margin for themselves. The intermediaries capitalized on the economies of information and economies of physical things, which are tied together in a bundle. Due to this, the farmers does not get the proper price of its product & they continue to live below the poverty line. But e-Choupal sets things in order as it smoothens the flow of information to the farmers by disinter mediating intermediaries from the chain of information flow and at the same time leverages the physical transmission capabilities of the them as they deliver critical value at every link for a very low cost in a weak infrastructure environment. Conclusion e-Choupal has been most successful initiative to wire rural India and to involve the farmers in learning. ITC has envisaged on various plans to replicate the success achieved to other states and expand the services offered to other commodities like spices. ITC has also identified e-Choupal as an important driver for exports, which are
targeted at $ 400 million by 2005. e-Choupal has also attracted attention from the renowned academicians, since e-Choupal has managed to innovate the supply-chain, and model applied by ITC has enough potential to be replicated in the under-developed and developing countries. ITC has been successful in making the farmer feel the sense of ownership and enthuse him to generate additional revenue by eliminating middlemanParticipating farmers have been able to enhance their income and eliminate the delay in getting the payment once the product is sold. It has helped in reducing debt burden of the farmers. The success of e-Choupal has given new lessons to the corporates in the India and abroad. The gains from the novel initiative are manifold to ITC, the farmers and other companies. e-Choupal has helped the farmers to improve their productivity and get better prices, whereas ITC has benefited by better sourcing of raw materials and building a backbone to market the end products which is vital for the FMCG companies like ITC.
Ashok Leyland
Ashok Leyland is a commercial vehicle manufacturing company based in Chennai, India. Founded in 1948, the company is one of India's leading manufacturers of commercial vehicles, such as trucks and buses, as well as emergency and military vehicles.
Ashok Leyland initiative in AIDS Awareness and Prevention
In the mid-90s, when the Department of International Development, British High Commission, formed the Truckers Interim Coordination Unit (TICU) for a focussed programme among truck drivers, Ashok Leyland was one of the first organisations to associate itself by becoming an intervention centre. The trucking community, constantly in transit and away from homes for days, has been identified as one of the most vulnerable to AIDS. If roads are the arteries ensuring economic well being, then the five million strong community of truckers can well be considered the blood cells of the economic activity. Thus, there was more than the persuasion of business association in making this corporate commitment.
In 1998, awareness and prevention programmes were started in two centres in the Company: at the two Hosur factories (among convoy drivers) and at the Namakkal Driver Training Centre (among driver trainees).
Close interaction with the target group gave an insight into its habits and psyche. Here was a group, whose irregular work hours and punishing work routine told on the body metabolism.
In the initial days, when AIDS was a four letter word mentioned only in whispers, many in the target group had not even heard about it, leave aside being aware of the danger it meant. Ignorance, superstitions and – when confronted – rationalisation: these were the common enemies.
Hosur: Employees as Life Savers
When volunteers were sought from among the employees of the Company‘s two plants at Hosur, the response was much beyond expectations. 56 employees volunteered and underwent trainers‘ training and have since been taking turns to counsel the ?convoy drivers?. The convoy drivers employed by Ashok Leyland‘s Transport Contractors drive the vehicles from the two plants to sales yards all over India. At a central location which they visit for allotment of vehicles, condom and literature dispensers are kept. The time for dispatch documentation, when the drivers are free is used to hold small group informational sessions by the volunteers. At one-to-one sessions, when incidence of medical conditions is
suspected, such drivers are directed to the medical centre for physical examination. The Company doctor prescribes necessary treatment, which is funded by the transport contractors. Where required, referrals are given to external counsellors and preventive services / products offered by the TTK Group, Prakruti and Seva Kendra.
For the project to take off and succeed, the general lack of awareness, the stigma attached to AIDS, diffidence of the affected – all these had to be overcome. “When Suresh, a convoy driver, was found HIV+ve, he was relieved of his job by his contractor, which cannot stand legal scrutiny. Only after many counselling sessions by us, did he re-employ Suresh. The stigma attached to the disease makes it even more tragic”, says Dr G R Vijayakumar, Medical Officer, Hosur.
Confronted with the facade of rationalisation to camouflage guilt, soon it was clear that follow-up with the driver families through the husbands was not possible. The NGOs got entry into the families through the route of prenatal care.
Namakkal Driver Training Centre: Holistic Training
Ashok Leyland’s Namakkal Driver Training Centre near Salem in Tamil Nadu was started in 1995 “to ready a driver for life on the road and off the road”. From the very beginning, the curriculum had included, besides functional subjects, health education including yoga and AIDS awareness. Namakkal is virtually the heartland of trucking in South India. The Training Centre has integrated itself well with the community, the various fleet owners associations and local NGOs, which has enhanced its ability to create mass awareness about AIDS. Identified as an important Centre given its strategic location, the Training Centre’s contribution is well appreciated by APAC (AIDS Prevention and Control Project) and AIDS Control society.
Over one lakh drivers, who have been trained under various courses, have been covered under AIDS awareness sessions so far. Sessions on AIDS, which are part of the structured training programme are supplemented by videocassettes, leaflets and booklets received from AIDS Control Society. Specialist NGOs regularly visit the Training Centre, to deliver talks and to present street plays and dances with a message.
In 2000-01, APAC set up a health centre in the premises and 1,229 drivers underwent treatment / medical examination / counselling.
Says SVB Saie, Manager, Namakkal Driver Training Centre, on the approach when an AIDS case is suspected: “The approach to the issue is not accusational. We don’t say, “You belong to a high-risk group”. Instead, we say: “people who are away from home for a long time, for example those in the military, navy etc., are more prone to the disease”… so that they don’t feel blamed as a community”.
Times of India -TEACH INDIA PROGRAM Introduction
The youth population has the potential to greatly contribute to the growth of a nation's economy. India has a population of 521 million youth between the age of 12 and 35, the largest in the world and is banking upon this group to break into the league of the most advanced nations in the world. But the contribution by the youth to India's progress might be
limited since a large number of those are still unskilled. Now that English has become the preferred language of conversation for jobs in the retail, hospitality, healthcare, BPO and other sectors, the ability to converse in English not only builds confidence in an individual but also improves one's chances of finding employment. Thus Teach India focuses on teaching spoken English to youth in the age group of 18-32and through the program increases their employability. The Times Group not only has the domain expertise and intellectual capability, but also has access to relevant resources including media channels and a large English speaking readership base to launch and execute a large scale spoken English training program for youth from the underprivileged sections of the society. Such an initiative gives the Group an opportunity to directly engage with its readers, besides promoting English in the non-English speaking sections which will, in the long run, add to the sustainability of the of the business.
