CORPORATE SOCIAL
RESPONSIBILITY
(CSR)
Group D , MBA (PT)
Ajit Singh
S-07
CRIS
Ankur Garg
S-10
Utstarcom
Anokha Sharma
N-06
LIC
Arvind Bhisikar
S-13
NPC
Harish Chauhan
N-19
MCD
Nagendra Shekhar
S-36
BSES
Ravi Kumar
N-48
TCS
Saurabh Aggarwal
N-70
IREO
What is Corporate social
Responsibility?
‘CSR is the continuing commitment by business to behave ethically
and contribute to economic development while improving the quality
of life of the workforce and their families as well as of the local
community and society at large.’
Environment
Economic
Social
Group D , MBA (PT)
Corporate Social Responsibility
Preliminary definitions of CSR
• The impact of a company’s actions on society
• Requires a manager to consider his acts in terms
of a whole social system, and holds him
responsible for the effects of his acts anywhere
in that system
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Corporate Social Responsibility
Corporate Citizenship Concepts
• Corporate social responsibility – emphasizes
obligation and accountability to society
• Corporate social responsiveness –
emphasizes action, activity
• Corporate social performance – emphasizes
outcomes, results
Group D , MBA (PT)
What is Corporate social
Responsibility?
• Behaviour & conduct/good governance
• Responsible impact on society
• Accountability & transparency
• Stakeholder engagement
• Reputation & risk management
• Socially responsible investment
Group D , MBA (PT)
Reasons for the focus on Business
& Society
• Globalisation - increasing trade
• Markets growing faster than social and political structures
• Sheer scale of business (51 of the top largest economic entities are
corporations)
• Technology
– Growth of the internet and available data
• Increase of NGOs (non-governmental organisations)
• Increase in democracy
• Growth of SRI (socially responsible investing)
Group D , MBA (PT)
The Business Case for CSR
• Efficiencies - Reducing resource use, waste and
emissions doesn't just help the environment - it
saves money too.
• Risk Management - CSR helps ensure you comply with
regulatory requirements. Building a genuine culture
of ‘doing right thing’
• Financial Performance -Sales of environmentally
friendly' products continue to grow - and these
products often sell at a premium price
• Access to Capital - through SRI and institutional
Investors
7 D , MBA (PT)
Group
The Business Case for CSR(cont)
• Attract & Retain Top Talent - A good reputation makes it
easier to recruit employees. Employees may stay longer,
reducing the costs and disruption of recruitment
and
retraining.
• Enhanced Brand Image and Reputation - Building a
reputation as a responsible business sets you apart
• Increased Customer Loyalty – based on distinctive ethical
values
•
•
•
•
Reduced Regulatory Oversight/Positive Public Policy
Positive impact on society and environment
Improved standing with government
Improved standing with business partners, costumers,
investors
8 D , MBA (PT)
Group
The Business Case for CSR(cont)
• Employees are better motivated and more productive.
• Activities such as involvement with the local
community are ideal opportunities to generate
positive press coverage.
• Good relationships with local authorities make doing
business easier.
• Understanding the wider impact of your business can
help you develop new products and services.
• CSR can make you more competitive and reduces the
risk of sudden damage to your reputation (and sales).
Investors recognise this and are more willing to
finance you.
• Stakeholder Activism
9 D , MBA (PT)
Group
The issues being addressed by CSR
• Supply chain
• Human rights
• Plant closures
• Charitable giving
• Work life balance
• Cause related marketing
• Environmental pollution
• Sustainability……
These mean different things to different firms
Group D , MBA (PT)
Corporate Social Responsibility (CSR)
Arguments For
• Addresses social issues business caused and allows
business to be part of the solution
• Protects business self-interest
• Limits future government intervention
• Addresses issues by using business resources and
expertise
• Addresses issues by being proactive
Arguments Against
•
•
•
•
•
Restricts the free market goal of profit maximization
Business is not equipped to handle social activities
Dilutes the primary aim of business
Increase business power
Limits the ability to compete in a global marketplace
Group D , MBA (PT)
Spectrum of CSR
Poor CSR
Good CSR
•No employment
•Taking care of workers
•No concern for indirect effect
(land, water, air)
•Low dependence on non
renewable resources
•Destruction of agricultural
land
•Not willing to listen to other
stakeholders
•Appropriate of land not being
compensated
•Non compliance of rule of land
Group D , MBA (PT)
•High awareness about
CSR initiatives
•Land compensation
•Increased monitoring
system
•Environment responsibility
Corporate Social Responsibility (CSR)
Business Criticism/ Social Response Cycle
Factors in the Societal Environment
Criticism of
Business
Increased concern
for the Social Environment
A Changed
Social Contract
Business Assumption of Corporate Social Responsibility
Social Responsiveness, Social Performance, Corporate Citizenship
A More Satisfied Society
Fewer Factors Leading
to Business Criticism
Group D , MBA (PT)
Increased Expectations Leading
to More Criticism
Corporate Social Responsibility
(CSR)
Historical Perspective
• Economic model – the invisible hand of the
marketplace protected societal interest
• Legal model – laws protected societal interests
Group D , MBA (PT)
Corporate Social Responsibility
(CSR)
Historical Perspective
• Modified economic model
– Philanthropy
– Community obligations
– Paternalism
• What was the main motivation?