Program
The Times Group launched Teach India as an initiative to teach spoken English to the youth belonging to the underprivileged sections of the urban society. British council has been brought on board for designing the curriculum and for training the volunteers and teachers who will be imparting the curriculum to the learners. The curriculum for the course has been designed keeping in mind the present language levels of the target segment and the spoken English requirements of potential employers. The Times Group proactively attempts to build a bridge between the learners and the potential employers and connect the two. On completion of the course, the learners get a certificate which is jointly certified by both The Times Group and British Council.
Learner
The ability to converse in English opens the doors to employment in various sectors. The learners undergo the training on spoken English and the target of the training is to make them job-ready in terms of spoken English requirements. The team will also ensure access to suitable employment opportunities.
A typical target learner:
? ? ? ? Is between 18 to 32 year of age Has a monthly family income of under Rs. 8,000 Has had basic introduction to English but never used it in daily life Seeks to improve employability through the course
Volunteer
The initiative aspires to involve as many volunteers as possible to teach spoken English to the learners. Spoken English classes are held in the NGO premises, or centers supervised by the NGOs. Three to four batches of two hours each are held in a day and are 20 learners in each of the batches. Volunteers can choose any of the above
batches for teaching spoken English at the NGO. Since the spoken English classes run 6 days in a week over a 10 week period, we have planned for two volunteers to teach one batch on alternate days. Thus every volunteer will have to take classes for approximately 60 hours spread over three months. Since the initiative requires the volunteer to make substantial time commitment, we believe that only the open-eyed volunteers will step up to the challenge and be a part of the initiative. NGO The initiative is implemented on the ground by partner grassroots NGOs, mostly working in urban slums. These partner NGOs have been carefully selected and the Times Group supports them on multiple fronts including training and not just financially. These partner NGOs are responsible for organizing the spoken English classes, getting the learners in the classrooms, and managing the day-to-day affairs. The NGOs we have selected are currently working with our target learner group on skill building or vocational training. The NGOs have a community mobilizer/coordinator to gather learners and also to coordinate the volunteers. If a centre doesn't have many volunteers teaching, the batches are taught by a paid full time teacher. Curriculum British Council has designed a 120 hour spoken English curriculum which is to be taught over a period of 10 weeks. Learners attend 2 hour sessions each day, 6 days a week for a total of 10 weeks. Each 2 hour session comprises of one chapter or unit in the curriculum. British Council started with a benchmarking or needs analysis exercise to measure the current standard and learning capabilities of learners, the language and teaching level of teachers, and quality and usability of teaching material, supporting teaching aids and infrastructure. The curriculum has a learner-focused approach, with the teacher acting as a facilitator rather than a dispenser of knowledge. Collaborative learning methodologies have been extensively used. After a set of modules on strengthening core spoken English, the learners are trained on the use of language in IT and in customer service scenarios. Even the assignments in the curriculum are based on examples from relevant industries like retail, financial services, hospitality, etc. All these will ensure that the curriculum is very industry relevant. Thus the curriculum is designed to make the learners "ready for job" on completion of the course. Since the curriculum is specifically designed keeping in mind our target segment of learners and employers, and since British Council has designed various teaching methodologies that have proved very effective in the past, we believe that a training session is essential for NGO teachers and volunteers who will be teaching our
curriculum in the NGO classrooms. Hence a commitment of 56 hours for training is also expected from volunteers and teachers prior to the start of the cycle.
Journey so far
The pilot was run in the National Capital Region in 17 NGO classrooms. 17 teachers and 11 volunteers were part of this. The pilot started on Aug 2, 2010 and was completed on Oct 13, 2010. Following this we launched the Nov 2010 cycle which started on Oct 25, 2010 and was completed on Feb 10, 2011.
Class schedule
If all the batches in an NGO classroom are run by volunteers, below would be a sample schedule. We are conscious of the load and time commitment for a volunteer; hence this methodology of a batch being taught by two volunteers has been devised to also balance the potential pedagogical concerns. In short 1 volunteer will teach 2 hrs per day, 3 days a week for 10 weeks. Since a pair of volunteers conducts classes for 1 batch, once a volunteer is assigned to a batch, changes cannot be made after the classes start. Each volunteer teaches 1 unit a day (1 unit of the curriculum is taught in a 2 hour session) i.e. while volunteer 1 teaches odd number units, volunteer teaches even number units in the curriculum. Volunteers and teachers should abide by the 1 unit per day schedule, lest the overall program will get delayed. In case enough volunteers cannot be obtained for an NGO, the full time permanent NGO teacher conducts classes for the batches.
Project Schedule
A typical year will have 3 cycles of the course at each NGO centre. Summer cycle - April through June, Monsoon cycle - July through October and Winter cycle - November through February.
Conclusion
We can do whatever we can by forming a group and indulging in the work like teaching, creating awareness among the low income groups during our holidays.Charity begins at home.
GCMMF-GUJURAT FEDERATION LTD.
COOPERATIVE
MILK
MARKETING
Gujarat Cooperative Milk Marketing Federation GCMMF is India's largest food products marketing organization. It is a state level apex body of milk cooperatives in Gujarat, which aims to provide remunerative returns to the farmers and also serve the interest of consumers by providing affordable quality products. GCMMF markets and manages the Amul brand.
Rural women empowerment
Milky cattle in India are mainly attended by women. Amul realized this and built women’s empowerment activities as an important component of its dairy development programme. In the early phases, the strategy was to train women in modern animal husbandry practices, and a large number of training programmes were specifically organized for them. Special incentives were given to all women dairy cooperative societies in order to encourage participation of women in governance of the cooperatives. According to NDDBs (National Dairy Development Board) annual report, 2001-02, the number of women who are members of dairy cooperatives has increased to 2.47 million in 2001-2002 from 0.62 million in 1986-87. As far as empowerment of women is concerned, this took place mainly through the women dairy cooperative societies (WDC). In the WDC’s women find themselves empowered, as they are authorized to make their own decisions in meetings held outside the home. Income from WDC’s enables the women to make most household expenditures without being dependent on their husbands. It has also played an important role in generating employment for women. With 3.5 million milk suppliers, "it is reasonable to assume that 5 percent represented women who were able to stay at home rather than go out for work. This withdrawal of women from the labour force will have created an additional 175,000 labouring jobs, predominantly for the very poor," reveals the assessment report of the World Bank in 1998.
All products are manufactured from the milk supplied by millions of rural milk producers, majority of who are small and marginal farmers and landless labourers. “Almost is women”.
one forth
of them
Thus it can be said that GCMMF (amul) has made its contribution towards corporate social responsiveness ‘stronger and higher’.
RELIANCE INDIA LIMITED
INTRODUCTION Reliance India Limited aims to be amongst the most admired and most trusted integrated utility companies in the world,delivering reliable and quality products and
services to all customers at competitive costs,with international standards of customer care -thereby creating superior value for all stakeholders. RIL's contribution to the community are in areas of health, education, infrastructure development (drinking water, improving village infrastructure, construction of schools etc.), environment (effluent treatment, tree plantation, treatment of hazardous waste), relief and assistance in the event of a natural disaster, and miscellaneous activities such as contribution to other social development organisations etc.
Education
A network of nine schools caters to 13,251 students spread across geographies in India. CSR teams from RIL's manufacturing divisions and E&P operations work ardently to support the educational requirements of the community and schools in the neighbouring region benefiting thousands of students from the underprivileged section of the society. RIL plays a pivotal role in supporting Government's initiative towards education of girl child. In Gujarat, under the project "Kanya Kelvani", RIL's Dahej Manufacturing Division has extended financial assistance towards education of girl child in the state. RIL has created a platform for computer learning in many villages.
RIL's Project Jagruti, the project to tackle dyslexia in Surat, is setting the pace for the community's response to the social dogma of the mentally underprivileged children. More than 8,800 hours have been spent by 35 trained teachers and more than 1,000 hours by RIL volunteers to uplift and bring the dyslexic students from the underprivileged segment into the main stream.
Community Health Care
RIL has developed Community Medical Centres near most of its manufacturing divisions to provide comprehensive health services covering preventive, promotive and curative health care services to the community from neighbouring villages.
Drishti
A unique joint initiative of RIL and National Association of Blind, Project Drishti has undertaken over 9,000 free corneal graft surgeries for the visually challenged Indians from the underprivileged segment of the society. It is the largest corneal grafting surgery project enabled by a single corporate entity in India. The initiative to combat TB, HIV / AIDS is a unique publicprivate partnership program between the Government, NGOs, several agencies and RIL. It extends from creating awareness to providing care, support and treatment including free of cost treatment to those who cannot afford the same.
Hazira Manufacturing Division's DOTS HIV / AIDS Centre is one of the largest AntiRetroviral Treatment Centre (ART Centre) in the country. A 22 bedded hospital for HIV / AIDS patients has been commissioned recently. he Primary Health Centre (PHC) at Dahej, Bharuch district, adopted by RIL under the National Rural Health Mission Programme caters to the community health needs of 23 surrounding villages.
Dhirubhai Ambani Hospital at Lodhivali, Maharashtra continues to play a
significant role in improving the quality of life in surrounding communities. It extends prompt and specialized services to the Mumbai-Pune highway accident victims.
Environment initiatives for the community
A zero garbage campaign has been launched in Reliance Townships to propagate the concept of solid waste (dry and wet waste) management. This is a part of cleanliness drive for a disease-free environment at employees' township, the surrounding villages of Hazira Manufacturing Division and also Surat city in Gujarat. To reduce plastic litter, as part of its commitment towards responsible care and product stewardship intervention, Hazira Manufacturing Division in partnership with an NGO is working for social and economical security of woman rag-pickers. Under the programme, direct sale of waste PET bottles to processing units is facilitated, thus eliminating channel of waste merchants and promoting, woman rag pickers' group. This program is being extended to over 350 slums of Surat and also various other RIL locations in Gujarat and other states.
Further, RIL in partnership with Gujarat Engineering Research Institute (GERI) and R & B Department constructed a 900 meter road stretch using 5% plastic waste. RIL's CSR team used unattended / non-recyclable plastic waste in construction of tar road which reduced construction cost as well improved road life and reduced road maintenance cost. Unattended and non recyclable plastic waste sourced from rag pickers' cooperative group also dead stock seized by Surat Municpal Corporate was used. Awareness and sensitization programs about the technology and its benefit to community have been undertaken to benefit the population of neighbouring villages of Hazira.
Heritage Conservation
Development of Dwarka and other places of religious and spiritual significance is a passion for RIL. The construction and beautification at Temple Parisar in Dwarka has been completed. The newly developed facility at the temple square is ready for dedication to devotees of Lord Dwarkadheesh. We are now poised to take up construction of Sudama Setu, a pedestal bridge connecting two banks of river Gomati.
RIL continues to support social, educational, cultural and spiritual activities of Shardapeeth of Jagadguru Shankaracharyaji, Dwarka. Also, financial assistance was extended to Shree Somnath Trust for construction of Kokila Dhirubhai Ambani Sagar Darshan Dham (a place of accommodation for pilgrimas and furniture was provided to Dhirajdham at Nathdwara Temple. RIL also extended support to publication of 'Shraddha Setu'-a coffee table book on Gujarat's pilgrimage centres.
doc_392556849.docx
Corporate social responsiveness Beginning around 1970, a new strain of thought crept into deliberations about business‘s role in the society. Ever more frequently, one began to hear the phrase ?corporate social responsiveness? rather than the older rubric of ?corporate social responsibility.? Soon it became evident that the promulgators of the responsiveness notion did indeed intend it to be a genuine replacement for the idea of responsibility and that it was not simply one of those fashionable changes in phraseology that occasionally takes the scholarly community by storm. ?Corporate social responsiveness? refers to capacity of a corporation to respond to social pressures. The literal act of responding, or of achieving a generally responsive posture, to society is the focus of ?corporate social responsiveness.? The key questions are: Can the company respond? Will it? Does it? How does it? To what extent? And with what effect? One searches the organization for mechanisms, procedures, arrangements, and behavioural patterns that, taken collectively, would mark the organisation as more or less capable of responding to social pressures. It then became evident that organisational design and managerial competence play important roles in how extensively and how well a company responds to social demand and needs. Hence the idea of ?corporate social responsiveness? is managerial in tone and approach, and its advocates plays great emphasis upon the management of a company‘s relations with society. Corporate social performance Corporate social performance (CSP) is defined as ?a business organization‘s configuration of principles of social responsibility, processes of social responsiveness, and policies, programs, and observable outcomes as they relate to the firm‘s societal relationships.? Measurement and reporting of the social performance of profit oriented firms forms the core of corporate social performance. The corporate needs the society to carry on business. Social support is essential for development of a business. No business can grow without society‘s support. As an important part of the society, corporate has to carry some social activities. The NAA Committee on
Accounting for Corporate Social Performance identified four major areas of social performance. a. Community Development: It includes social activities that are basically beneficial to the general public. For example, activities of housing construction, food programme, community planning and improvement etc. by a corporate would be treated as community development. b. Human resources: It includes social performance directed towards the well-being of employees. Training programme, up gradation of employees, improvement of working condition, promotion policies and provision of job enrichment etc would be treated as corporate social performance towards human resource. c. Physical Resources and Environmental Contributions: Activities by the corporate to prevent environmental deterioration or pollution would be under this heading. Corporate activities towards prevention of air, water or noise pollution, conservation of scarce resources and the disposal of solid waste are included in this area. d. Product or Service Contributions: This area includes consumerism, product quality, packing, advertising, warranty provisions etc.