– To keep government at arms length
Group D , MBA (PT)
Corporate Social Responsibility
(CSR)
Historical Perspective
From the 1950’s to the present the concept of
CSR has gained considerable acceptance
and the meaning has been broadened to
include additional components
Group D , MBA (PT)
Corporate Social Responsibility (CSR)Evolving View Points
• Bauer -“CSR considers the impact of the company’s actions on society”
• Davis and Blomstrom – “CSR requires decision makers to take actions
that protect and improve the welfare of society as a whole along with
their own interests”
• McGuire – “CSR mandates that the corporation has not only economic
and legal obligations, but also certain responsibilities to society that
extend beyond these obligations”
• Epstein –”CSR relates primarily to achieving outcomes from
organizational decisions concerning specific issues or problems, which
by some normative standard have beneficial rather than adverse
effects upon pertinent corporate stakeholders. The normative
correctness of the products of corporate action have been the main
focus of CSR”
Group D , MBA (PT)
Concepts & Methodology
There are 3 levels of CSR :
Level 1 : Compliance
Level 2 : Philanthropy/Green wash
Level 3 : - Innovations
- Key business strategy
- Leapfrog
Based on :
John Elkington & Stuart Hart, et al.
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CSR Level 1:
Key Question:
The least that an industry can do beyond compliance
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CSR Levels 2
Key Questions :
Is industry voluntarily giving back something to the
society?
Are these actions inspired by a sense of guilt to the
society, earning good name in market, philanthropy,
etc.?
Group D , MBA (PT)
CSR Level 2
• Infrastructure for physically challenged employees
• Foundations (i.e. : financial aid beyond immediate
community/tax planning with positive impact)
• Income generation for community
• Forestation / “Greening”
• Community development office
• Cultivation in public land
• Paternity leave
Group D , MBA (PT)
CSR Level 3
Key Questions:
Is it part of core business strategy?
Is it adopted by the board?
Group D , MBA (PT)
CSR Level 3
• Ash management: ash brick factory
• Quality Circle: empowering community
• R&R: land for land
• Distributed Generation: Regional dev.
• Center for power efficiency and Env.
Protection (CenPEEP)
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CR-related standards, guidelines and codes of conduct
Now over 300 external CR tools, guidelines and codes of practice
Global Sullivan
Principles
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Corporate Social ResponsibilityPhases and Drivers
Group D , MBA (PT)
CSR-Business Responsibilities in the 21st Century
• Demonstrate a commitment to society’s values and
contribute to society’s social, environmental, and
economic goals through action.
• Insulate society from the negative impacts of
company operations, products and services.
• Share benefits of company activities with key
stakeholders as well as with shareholders.
• Demonstrate that the company can make more
money by doing the right thing.
Group D , MBA (PT)
World-wide critical events and issues
• 1970s Apartheid era South Africa - racial discrimination
• 1970s Nestle - marketing of breast milk substitute
• 1984
Union Carbide in Bhopal, India - environment
• 1995
Shell in North Sea (Brent Spar) - environment
• 1995
Shell in Nigeria (Ogoni) - distribution of resources
• 1996
BP in Colombia - security forces & complicity
• 2000
Mars, Cadbury, Hershey, Ivory Coast - child labour
• 2000
Chiquita, Del Monte etc., C. America - association
• 2000
Adidas in Pakistan - child labour
• 2002
Talisman in Sudan - complicity in repression
• 2000s Nokia, Motorola, Congolese Coltan - forced labour
Group D , MBA (PT)
CSR vs Financial Crisis
The ongoing financial crisis and its effects on the
global economy have made it clear that the
stability of our global market system depends on
responsible behavior, sustainable business
models and proactive management of business
impacts on society as well as regulatory
frameworks.
Prof Craig Smith
Ethics & Social Responsibility
INSEAD
Group D , MBA (PT)
International Guidelines on CSR
• World Business Council for Sustainable Development
CSR is the continuing commitment by business to behave
ethically and contribute to economic development while
improving the quality of life of the workforce and their families
as well as of the local community and society at large.
• The European Commission
Being socially responsible means not only Fulfilling legal
expectations but also going beyond compliance and investing
more into human capital, the environment and relations with
stakeholders.
• UK Government
The Government sees CSR as the business contribution to our
sustainable development goals. Essentially it is about how
business takes account of its economic, social and
environmental impacts in the way it operates – maximizing the
benefits and minimizing the downsides.
Group D , MBA (PT)
"We are not asking corporations to do
something different from their normal business;
we are asking them to do this normal business
differently"
Kofi Annan
Global Compact meeting
“ISO standards are crucial to
sustainable development as they
are key source of technological
know how”
Kofi Annan,
ISO General Assembly, sept. 2004
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CSR Standards
• SA 8000
• Global
Reporting
Initiative
(GRI)
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• “A set of international workplace and human rights standards
developed by Social Accountability International, with input
from numerous NGOs and based on the Conventions of the ILO
and the Universal Declaration of Human Rights” (Miles, 2004)
• May emerge as international standard, required by vendors to
remain a member of the supply chain of large MNCs (Miles,
2004)
• GRI provides a “trusted and credible framework for sustainability
reporting that can be used by organizations of any size, sector or
location.” (GRI, 2008)
• GRI was developed over the last ten years and is now broadly
recognized by many organizations as a standard for corporate
responsibility and sustainability reporting
• GRI provides a public record of organizations which have
voluntarily provided their sustainability reports
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CSR Standards
• ISO 26000
Group D , MBA (PT)
• The ISO 26000 standard addresses core CSR subjects
including governance, human rights, labour practices,
the environment, fair operating practices, consumer
issues and community involvement and development
• ISO 26000 is a working draft that has not yet been
ratified by ISO members and therefore has not yet
been implemented
• This standard provides a guide for organizations to
voluntarily adopt CSR practices
• With participation from about 80 countries and many
stakeholder groups, ISO 26000 will likely be recognized
as a universal standard, across most industries, when it
is completed
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ISO in brief
International Organization for Standardization
Federation of National Standards Bodies, one per country
Created in 1946
Currently almost 15000 valid ISO standards
Head office in Geneva
146 members (110 from developing countries)
•
•
What ISO does
Develops International Standards for products, services, processes, materials
and systems, and for conformity assessment, managerial and organizational
practice.
What ISO standards achieve
Help ensure quality, ecology, safety, economy, reliability, compatibility,
interoperability, efficiency, effectiveness and other viral characteristics;
facilitate trade and disseminate technology.
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Guidance for Social Responsibility
ISO 26000 (in 2010)
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Definition of CSR (ISO 26000)
=
responsibility of an organization for the
impacts of its decisions and activities on
society and the environment, through
transparent and ethical behavior that:

contributes to sustainable development, health and the
welfare of society;
takes into account the expectations of stakeholders;
is in compliance with applicable law and consistent with
international norms of behavior; and
is integrated throughout the organization and practiced
in its relationships.



Group D , MBA (PT)
Why is ISO developing an SR
standard?
• Aren’t there enough models, theories,
initiatives and conventions?
• There is a potential and a need for increased awareness
in the area of Social Responsibility.
• We lack one internationally broadly accepted guideline.
• A standard could foster greater awareness and wider
observance of agreed sets of universal principles.
• ISO has the experiences and the open and neutral
organization to ensure a broad acceptance of the future
standard.
Group D , MBA (PT)
About the standard
• Title: Guidance on Social Responsibility
• Designation: ISO 26000
• Target group: To be applied by all types
of organizations
• Type of standard: Guidelines
– not intended for 3rd party certification
• Target date: 5 years development
- to be published in mid 2010
Group D , MBA (PT)
Members of the Working Group
• ~ 300 experts from 54 countries:
– Industry
– Government
– Consumer
– Labour
– Non-governmental organization (NGO)
– Service, support, research and Others
• 32 Liaison organizations
e.g. Consumers International, UN-Global Compact, Global
Reporting Initiative, ICC, IOE, ILO, OECD, Social
Accountability Int., UNIDO, WBCSD, WHO, AICC
Group D , MBA (PT)
Members of the Working Group (2)
Stakeholder balance
70
60
66
65
50
40
30
20
10
42
41
30
18
0
Number of experts in different
stakeholder categories
Group D , MBA (PT)
Industry
Government
Consumer
Labour
NGO
Other
ISO 26000 contains guidance, not
requirements, and therefore will not be a
certification standard like
ISO 9001:2000 and ISO 14001:2004.
Group D , MBA (PT)
Contents in the (Draft)
standard
Introduction
Scope
Normative references
Terms and definitions
 The SR context in which all organizations operate
 SR principles relevant to organizations
 Guidance on core SR subjects/issues
 Guidance for organizations on implementing SR
 Guidance annexes
Group D , MBA (PT)
Group D , MBA (PT)
Proposed Scope of standard
Assist an organization in addressing its social responsibilities.
Provide practical guidance related to :
Operationalizing social responsibility ;
Identifying and engaging with stakeholders;
Enhancing credibility of reports and claims made about SR.
Emphasize performance results and improvements.
Increase customer satisfaction and confidence.
Promote common terminology in the SR field.
Be consistent, and not in conflict, with existing documents, treaties,
conventions and other ISO standards.
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CSR: The Indian
scenario
Group D , MBA (PT)
CSR: A Historical Perspective of India
•The concept of CSR in India is not new, the term
may be.
• The process has been followed since ancient
times of Philosophers like Kautilya or even before.
•The ancient literature has various citations for
helping the poor and disadvantaged.
•The concept of CSR Supported with religious laws.
•“Zakaat” is followed by Muslims. It is the donation
from one’s earnings which is specifically given to the
poor and disadvantaged.
•“Dhramada” is followed by TheHindus.
•“Daashaant” is followed by The Sikhs.
Group D , MBA (PT)
CSR: The pre independence era
•The businesses & industrial houses supported
freedom movement.
•They setup charitable foundations,
educational and healthcare institutions, and
trusts for community development.
• But most of the donations were either
monetary or otherwise were sporadic activities
of charity or philanthropy.
•Expenses were met out of personal savings
which neither belonged to the shareholders nor
did it constitute an integral part of business.
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CSR: The Indian models
Ethical Model(1930 –1950): This model was “trusteeship” model, it was
revived and reinterpreted by Gandhiji. “Trusteeship” means the businesses
were motivated to mange their business entity as a trust held in the interest of
the community.
Statistic Model (1950 –1970s): This model featured that the state ownership
and legal requirements decide the corporate
responsibilities. Under the aegis of Jawaharlal Nehru, this model was driven
by a mixed and socialist kind of economy.
Liberal Model (1970s –1990s): This model implies that it is sufficient for
business to obey the law and generate wealth, which through taxation and
private charitable choices can be directed to social ends.
Stakeholder Model (1990s – Present): The model came into existence
during 1990s as a consequence of realisation that with growing economic
profits, businesses also have certain societal roles to fulfill. The businesses
are focusing on accountability and transparency through several
mechanisms.
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CSR: Contribution of Indian corporate
Modern India was aware of CSR even before it became a global concern,
due to the efforts of organizations such as the BIRLA Group and the TATA
Group.
ITC have made farmer development a vital part of its business strategy, and
made major efforts to improve the livelihood standards of rural
communities.
Unilever is using micro enterprises to strategically augment the penetration
of consumer products in rural markets.
TCS and Wipro have developed software to help teachers and children in
schools across India to further the cause of education. The adult literacy
software has been a significant factor in reducing illiteracy in remote
communities.
Banks and insurance companies are targeting migrant laborers and street
vendors to help them through micro-credits and related schemes.