The nature of Corporate social performance in India has been changed and is being changed over the years. Before independence, the corporate sector was dominated by British firms with very few corporate of Indian origin. The companies had hardly any social relevance. After independence, social performance was only the part of government organizations. Mainly Public Sector units were looking after social activities. But since 1990-91, due to new economic policy adopted by Govt. of India, many foreign and global business units has entered in India. Competition among the corporate bodies has also been increased. It leads the corporates to undertake some sort of social activities to get loyalty of the customers. However, due to global affect, awareness about social responsibility has also been increased among the corporate bodies. The objective of a business as ?to sale goods or product‘ has been changed ?to ?satisfy customers‘. So, the view of corporate to words society is also has been changed. Now in India, many of the big corporate houses contribute lots of money towards society. But, the contributions towards society by the corporate houses are very nominal if we compare it with their sales volume or profit. Most of the cases it is even less than .01% sales or .5% of their net profit.
CORPORATE SOCIAL RESPONSIBILITY AND CORPORATE SOCIAL RESPONSIVENESS
To explain the basic differences of corporate social responsibility and corporate social responsiveness we need to first understand in brief about the corporate social performance.
CORPORATE SOCIAL PERFORMANCE
Corporate social performance (CSP) is defined (D. J. Wood, 1991), as “a business organization’s configuration of principles of social responsibility, processes of social responsiveness, and policies, programs, and observable outcomes as they relate to the firm’s societal relationships.” Watrick and Cochran’s corporate social performance model extension:
CORPORATE SOCIAL RESPONSIBILITY Principles
CORPORATE SOCIAL RESPONSIVENESS Processes
1.Economic 2.Legal 3.Ethical 4.Discretionary
1.Reactive 2.Defensive 3.Accommodative 4.proactive
Directed at
Directed at
1. The social contract of business.
2. Business as a moral agent.
1. The capacity to respond to changing societal conditions. 2. Managerial approaches to developing responses.
“INSTITUTIONAL ORIENTATION” “PHILOSOPHICAL ORIENTATION”
Corporate social responsibility-
? The Economic Responsibilities (“Be profitable”): are the first and foremost social responsibilities of a business organization, the foundation upon which all other rest. Any business institution has the responsibility to produce goods and services the society wants and to sell them at an (acceptable) profit.
? The Legal Responsibilities (“Obey the law”): are strictly co-related with the economic ones and they reflect the society’s expectations regarding businesses to fulfill their economic mission within the framework of legal requirements.
? The Ethical Responsibilities (“Be ethical”): of a company embrace those activities and practices that are expected or prohibited by societal members even though they are not codified into law. A business organization has the obligation to avoid harm and to do what is right, just, and fair.
?
The Discretionary / Philanthropic Responsibilities (“Be a good corporate citizen”): are those about which society has no clear-cut message for business – they are left to
individual judgment and choice, but business is expected to contribute financial and human resources to the community and to improve the quality of life.
Corporate social responsiveness-
? Reaction (“Fight all the way”): This type of business response mainly reflects pragmatic, economic priorities; meanwhile the social responsibilities are completely ignored. A company that adheres to this strategy usually denies the social complaints against its illegal or immoral actions.
? Defense (“Do only what is required”): The business organization that adopts this response strategy only complies with the minimum legal requirements in order to protect the company and satisfy the social expectations. When it is criticized for the damages incurred at the societal level, a business organization in this stage generally tries to demonstrate its innocence and annihilate the charges against it.
? Accommodation (“Be progressive”): This type of response is found in business organizations that accept their social responsibilities and try to comply with economic, legal and ethical requirements. At this level, the organizational behavior is in line with social norms, values and relevant perspectives, but the external pressures are generally the main driver behind these responsible actions. ? Proaction (“Lead the industry”): The most comprehensive type of business response to social pressures, it complies with all social performance criteria, including the discretionary one. A proactive company is the one that always leads the social initiatives, prevents the social negative impact of its activities, and anticipates social problems and solutions.
TO CONCLUDE- In corporate social responsibility, it is your duties and responsibilities socially as a
citizen. In social responsiveness, it is your response to a social matter”.
Tata Company Profile
Tata Group was laid in 1868 by Jamsetji Nusserwanji Tata — then a 29-yearold who had learned the ropes of business while working in his father‘s banking firm. Tata companies have always believed in returning wealth to the society they serve. Two-thirds of the equity of Tata Sons, the Tata promoter company, is held by philanthropic trusts that have created national institutions for science and technology, medical research, social studies and the performing arts. The trusts also provide aid and assistance to non-government organisations working in the areas of education, healthcare and livelihoods. The combined Development-related expenditure of the trusts and the Companies amounts to around 4 per cent of the net profits of all the Tata Companies taken together. Tata companies are building multinational businesses that will achieve growth through excellence and innovation, while balancing the interests of
shareholders, employees and civil society. The most dazzling of the Tata enterprises that came into being during Jamsetji Tata‘s lifetime was the Taj Mahal Hotel in Bombay, which opened for business in 1903. Legend has it that Jamsetji Tata set his mind on building it after being denied entry into one of the city's fancy hotels for being an Indian.
The TATAs themselves underwent heavy loses still the interest was shown on the employees and the surrounding community. 1. All category of employees including those who had completed even 1 day as casuals were treated on duty during the time the hotel was closed. 2. Relief and assistance to all those who were injured and killed 3. The relief and assistance was extended to all those who died at the railway station, surroundings including the ?Pav- Bha ji? vendor and the pan shop owners. 4. During the time the hotel was closed, the salaries were sent by money order. 5. A psychiatric cell was established in collaboration with Tata Institute of Social Sciences to counsel those who needed such help. 6. The thoughts and anxieties going on people‘s mind was constantly tracked and where needed psychological help provided. 7. Employee outreach centers were opened where all help, food, water, sanitation, first aid and counseling was provided. 1600 employees were covered by this facility. 8. Every employee was assigned to one mentor and it was that person‘s responsibility to act as a ?single window? clearance for any help that the person required. 9. Ratan Tata personally visited the families of all the 80 employees who in some manner – either through injury or getting killed – were affected. 10. The dependents of the employees were flown from outside Mumbai to Mumbai and taken care off in terms of ensuring mental assurance and peace. They were all accommodated in Hotel President for 3 weeks. 11. Ratan Tata himself asked the families and dependents – as to what they wanted him to do. 12. In a record time of 20 days, a new trust was created by the Tatas for the purpose of relief of employees.
13. What is unique is that even the other people, the railway employees, the police staff, the pedestrians who had nothing to do with Tatas were covered by compensation. Each one of them was provided subsistence allowance of Rs. 10K per month for all these people for 6 months. 14. A 4 year old granddaughter of a vendor got 4 bullets in her and only one was removed in the Government hospital. She was taken to Bombay hospital and several lacs were spent by the Tatas on her to fully recover her. 15. New hand carts were provided to several vendors who lost their carts. 16. Tata will take responsibility of life education of 46 children of the victims of the terror. 17. This was the most trying period in the life of the organization. Senior managers including Ratan Tata were visiting funeral to funeral over the 3 days that were most horrible. 18. The settlement for every deceased member ranged from Rs. 36 to 85 lacs [One lakh rupees tranlates to approx 2200 US $ ] in addition to the following benefits: a. Full last salary for life for the family and dependents; b. Complete responsibility of education of children and dependents – anywhere in the world. c. Full Medical facility for the whole family and dependents for rest of their life. d. All loans and advances were waived off – irrespective of the amount. e. Counselor for life for each person.