Group D , MBA (PT)
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CSR: Government’s Guidelines
• The first India Corporate Week, held on December 1421, 2009, the Ministry of Corporate Affairs issued
voluntary guidelines intended to encourage best
practices in corporate governance and corporate
social responsibility.
• It was asserted that “the business sector also needs to
take the responsibility of exhibiting socially
responsible business practices that ensures the
distribution of wealth and well-being of the
communities in which the business operates.” The
intention of these guidelines is to encourage Indian
corporations to acknowledge the need for observance
of corporate social responsibility (CSR)
Group D , MBA (PT)
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CSR: Government’s Guidelines
• Prime Minister Manmohan Singh said "Corporate social
responsibility must not be defined by tax planning strategies
alone. Rather, it should be defined within the framework of a
corporate philosophy, which factors the needs of the community
and the regions in which a corporate entity functions.”
• Minister of State for Corporate Affairs Salman Khurshid said
“The corporate growth is sometimes seen as widening the gap
between the India and Bharat through its income – skewing
capability. This gap needs to be bridged. While the Government
undertakes extensive developmental initiatives through a series
of sectoral programmes, the business sector also needs to take
the responsibility of exhibiting socially responsible business
practices that ensures the distribution of wealth and well-being of
the communities in which the business operates.
Group D , MBA (PT)
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CSR: Government’s Guidelines
• The CSR guidelines state that the CSR initiatives of
Indian companies should become integral parts of overall
business policy and aligned with business goals. The
guidelines set out six core elements for companies to
address.
• Fundamental Principle
Each business entity should formulate a CSR policy to
guide its strategic planning and provide a roadmap for its
CSR initiatives, which should be an integral part of overall
business policy and aligned with its business goals. The
policy should be framed with the participation of various
level executives and should be approved by the Board.
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CSR: Government’s Guidelines
Core Elements:
1. Care for all Stakeholders:
The companies should respect the interests of, and be
responsive towards all stakeholders, including shareholders,
employees, customers, suppliers, project affected people,
society at large etc. and create value for all of them. They
should develop mechanism to actively engage with all
stakeholders, inform them of inherent risks and mitigate them
where they occur.
2. Ethical functioning:
Their governance systems should be underpinned by
Ethics, Transparency and Accountability. They should not
engage in business practices that are abusive, unfair, corrupt
or anti-competitive.
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CSR: Government’s Guidelines
3. Respect for Workers' Rights and Welfare:
Companies should provide a workplace environment that is safe,
hygienic and humane and which upholds the dignity of employees.
They should provide all employees with access to training and
development of necessary skills for career advancement, on an
equal and non-discriminatory basis. They should uphold the
freedom of association and the effective recognition of the right to
collective bargaining of labour, have an effective grievance
redressal system, should not employ child or forced labour and
provide and maintain equality of opportunities without any
discrimination on any grounds in recruitment and during
employment.
4. Respect for Human Rights:
Companies should respect human rights for all and avoid
complicity with human rights abuses by them or by third party.
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CSR: Government’s Guidelines
5. Respect for Environment:
Companies should take measures to check and prevent
pollution; recycle, manage and reduce waste, should manage
natural resources in a sustainable manner and ensure optimal
use of resources like land and water, should proactively respond
to the challenges of climate change by adopting cleaner
production methods, promoting efficient use of energy and
environment friendly technologies.
6. Activities for Social and Inclusive Development:
Depending upon their core competency and business interest,
companies should undertake activities for economic and social
development of communities and geographical areas,
particularly in the vicinity of their operations. These could
include: education, skill building for livelihood of people, health,
cultural and social welfare etc., particularly targeting at
disadvantaged sections of society.
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CSR: Implementation Guidelines
Implementation Guidance:
1. The CSR policy of the business entity should provide for an
implementation strategy which should include identification
of projects/activities, setting measurable physical targets
with timeframe, organizational mechanism and
responsibilities, time schedules and monitoring. Companies
may partner with local authorities, business associations and
civil society/non-government organizations. They may
influence the supply chain for CSR initiative and motivate
employees for voluntary effort for social development. They
may evolve a system of need assessment and impact
assessment while undertaking CSR activities in a particular
area. Independent evaluation may also be undertaken for
selected projects/activities from time to time.
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CSR: Implementation Guidelines
2. Companies should allocate specific amount in their budgets
for CSR activities. This amount may be related to profits after
tax, cost of planned CSR activities or any other suitable
parameter.
3. To share experiences and network with other organizations
the company should engage with well established and
recognized programmes/platforms which encourage
responsible business practices and CSR activities. This would
help companies to improve on their CSR strategies and
effectively project the image of being socially responsible.
4. The companies should disseminate information on CSR
policy, activities and progress in a structured manner to all
their stakeholders and the public at large through their
website, annual reports, and other communication media.
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CSR: CII’s Social Code for
Business
• Businesses are now excepted to consider the ethical, moral
and social impact of their actions and decisions. A corporate
that is sensitive to the surroundings and to the needs and
aspirations of the community in which it operates not only
creates goodwill and a strong market for its business, but also
helps support a sustainable neighbourhood.
Adopt an Article of Association on Corporate Social
Responsibility (CSR) that advocates harmonizing economic
progress with social and environmental considerations.
The Company should have a specific written policy statement
on CSR (social & environmental) which is in public domain.
The Company should have an explicit strategy on social and
environmental issues that can be seen in the form of an
Annual Work Plan mainstreamed with its business process
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CSR: CII’s Social Code for
Business
The Company should have included CSR as part of its
corporate communications including newsletters and there is
reporting on CSR in the Company's Annual Report
The Company should have a senior executive under the CEO
responsible for CSR.
The Company should ensures equal access to employment
and promotion opportunities across gender and cultures
through policies and programmes.