Coca-cola Company Profile
The Coca-Cola Company originated as a soda fountain beverage in 1886 selling for five cents a glass. It is the world's biggest drinks company, controlling more than half the global market in carbonated soft drinks as well as a substantial chunk of the non-carbonated segment. It owns four of the world's five best-selling soft drinks.
Corporate Social Responsibility
Coca-Cola’s footprint in India was significant as well. The Company employed 7000 citizens and believed that for every direct job, 30-40 more were created in the supply chain.38 Like its parent, Coke India’s Corporate Social Responsibility (CSR) initiatives were both community and environment-focused. Priorities included education, where primary education projects had been set up to benefit children in slums and villages, water conservation, where the Company supported community-based rainwater harvesting projects to restore water levels and promote conservation education, and health, where Coke India partnered with NGOs and governments to provide medical access to poor people through regular health camps. In addition to outreach efforts, the company committed itself to environmental responsibility through its own business operations in India including39: ??Environmental due diligence before acquiring land or starting projects ??Environmental impact assessment before commencing operations ??Ground water and environmental surveys before selecting sites ??Compliance with all regulatory environmental requirements ??Ban on purchasing CFC-containing refrigeration equipment ??Waste water treatment facilities with trained personnel at all company-owned bottling operations ??Energy conservation programs ??50% water savings in last seven years of operations
Previous Coke Crises
Despite Coke’s reputation as a socially responsible corporate citizen, the Company has faced its share of controversy worldwide surrounding both its products and its policies in the years preceding the Indian pesticide crisis.
Ingram, et al. v. The Coca-Cola Company- 199940
In the spring of 1999, 4 current and former Coca-Cola employees, led by Information Analyst Linda Ingram, filed bias charges against Coca-Cola in Atlanta Federal Court. The lawsuit charged the Company with racial discrimination
Belgium- 199945
On June 8, 1999, thirty-three Belgian school children became ill after drinking Coke bottled at a local facility in Antwerp. A few days later, more Belgians complained of similar symptoms after drinking cans of Coke that had been bottled at a plant in Dunkirk, France and eighty people in northern France were allegedly stricken by intestinal problems and nausea, bringing the total afflicted to over 250. In the days following the first outbreak, seventeen million cases of Coke from five European countries were recalled and destroyed. It was the largest product recall in Coke’s history and Belgian and French authorities banned the sale of Coca-Cola products for ten days.
CASE FOR SOCIAL RESPONSIVENESSOVEREXPLOITATION AND POLLUTION OF WATER SOURCES IN INDIA BY COCA-COLA.
Of the 200 countries where Coca-Cola is sold, India reportedly has the fastest-growing market, but the adverse environmental impacts of its operations there have subjected the parent company and its local bottlers to a firestorm of criticism and protest. There has been a growing outcry against Coca-Cola's production practices in India, which are draining out vast amounts of public groundwater and turning farming communities into virtual deserts. Suicide rates among Indian farmers whose livelihoods are being destroyed are growing at an alarming rate. Every day for years there has been some form of protest, from large demonstrations to small vigils, against Coca-Cola's abuses in India. The Centre for Science and Environment (CSE) issued a report of test results regarding unacceptable levels of pesticides in Coca-Cola and Pepsi Cola soft drinks being sold
throughout India. The India Resource Center, reported that the study found high levels of lindane, a confirmed carcinogen, sometimes as high as 140 times those allowed by EU and BIS standards; chlorpyrifos, a neurotoxin, sometimes as high as 200 times those allowed by EU and BIS standards; heptachlor, which is banned in India and not used in the US since 1988, was found in 71% of samples, at levels 4 times higher than the proposed BIS standards; and malathion, a pesticide that was found in 38.6% of the samples tested. The U.S. Environmental Protection Agency recommends that workers wait at least 12 hours before entering an area where malathion has been applied. Thus it is very evident that Coca-Cola is plundering our natural resources, and presence of harmful chemicals in coca cola might lead to severe health hazards in our country. In no way Coca Cola tried to compensate poor farmers and their families for the loss caused to them due to depletion of ground water. This corporation could not to respond to social pressures and make good the loss caused by them.
Google Inc. is an American multinational public corporation invested in Internet search, cloud computing, and advertising technologies. Google hosts and develops a number of Internet-based services and products. It has been estimated that Google runs over one million servers in data centers around the world, and processes over one billion search requests.
About Google Crisis Response
Google Crisis Response makes critical information more accessible around natural disasters and humanitarian crises such as hurricanes and earthquakes. This initiative is a project of Google.org, which uses Google's strengths in information and technology to build products and advocate for policies that address global challenges. The types of activities they may initiate include:
? ? ? ? ?
Organizing emergency alerts, news updates and donation opportunities, and making this information visible through their web properties Building engineering tools that enable better communication and collaboration among crisis responders and among victims such as Person Finder and Resource Finder. Providing updated satellite imagery and maps of affected areas to illustrate infrastructure damage and help relief organizations navigate disaster zones Supporting the rebuilding of network infrastructure where it has been damaged to enable access to the Internet Donating to charitable organizations that are providing direct relief on-the-ground
Response Efforts
The Google Crisis Response team assesses the severity and scope of a disaster to determine whether or not Google is able to uniquely contribute tools or content to response efforts. Examples of Google's tools include Google Person Finder, which connects those seeking information about loved ones, and Google Resource Finder, which helps locate medical facilities and other emergency services during a crisis. Google may also provide highresolution satellite imagery to crisis responders and monetary donations to non-profit organizations who provide relief services. The help, aid and support provided by Google‘s search branch called “GOOGLE CIRISIS RESPONSE? is for the affected victims of natural disasters or otherwise affected areas where chaos and confusion prevail due to the shock and fear of the aftermath. Google has tried to use its widespread reach to help millions of individuals with the hope of helping save lives and reuniting loved ones.
Centralized information
Google‘s Crisis Response page—now in Japanese, English, Chinese and Korean—organizes all of Google‘s efforts, with links to valuable resources such as emergency hotlines, Person Finder, blackout schedules, maps and links to relief organizations receiving donations.
Donations 1) Pakistan Floods
Google had provided $1 million in charitable grants, as well as technology support to help the people of Pakistan recover from these floods. Roughly one-third of their grants support organizations providing clean water, shelter, medical care and other immediate needs, while two-thirds wiere focused on longer-term rebuilding efforts.
2) Christchurch Earthquake
February 22, 2011 - A magnitude 6.3 earthquake occurred very close to Christchurch, New Zealand causing extensive damage.
3) Brazil Floods and Landslides
January 11, 2011 - The rains in the mountainous region of the state of Rio de Janeiro have caused landslides and flooding in several municipalities.
4) Australia Floods
January 12, 2011 - The worst flooding in the last 35 years threatens millions of people and critical infrastructure in Australia -- including Queensland, New South Wales and Victoria.
ICICI Bank
ICICI Bank Limited is the second largest financial service company headquartered at Mumbai, India. It ranks second in term of sales and total assets. It offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialized subsidiaries in the areas of investment banking, life and non-life insurance, venture capital and asset management.
ICICI Group Flood Rehabilitation Programme 2008
In 2008, India experienced massive flooding in the states of Bihar, Orissa, Assam and parts of West Bengal. These floods caused tremendous damage to human life, property and crops, affecting millions of people. Hardest hit were the poorest and most vulnerable, including children, the disabled, and marginalized social groups. ICICI Bank responded, mobilizing funds to help people affected by the floods by appealing to its Internet banking customers. There was a spontaneous and overwhelming response.More than 55,000 individual customers responded, for a total contribution of Rs.31.70 million. ICICI Group companies and its employees contributed an additional Rs.106.50 million. The funds have been and continue to be utilised for the rehabilitation of flood victims in Orissa, Bihar and West Bengal. Rather than a short-term disaster relief programme, ICICI Group‘s efforts have focused on the longer-term rehabilitation phase, including support for child resilience and livelihood rebuilding initiatives.
Goldman Sachs
The Goldman Sachs Group, Inc. is an American bulge bracket investment banking and securities firm that engages in global investment banking, securities, investment management, and other financial services primarily with institutional clients. It provides a wide range of financial services to a substantial and diversified client base that includes corporations, financial institutions, governments and high-net-worth individuals. The firm provides mergers and acquisitions advice, underwriting services, asset management, and prime brokerage to its clients, which include corporations, governments and individuals.
E Choupal- An ITC Initiative
Idea Generation The idea of creating and leveraging an electronic market place came from the brainstorming session done by senior executives of ITC-IBD. ITC believes in using a business model that does good to society and helps in improving the standard of living of stakeholders as well as add value to the shareholder wealth. ITC also believed that to tap the Indian rural market opportunity, and to reach across a wide range in rural India, the leaders have to understand and unleash the power of the small-scale entrepreneur in village communities.
Unique Business Model: e-Choupal: The e-Choupal model has been specifically designed to tackle the challenges posed by the unique features of Indian agriculture, characterized by fragmented farms, weak infrastructure and the involvement of numerous intermediaries, who block critical market information from passing to the farmers and use that information for getting a big margin for themselves. The intermediaries capitalized on the economies of information and economies of physical things, which are tied together in a bundle. Due to this, the farmers does not get the proper price of its product & they continue to live below the poverty line. But e-Choupal sets things in order as it smoothens the flow of information to the farmers by disinter mediating intermediaries from the chain of information flow and at the same time leverages the physical transmission capabilities of the them as they deliver critical value at every link for a very low cost in a weak infrastructure environment. Conclusion e-Choupal has been most successful initiative to wire rural India and to involve the farmers in learning. ITC has envisaged on various plans to replicate the success achieved to other states and expand the services offered to other commodities like spices. ITC has also identified e-Choupal as an important driver for exports, which are
targeted at $ 400 million by 2005. e-Choupal has also attracted attention from the renowned academicians, since e-Choupal has managed to innovate the supply-chain, and model applied by ITC has enough potential to be replicated in the under-developed and developing countries. ITC has been successful in making the farmer feel the sense of ownership and enthuse him to generate additional revenue by eliminating middlemanParticipating farmers have been able to enhance their income and eliminate the delay in getting the payment once the product is sold. It has helped in reducing debt burden of the farmers. The success of e-Choupal has given new lessons to the corporates in the India and abroad. The gains from the novel initiative are manifold to ITC, the farmers and other companies. e-Choupal has helped the farmers to improve their productivity and get better prices, whereas ITC has benefited by better sourcing of raw materials and building a backbone to market the end products which is vital for the FMCG companies like ITC.
Ashok Leyland
Ashok Leyland is a commercial vehicle manufacturing company based in Chennai, India. Founded in 1948, the company is one of India's leading manufacturers of commercial vehicles, such as trucks and buses, as well as emergency and military vehicles.
Ashok Leyland initiative in AIDS Awareness and Prevention
In the mid-90s, when the Department of International Development, British High Commission, formed the Truckers Interim Coordination Unit (TICU) for a focussed programme among truck drivers, Ashok Leyland was one of the first organisations to associate itself by becoming an intervention centre. The trucking community, constantly in transit and away from homes for days, has been identified as one of the most vulnerable to AIDS. If roads are the arteries ensuring economic well being, then the five million strong community of truckers can well be considered the blood cells of the economic activity. Thus, there was more than the persuasion of business association in making this corporate commitment.
In 1998, awareness and prevention programmes were started in two centres in the Company: at the two Hosur factories (among convoy drivers) and at the Namakkal Driver Training Centre (among driver trainees).
Close interaction with the target group gave an insight into its habits and psyche. Here was a group, whose irregular work hours and punishing work routine told on the body metabolism.
In the initial days, when AIDS was a four letter word mentioned only in whispers, many in the target group had not even heard about it, leave aside being aware of the danger it meant. Ignorance, superstitions and – when confronted – rationalisation: these were the common enemies.
Hosur: Employees as Life Savers
When volunteers were sought from among the employees of the Company‘s two plants at Hosur, the response was much beyond expectations. 56 employees volunteered and underwent trainers‘ training and have since been taking turns to counsel the ?convoy drivers?. The convoy drivers employed by Ashok Leyland‘s Transport Contractors drive the vehicles from the two plants to sales yards all over India. At a central location which they visit for allotment of vehicles, condom and literature dispensers are kept. The time for dispatch documentation, when the drivers are free is used to hold small group informational sessions by the volunteers. At one-to-one sessions, when incidence of medical conditions is
suspected, such drivers are directed to the medical centre for physical examination. The Company doctor prescribes necessary treatment, which is funded by the transport contractors. Where required, referrals are given to external counsellors and preventive services / products offered by the TTK Group, Prakruti and Seva Kendra.
For the project to take off and succeed, the general lack of awareness, the stigma attached to AIDS, diffidence of the affected – all these had to be overcome. “When Suresh, a convoy driver, was found HIV+ve, he was relieved of his job by his contractor, which cannot stand legal scrutiny. Only after many counselling sessions by us, did he re-employ Suresh. The stigma attached to the disease makes it even more tragic”, says Dr G R Vijayakumar, Medical Officer, Hosur.
Confronted with the facade of rationalisation to camouflage guilt, soon it was clear that follow-up with the driver families through the husbands was not possible. The NGOs got entry into the families through the route of prenatal care.