The Company should have allocated specific resources for
CSR activities and has monitoring system to track
implementation process and impact.
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CSR: CII’s Social Code for
Business
The Company should demonstrates its CSR by providing an
enabling environment for employees to volunteer.
The Company should be committed to document its learning
experiences in terms of human achievements, contribution to
the community, the learning for all stakeholders for sharing with
local governments and development agencies.
The Company should also be known for the partnerships it
builds with various development players in the fields to
synergies all available opportunities to bring about holistic
development of the local community.
The Companies should expand the scope of learning from
each other in their role of being good corporate citizens by way
of exchanging data, views, implementation procedures and
even exchange of expert personnel whenever necessary
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CSR: Some facts of India Inc
• An estimated 100 corporate foundations and 25 foreign
firms are involved in CSR activities in India, but
statistics on input and output are elusive.
• According to a government report, the Indian
corporate sector spent Rs30,000 crore on social
expenditure during the last financial year, up from
Rs17,500 crore the previous year. The report says, that
companies drew a total exemptions of Rs5,500 crore
under income-tax laws last year.
• These figures sound improbable as Indian companies
still do not distinguish between philanthropy and
internal practices to benefit stakeholders such as
employees and community.
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CSR: Some facts of India Inc
• A recent KPMG study among 27 Indian companies showed
that a mere 8% mentioned their social expenditures in their
annual reports, and only 25% filed CSR reports at all.
• While a quarter of them are also signatories of the Global
Reporting Initiative, a 10-year-old movement started by an NGO
called Coalition for Environmentally Responsible Economies
(CERES) and the United Nations Environment Programme.
• The Indian corporate sector spent US$ 6.31 billion on social
expenditure during 2007-08, up from US$ 3.68 billion spent
during the previous fiscal.
• The Steel Authority of India Ltd (SAIL), the country's largest
steel company, spent US$ 21.05 million on CSR last year.
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CSR: Some facts of India Inc
•
Tata Steel Ltd, (which runs a 850-bed hospital and rural
projects in 800 villages around Jamshedpur), spends about
US$ 31.58 million as part of its annual revenue
expenditure. Now there are plans to also introduce CSR in
the small and medium enterprises (SME) sector to
increase its reach in remote areas.
• ITC launched 'e-Choupal', in June 2000, it has become the
largest initiative among all Internet-based interventions in
rural India. 'e-Choupal' services today reach out to over 4
million farmers, in over 40,000 villages through 6500 kiosks
across ten states (Madhya Pradesh, Haryana,
Uttarakhand, Karnataka, Andhra Pradesh, Uttar Pradesh,
Rajasthan, Maharashtra, Kerela and Tamil Nadu).
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CSR: Some negatives of India Inc
• The worst industrial disaster in human history is chemical
gas leakage of “Union Carbide plant” in Bhopal. More than
half a million people were suffered from the gas methyl
isocyanate. Approximate 20,000 have died to date as a
result of their exposure to gas.
• In 2001, the US-based gigantic Dow Chemical purchased
Union Carbide, thereby acquiring its assets and liabilities.
• However it has been steadfastly refusing to clean up the
site, provide safe drinking water or compensate the victims,
or even disclose the composition of the gas leak, Dow, like
UCIL earlier, claims that it has no liability of the past.
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CSR: Some facts of India are
•
The Dow Chemical Company, with annual
sales of $28 billion, says in its web site: it is “committed to
the principles of Sustainable Development and its
approximately 50,000 employees seek to balance
economic, environmental and social responsibilities.”
• In the year 2001 the Unilever Company has dumped 300
metric tones of mercury waste at Kodaikanal located at South
India.
• As a contrast to the above activity the Unilever website states,
“We are committed to conducting our operations with
integrity and with respect for the interests of our
stakeholders…..We are also committed to making
continuous improvements in the management of our
environmental impacts and to working towards our longer
term goal of developing a sustainable business.”
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66
CSR: NGOs Participation
• Assocham conducted a study of 100 corporate houses on
their most favoured organisation for CSR initiatives as
reported by Business standard 1/01/2010.
The findings of survey
• As much as 70 per cent of companies surveyed prefer to
work with NGOs to implement their CSR initiatives.
• "About 67 per cent of domestic corporates have chosen
NGOs to partner closely for discharging their CSR
initiatives.
• While 58 per cent of corporates preferred government
departments.
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67
CSR: NGOs Participation
•
Over 200 NGOs in the country are specialized in CSR
projects. Survey finds that companies prefer to work with
these non-profit bodies.
• Because these NGOs are well-versed with such CSR
activities and their norms and guidelines are simpler and
transparent.
• Further, it said, many companies have a separate CSR
department to implement their initiatives.
• Assocham President Swati Piramal said. “The importance
of building strong public-private partnerships and working
closely with NGOs is being increasingly realized by
corporates”,
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68
CSR: Times Foundation & TNS
Survey
• A national survey on CSR was undertaken by Times
Foundation and TNS India, a leading social and market
research agency, to look into the various issues of social
relevance under the realm of CSR.
• The survey has helped us to get credible data on CSR
policies of leading Corporate Houses in India in co-relation
with the policies of the Government of India.
• The survey targeted companies in three sectors, i.e. Public
Sector Undertakings, Private Sector Undertakings that
have been nationalised and Private Companies. The
questions were addressed to the CEOs and CSR heads of
the companies.
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69
CSR: Times Foundation & TNS
Survey
• Some of the questions that were asked included whether
the organisation has a CSR wing.
• If yes then which areas it works in, which are the popular
areas of functioning as well as the reason behind these
choices?
• Who were the beneficiaries of the CSR activities, the role
of the government when it came to CSR policies?
• How was the communication and coordination between the
government and the companies and any more?
• More than 100 companies participated in the survey and
gave their inputs on CSR policies and initiatives.
The result of this exhaustive survey has been
published in Times of India.
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70
CSR: Times Foundation & TNS
Survey
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71
CSR: Times Foundation & TNS
Survey
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CSR: Times Foundation & TNS Survey
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CSR: Asia Sustainability Ratings
Ten Asia Pacific markets are included in the Asian Sustainability Rating™
(ASR™): Australia, China, Hong Kong, India, Japan, Malaysia, Pakistan,
Philippines, Singapore and Thailand .
51 indicators were used to score each of the companies under six
indicator section headings (Indicator Sections). Scoring is a points system
with points given for each of the criteria: 2 points awarded for
comprehensive disclosure, 1 point for partial disclosure and 0 points for
non-disclosure.
Number of Indicators
Maximum Section
Score
Governance, Codes, and Policies
12
24
CSR Strategy and Communication
11
22
Marketplace and Supply Chain
5
10
Workplace and People
10
20
Environment
8
16
Community and Development
5
10
Total Indicators
51
102
Indicator Section
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74
CSR: ASR India Inc’s Position
Rank in
Rank in
total ASR
Company
% 2009
1
3
Tata Consultancy Services Ltd.
90.2
2
7
ITC Ltd.
85.3
3
14
Infosys Technologies Ltd.
80.4
4
17
Larsen and Toubro Ltd.
79.4
5
24
Reliance Industries Ltd.
71.6
6
32
Oil and Natural Gas Corporation Ltd.
62.7
7
37
Indian Oil Corporation Ltd.
58.8
8
42
Bharti Airtel Ltd.
56.9
9
46
Steel Authority of India Ltd.
55.9
10
56
NMDC Ltd.
51.9
11
61
ICICI Bank
49.0
12
67
NTPC Ltd.
47.1
13
72
MMTC Ltd.
45.1
14
77
Bharat Heavy Electricals Ltd.
44.1
15
91
State Bank of
39.2
16
97
DLF Ltd.
37.3
17
108
Reliance Communications Ltd.
34.3
18
134
Reliance Petroleum Ltd.
27.5
19
141
Housing Development Finance Corporation Ltd.
24.5
19
141
HDFC Bank
24.5
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75
CSR Models
•
CSR models are revolves around the controversy
whether the business is single dimension entity of
profit maximization or multidimensional entity serving
greater societal interests.
•
Models are classified as :
–
Social-Economic Model of CSR
 Carroll’s Pyramid Model
 Intersecting Circles
 Concentric Circles
–
Stakeholder Model
–
Triple-bottom line Method
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Social-Economic Model-Two Dimensional
Model (Quazi and O’Brien)
Benefits for
CSR Action
Social-Economic
View
Modern View
Narrow CSR
Wide CSR
Philanthropic
View
Classic View
Costs for
CSR Action
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Social-Economic by Aviva Geva-Pyramid
Model
The Pyramid of Corporate Social Responsibility*
Philanthropic
Responsibilities
Ethical
Responsibilities
Social Responsibility to Stakeholders
Be a good corporate citizen.
Contribute resources to the community;
improve the quality of life.
Be ethical.
Obligation to do what is right, just, and fair.
Avoid harm.
Legal
Obey the law.
Responsibilities
Law is society’s codification of right and
wrong. Play by the rules of the game.
Economic
Be profitable.
Responsibilities
The foundation on which all others rest.
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78
Social-Economic by Aviva GevaIntersecting Circles Model
Philanthropic
legal
Ethical
Economic
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Social-Economic by Aviva GevaConcentric Circles Model
Philanthropic
Ethical
legal
Economic
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Stakeholder Model
• Stakeholder Theory of the Firm argues that the focusing purely on the
Economic Function of the firm ignores the complexity that firm deal with
along with the related inefficiency, information asymmetric and multiple
incentive problems.
– Market Stakeholder of Business
– Non-Market Stakeholder of Business
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Market Stakeholder of Business
ShareHolders
Employees
Creditors
BUSINESS
FIRMS
Suppliers
Wholesalers
Retailers
Customers
Distributors
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Non-Market Stakeholder of
Business
Communities
Governments
Media
BUSINESS
FIRMS
Activist
Group
General
Public
Business Support
Group
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Triple Bottom Line Model of CSR
 TBL concept is mainly focuses on that a corporation’s ultimate success or health
can and should be measured not only the traditional financial bottom line but also
by the social/ethical and environmental performance.
 It captures an expanded spectrum of Values and criteria for measuring
organizational success.
 A positive Triple Bottom line reflects an increase in company value, including both
its profitability and shareholder value and its social ,human and environmental
capital.
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Triple Bottom Line Model of CSR
Social
Bearable
Equitable
Sustainable
Environment
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Viable
Economic
Drivers of CSR
National Drivers
Market Access
Cultural
Tradition
Crisis Access
Governance
Gap
Socio-Economic
Priorities
Political
Reform
Supply Chain
International
Standards
Investment
Incentives
Stake Holder
Activism
International Drivers
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Stakeholders
• CSR relates to the idea whereby a
business addresses and balances the
needs of stakeholders.
• Who/what are stakeholders?
“Individuals and groups who may
affect or be affected by the actions,
decisions, policies, practices or goals
of an enterprise.”