Namakkal Driver Training Centre: Holistic Training
Ashok Leyland’s Namakkal Driver Training Centre near Salem in Tamil Nadu was started in 1995 “to ready a driver for life on the road and off the road”. From the very beginning, the curriculum had included, besides functional subjects, health education including yoga and AIDS awareness. Namakkal is virtually the heartland of trucking in South India. The Training Centre has integrated itself well with the community, the various fleet owners associations and local NGOs, which has enhanced its ability to create mass awareness about AIDS. Identified as an important Centre given its strategic location, the Training Centre’s contribution is well appreciated by APAC (AIDS Prevention and Control Project) and AIDS Control society.
Over one lakh drivers, who have been trained under various courses, have been covered under AIDS awareness sessions so far. Sessions on AIDS, which are part of the structured training programme are supplemented by videocassettes, leaflets and booklets received from AIDS Control Society. Specialist NGOs regularly visit the Training Centre, to deliver talks and to present street plays and dances with a message.
In 2000-01, APAC set up a health centre in the premises and 1,229 drivers underwent treatment / medical examination / counselling.
Says SVB Saie, Manager, Namakkal Driver Training Centre, on the approach when an AIDS case is suspected: “The approach to the issue is not accusational. We don’t say, “You belong to a high-risk group”. Instead, we say: “people who are away from home for a long time, for example those in the military, navy etc., are more prone to the disease”… so that they don’t feel blamed as a community”.
Times of India -TEACH INDIA PROGRAM Introduction
The youth population has the potential to greatly contribute to the growth of a nation's economy. India has a population of 521 million youth between the age of 12 and 35, the largest in the world and is banking upon this group to break into the league of the most advanced nations in the world. But the contribution by the youth to India's progress might be
limited since a large number of those are still unskilled. Now that English has become the preferred language of conversation for jobs in the retail, hospitality, healthcare, BPO and other sectors, the ability to converse in English not only builds confidence in an individual but also improves one's chances of finding employment. Thus Teach India focuses on teaching spoken English to youth in the age group of 18-32and through the program increases their employability. The Times Group not only has the domain expertise and intellectual capability, but also has access to relevant resources including media channels and a large English speaking readership base to launch and execute a large scale spoken English training program for youth from the underprivileged sections of the society. Such an initiative gives the Group an opportunity to directly engage with its readers, besides promoting English in the non-English speaking sections which will, in the long run, add to the sustainability of the of the business.
Program
The Times Group launched Teach India as an initiative to teach spoken English to the youth belonging to the underprivileged sections of the urban society. British council has been brought on board for designing the curriculum and for training the volunteers and teachers who will be imparting the curriculum to the learners. The curriculum for the course has been designed keeping in mind the present language levels of the target segment and the spoken English requirements of potential employers. The Times Group proactively attempts to build a bridge between the learners and the potential employers and connect the two. On completion of the course, the learners get a certificate which is jointly certified by both The Times Group and British Council.
Learner
The ability to converse in English opens the doors to employment in various sectors. The learners undergo the training on spoken English and the target of the training is to make them job-ready in terms of spoken English requirements. The team will also ensure access to suitable employment opportunities.
A typical target learner:
? ? ? ? Is between 18 to 32 year of age Has a monthly family income of under Rs. 8,000 Has had basic introduction to English but never used it in daily life Seeks to improve employability through the course
Volunteer
The initiative aspires to involve as many volunteers as possible to teach spoken English to the learners. Spoken English classes are held in the NGO premises, or centers supervised by the NGOs. Three to four batches of two hours each are held in a day and are 20 learners in each of the batches. Volunteers can choose any of the above
batches for teaching spoken English at the NGO. Since the spoken English classes run 6 days in a week over a 10 week period, we have planned for two volunteers to teach one batch on alternate days. Thus every volunteer will have to take classes for approximately 60 hours spread over three months. Since the initiative requires the volunteer to make substantial time commitment, we believe that only the open-eyed volunteers will step up to the challenge and be a part of the initiative. NGO The initiative is implemented on the ground by partner grassroots NGOs, mostly working in urban slums. These partner NGOs have been carefully selected and the Times Group supports them on multiple fronts including training and not just financially. These partner NGOs are responsible for organizing the spoken English classes, getting the learners in the classrooms, and managing the day-to-day affairs. The NGOs we have selected are currently working with our target learner group on skill building or vocational training. The NGOs have a community mobilizer/coordinator to gather learners and also to coordinate the volunteers. If a centre doesn't have many volunteers teaching, the batches are taught by a paid full time teacher. Curriculum British Council has designed a 120 hour spoken English curriculum which is to be taught over a period of 10 weeks. Learners attend 2 hour sessions each day, 6 days a week for a total of 10 weeks. Each 2 hour session comprises of one chapter or unit in the curriculum. British Council started with a benchmarking or needs analysis exercise to measure the current standard and learning capabilities of learners, the language and teaching level of teachers, and quality and usability of teaching material, supporting teaching aids and infrastructure. The curriculum has a learner-focused approach, with the teacher acting as a facilitator rather than a dispenser of knowledge. Collaborative learning methodologies have been extensively used. After a set of modules on strengthening core spoken English, the learners are trained on the use of language in IT and in customer service scenarios. Even the assignments in the curriculum are based on examples from relevant industries like retail, financial services, hospitality, etc. All these will ensure that the curriculum is very industry relevant. Thus the curriculum is designed to make the learners "ready for job" on completion of the course. Since the curriculum is specifically designed keeping in mind our target segment of learners and employers, and since British Council has designed various teaching methodologies that have proved very effective in the past, we believe that a training session is essential for NGO teachers and volunteers who will be teaching our
curriculum in the NGO classrooms. Hence a commitment of 56 hours for training is also expected from volunteers and teachers prior to the start of the cycle.
Journey so far
The pilot was run in the National Capital Region in 17 NGO classrooms. 17 teachers and 11 volunteers were part of this. The pilot started on Aug 2, 2010 and was completed on Oct 13, 2010. Following this we launched the Nov 2010 cycle which started on Oct 25, 2010 and was completed on Feb 10, 2011.
Class schedule
If all the batches in an NGO classroom are run by volunteers, below would be a sample schedule. We are conscious of the load and time commitment for a volunteer; hence this methodology of a batch being taught by two volunteers has been devised to also balance the potential pedagogical concerns. In short 1 volunteer will teach 2 hrs per day, 3 days a week for 10 weeks. Since a pair of volunteers conducts classes for 1 batch, once a volunteer is assigned to a batch, changes cannot be made after the classes start. Each volunteer teaches 1 unit a day (1 unit of the curriculum is taught in a 2 hour session) i.e. while volunteer 1 teaches odd number units, volunteer teaches even number units in the curriculum. Volunteers and teachers should abide by the 1 unit per day schedule, lest the overall program will get delayed. In case enough volunteers cannot be obtained for an NGO, the full time permanent NGO teacher conducts classes for the batches.