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Types of Stakeholders
• Primary/ Market Stakeholders
– Those that engage in economic transaction
with company or who have a formal, official or
contractual relationship with the company
– E.g. Shareholders, Customers, Employees,
Distributors, Suppliers, Creditors, …
• Secondary/ Non-market Stakeholders
– Those who do not engage in direct economic
exchange with the company
– E.g. Governments, General public, NGO,
Communities, Environmentalists, Media, Trade
associations, …
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Corporate Social Responsibility (CSR)
Stakeholder View
Stakeholder Group Addressed and Affected
CSR
Component
Economic
Owners Consumers Employees Community O
th
er
s
1
4
2
3
5
Legal
3
2
1
4
5
Ethical
4
1
2
3
5
Philanthropic
3
4
2
1
5
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Stakeholder Management
Approach
•Strategic Approach
–Views stakeholders as factors to be taken into
consideration and managed while the firm is pursuing
profits for the shareholders
• Multifiduciary Approach
–Management has a fiduciary responsibility to
stakeholders just as it does to shareholders. Places
stakeholders and shareholders on roughly equal footing.
•Stakeholder Synthesis
–The firm has a moral but not a fiduciary responsibility to
stakeholders
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Stakeholder Management
• Mapping Stakeholders
• Understanding Expectations
• Engagement
• Partnership
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Stakeholders Engagement
Process
Task 1-Identify Stakeholders
Stakeholder mapping: This is a way of visually representing the
variety of stakeholder relationships the firm has and their relative
proximity or strength. The location, scale and nature of operations
will determine who sees themselves as stakeholders.
Task 2 - Understand the Reasons for Stakeholder
Engagement
The firm may be contemplating stakeholder engagement to better
understand its impacts, to help articulate its values, mission, strategy,
commitments and implementation, to facilitate a regulatory approvals
process, to participate in measurement and reporting, to avert or
solve a crisis, or to proactively improve relationships. The reason for
engaging stakeholders will determine the style of engagement and
stakeholders' expectations.
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Stakeholders Engagement Process
(contd.)
Task3 - Plan the Engagement Process
• Determine the engagement objectives. What do the firm
and the stakeholders want and need to get from the
engagement?
• Select the appropriate engagement approach. This may
be focus groups, individual or small group interviews,
surveys, formal referrals, key-person meetings,
advisory councils or some other. The approach chosen
should reflect the engagement objectives, stakeholder
capacity, cost and time constraints, and whether
qualitative or quantitative information is required.
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Stakeholders Engagement Process
(contd.)
Task4 - Start the Dialogue
• Entering into engagement in a spirit of respect and openness
will increase the opportunities for mutual benefit. When
inviting stakeholders to participate, be clear about the degree
of influence they will have and commit to it.
Task 5 - Maintain the Dialogue and Deliver on
commitments
• There can be a wide range of engagement approaches. There
is no “one size fits all.” After the dialogue and engagement
process have commenced and there is agreement by both the
company and the stakeholders on the approach and
deliverables, it is important for the participating parties to
deliver on their engagement commitments. The dialogue
should be maintained in accordance with the process that has
been endorsed.
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Stakeholder Engagement
examples
• Engagement for performance measurement
and accountability - reporting to stakeholders
on environmental performance, social
performance and sustainability performance
• Engagement for innovation - Innovation
Through Partnership- engagement can
produce demonstrable and significant sources
of Community-enabled Innovation, which
benefit companies and their significant
communities
• Engagement for social capital creation
• Engagement with non-governmental
organizations
• Corporate Engagement Project
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Corporate Engagement Project
• The Corporate Engagement Project is a
collaborative effort involving multinational
corporations that operate in areas of conflict
or socio-political tension. Its purpose is to
help corporate managers better understand
the impact of activities on the context in
which they work and to help companies
respond to local challenges and to address
stakeholder issues by helping them to
develop a range of practical options and
management tools
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Stakeholder Engagement
• Prioritize which stakeholders to engage with in terms of their
ability to impact positively or negatively on the firm.
• Make sure you know in advance why it is you are engaging
with your stakeholders and how you are going to engage
with them.
• Consider using professional facilitators or consultants to
assist in constructing an effective engagement process.
Done properly, stakeholder engagement is an
excellent way for a business to tell its story and
explain its goals and plans, while also affording the
firm an opportunity to learn about stakeholders'
views and incorporate these into business
planning.
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The business of business is business
---- Milton Friedman
Business has no responsibilities other than to
maximize profits for the shareholders
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The business of business is business
---- Milton Friedman
Business has no responsibilities other than to
maximize profits for the shareholders
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CORPORATE SOCIAL PERFORMANCE
(CSP) - Definition
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.
Corporate social
responsibility
emphasizes obligation and
accountability to society
Corporate social
responsiveness
emphasizes action, activity
Corporate social
performance
emphasizes outcomes,
results
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CORPORATE SOCIAL PERFORMANCE Reporting
As a consequence of globalization and increased awareness
on CSR concerns, reporting in a meaningful way, is
increasingly becoming mandatory.
Rationale for Disclosure and Reporting of Social Performance:
• Displaying commitment towards transparency and
accountability
• Retention & attraction of investment – Social screening is a
technique used to screen firms for investment
purposes.
• Gain public confidence
• Tool for brand and image building based on distinct
ethical values
• Recruitment and retention of staff
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CORPORATE SOCIAL PERFORMANCE –
Reporting
Reporting standards:
– Global Reporting Initiatives (GRI) guidelines – the official
collaborating centre of the United Nations Environment Program
(UNEP)
– Sustainability Reporting (SR) framework – as rigorous and
transparent as financial reporting.
• Voluntary reporting on sustainability is on the increase across all
the countries
•Besides PSUs, mostly large organizations having global exposure
report CSR activities and policy in a meaningful way
• Dr. Reddy’s is the only Indian pharmaceutical company to publish
a sustainability report and among the few Indian companies to do
so.