Project Schedule
A typical year will have 3 cycles of the course at each NGO centre. Summer cycle - April through June, Monsoon cycle - July through October and Winter cycle - November through February.
Conclusion
We can do whatever we can by forming a group and indulging in the work like teaching, creating awareness among the low income groups during our holidays.Charity begins at home.
GCMMF-GUJURAT FEDERATION LTD.
COOPERATIVE
MILK
MARKETING
Gujarat Cooperative Milk Marketing Federation GCMMF is India's largest food products marketing organization. It is a state level apex body of milk cooperatives in Gujarat, which aims to provide remunerative returns to the farmers and also serve the interest of consumers by providing affordable quality products. GCMMF markets and manages the Amul brand.
Rural women empowerment
Milky cattle in India are mainly attended by women. Amul realized this and built women’s empowerment activities as an important component of its dairy development programme. In the early phases, the strategy was to train women in modern animal husbandry practices, and a large number of training programmes were specifically organized for them. Special incentives were given to all women dairy cooperative societies in order to encourage participation of women in governance of the cooperatives. According to NDDBs (National Dairy Development Board) annual report, 2001-02, the number of women who are members of dairy cooperatives has increased to 2.47 million in 2001-2002 from 0.62 million in 1986-87. As far as empowerment of women is concerned, this took place mainly through the women dairy cooperative societies (WDC). In the WDC’s women find themselves empowered, as they are authorized to make their own decisions in meetings held outside the home. Income from WDC’s enables the women to make most household expenditures without being dependent on their husbands. It has also played an important role in generating employment for women. With 3.5 million milk suppliers, "it is reasonable to assume that 5 percent represented women who were able to stay at home rather than go out for work. This withdrawal of women from the labour force will have created an additional 175,000 labouring jobs, predominantly for the very poor," reveals the assessment report of the World Bank in 1998.
All products are manufactured from the milk supplied by millions of rural milk producers, majority of who are small and marginal farmers and landless labourers. “Almost is women”.
one forth
of them
Thus it can be said that GCMMF (amul) has made its contribution towards corporate social responsiveness ‘stronger and higher’.
RELIANCE INDIA LIMITED
INTRODUCTION Reliance India Limited aims to be amongst the most admired and most trusted integrated utility companies in the world,delivering reliable and quality products and
services to all customers at competitive costs,with international standards of customer care -thereby creating superior value for all stakeholders. RIL's contribution to the community are in areas of health, education, infrastructure development (drinking water, improving village infrastructure, construction of schools etc.), environment (effluent treatment, tree plantation, treatment of hazardous waste), relief and assistance in the event of a natural disaster, and miscellaneous activities such as contribution to other social development organisations etc.
Education
A network of nine schools caters to 13,251 students spread across geographies in India. CSR teams from RIL's manufacturing divisions and E&P operations work ardently to support the educational requirements of the community and schools in the neighbouring region benefiting thousands of students from the underprivileged section of the society. RIL plays a pivotal role in supporting Government's initiative towards education of girl child. In Gujarat, under the project "Kanya Kelvani", RIL's Dahej Manufacturing Division has extended financial assistance towards education of girl child in the state. RIL has created a platform for computer learning in many villages.
RIL's Project Jagruti, the project to tackle dyslexia in Surat, is setting the pace for the community's response to the social dogma of the mentally underprivileged children. More than 8,800 hours have been spent by 35 trained teachers and more than 1,000 hours by RIL volunteers to uplift and bring the dyslexic students from the underprivileged segment into the main stream.
Community Health Care
RIL has developed Community Medical Centres near most of its manufacturing divisions to provide comprehensive health services covering preventive, promotive and curative health care services to the community from neighbouring villages.
Drishti
A unique joint initiative of RIL and National Association of Blind, Project Drishti has undertaken over 9,000 free corneal graft surgeries for the visually challenged Indians from the underprivileged segment of the society. It is the largest corneal grafting surgery project enabled by a single corporate entity in India. The initiative to combat TB, HIV / AIDS is a unique publicprivate partnership program between the Government, NGOs, several agencies and RIL. It extends from creating awareness to providing care, support and treatment including free of cost treatment to those who cannot afford the same.
Hazira Manufacturing Division's DOTS HIV / AIDS Centre is one of the largest AntiRetroviral Treatment Centre (ART Centre) in the country. A 22 bedded hospital for HIV / AIDS patients has been commissioned recently. he Primary Health Centre (PHC) at Dahej, Bharuch district, adopted by RIL under the National Rural Health Mission Programme caters to the community health needs of 23 surrounding villages.
Dhirubhai Ambani Hospital at Lodhivali, Maharashtra continues to play a
significant role in improving the quality of life in surrounding communities. It extends prompt and specialized services to the Mumbai-Pune highway accident victims.
Environment initiatives for the community
A zero garbage campaign has been launched in Reliance Townships to propagate the concept of solid waste (dry and wet waste) management. This is a part of cleanliness drive for a disease-free environment at employees' township, the surrounding villages of Hazira Manufacturing Division and also Surat city in Gujarat. To reduce plastic litter, as part of its commitment towards responsible care and product stewardship intervention, Hazira Manufacturing Division in partnership with an NGO is working for social and economical security of woman rag-pickers. Under the programme, direct sale of waste PET bottles to processing units is facilitated, thus eliminating channel of waste merchants and promoting, woman rag pickers' group. This program is being extended to over 350 slums of Surat and also various other RIL locations in Gujarat and other states.
Further, RIL in partnership with Gujarat Engineering Research Institute (GERI) and R & B Department constructed a 900 meter road stretch using 5% plastic waste. RIL's CSR team used unattended / non-recyclable plastic waste in construction of tar road which reduced construction cost as well improved road life and reduced road maintenance cost. Unattended and non recyclable plastic waste sourced from rag pickers' cooperative group also dead stock seized by Surat Municpal Corporate was used. Awareness and sensitization programs about the technology and its benefit to community have been undertaken to benefit the population of neighbouring villages of Hazira.
Heritage Conservation
Development of Dwarka and other places of religious and spiritual significance is a passion for RIL. The construction and beautification at Temple Parisar in Dwarka has been completed. The newly developed facility at the temple square is ready for dedication to devotees of Lord Dwarkadheesh. We are now poised to take up construction of Sudama Setu, a pedestal bridge connecting two banks of river Gomati.
RIL continues to support social, educational, cultural and spiritual activities of Shardapeeth of Jagadguru Shankaracharyaji, Dwarka. Also, financial assistance was extended to Shree Somnath Trust for construction of Kokila Dhirubhai Ambani Sagar Darshan Dham (a place of accommodation for pilgrimas and furniture was provided to Dhirajdham at Nathdwara Temple. RIL also extended support to publication of 'Shraddha Setu'-a coffee table book on Gujarat's pilgrimage centres.
doc_392556849.docx