• Reliance Industries Ltd’s Corporate Sustainability Report (2004-05)
report was the first Corporate Sustainability Report from the Indian
Oil & Gas sector. Further, this report obtained “in-accordance” 2002guidelines status from the Global Reporting Initiative (GRI). This
report is the only "GRI Checked A+ level" rating report from India.
Group D , MBA (PT)
Just a Few You may Have Heard of…
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CSP and FINANCIAL PERFORMANCE Linkages
Whether a link can be drawn:
• Despite
the intensity of study directed at it, the
relationship between CSP and CFP remains in dispute
• Measurement of social performance is very tricky and
separate data are not available for most corporate.
• There must be objectives and targets for each of these
outcome areas for the companies as they generally
have financial objectives and targets
•New metrics has to be created to track performance of
corporate on CSP the non financial performance of
corporate has to be documented.
• Triple (or multiple) bottom line performance has to be
reported periodically – its focus should change from
external reporting to internal with an integrated MIS.
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CSP and FINANCIAL PERFORMANCE Linkages
Marc Orlitzsky, Sara L. Rynes used Meta Analysis
(meta-analysis of 52 studies from 1970 to 2003) to
demonstrate this linkage:
• Results:
– There is a relationship in significant statistical
between CSP & CFP. The correlation was a non
trivial 36%
– CSP and CFP mutually reinforce others
– This relationship is shown to be due to improved
managerial competency and improved corporate
reputation.
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CSP and FINANCIAL PERFORMANCE Linkages
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CSP and FINANCIAL PERFORMANCE Linkages
Does the investment in different social performance
domains have similar effect on firms ‘financial
performance’?
• Principle of Reciprocity approach (resource based view)
Study on the basis of resource-based view reveals:
• Proactive policies with respect to employees (Employee
Relations) are the policies most strongly related to firm’s
financial performance. Only satisfied employees can create
satisfied consumer base and lifelong profits.
• better consumer relations lead to superior financial
performance – firms with satisfied customers enjoy
premium prices, higher levels of cash flow and less price
volatility
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CSP and FINANCIAL PERFORMANCE Linkages
• Diversity promotion and management leads to superior
financial performance - include activities such as workforce
recruitment, development and promotion policies, protecting
gender, disability and gay rights, creating minority friendly
environs, provision for childcare, and promoting balanced worklife situations.
• Community relations (activities such as making philanthropic
contributions, supporting human right issues, promoting welfare
of indigenous people, avoiding South Africa during apartheid
era, etc), often laudable in nature, is on weak ground and is not
related to superior financial performance.
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CSP and FINANCIAL PERFORMANCE Linkages
Overall, these hypotheses depict:
• the importance of studying the business case
for social performance at the level of different
stakeholders.
• combining various social performance domains,
without much theoretical or empirical validity,
could be a major cause for confounding the
business case of social performance
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CSP and FINANCIAL PERFORMANCE Linkages
Certain corporate social policies can reduce
the negative impact of anti-takeover protection
measures.
Example: Tata Group’s acquisitions of Jaguar,
Land Rover and Corus were also facilitated by
the perception among the target company’s
unions that Tatas follow sound labour
practices.
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CSR IN PRACTICE
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CSR disclosure: India ranks 4th in Australasia
Asian Sustainability Ratings (ASRTM) released by CSR Asia, October 29th, 2009
According to a survey of Social Enterprise Research by CSR Asia, India ranked fourth
in the list topped by Australia. The
Rank
1
2
3
4
5
6
Country
Australia
China
Hong Kong
India
Japan
Malaysia
The top 10 companies in India's CSR rankings include:
1.
2.
3.
4.
5.
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Tata Consultancy Services
ITC
Infosys Technologies
Larsen & Toubro
Reliance Industries
6.Oil and Natural Gas Corporation
7.Indian Oil Corporation
8.Bharti Airtel
9.Steel Authority of India Ltd
10.NMDC Ltd.
Tata Consultancy Services Ltd
Winner of the 'Golden Peacock Global Award for Corporate Social Responsibility
(Asia) – 2007 and 2010'
TCS believes in using IT as an instrument for social development and change.
A). TCS Maitree
TCS-Maitree was established with an intention to strengthen the bond between TCS
employees and their families, even beyond the TCS Community Maitree also strives to
enable the development of the society:
•Working with the differently-abled, aiding under-privileged children across various
schools in Mumbai.
•Helping rural community in Vazapur, among others.
•Employment opportunities for the differently-abled.
•HIV/AIDS sensitization.
•Peer education.
•Green Audits to check the excess consumption of energy resources have now been
accepted as best practices by the organization.
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TCS Cont….
B). Advanced Computer Training Centre for visually impaired
TCS pioneered an Advanced Computer Training Center in Mumbai (the first of its kind in
India) for the visually impaired, providing the visually-impaired with life-affirming
employment opportunities.
C). Employment for differently-abled
With the belief that people with disabilities offer incredible reserves of untapped potential
and an alternative talent pool, TCS-Maitree has recruited more than 30 differently-abled
people in various branches of TCS.
The following are some of the roles in which the visually impaired persons are working in
TCS:
·
Infrastructure Services Management
·
BPO processes
·
Learning & Development coordinator
·
Human Resource Manager
·
Global Helpdesk
·
Accessibility testing
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TCS Cont….
C). Rural Development Initiative (at Panvel)
Wazapur (Raigad district of Maharashtra) is a village just off the Mumbai-Pune highway, near Panvel. In spite
of being so close to the city, the village is devoid of even the most basic infrastructure and amenities.
The developmental activities in the areas of water supply, illiteracy, and women empowerment in addition to
the focal point of education. Apart from setting up a primary and a secondary school, some other highlights
of the education initiative are:
• Mid-day meal scheme for Balwadi kids
• Computer literacy program
• A state-of-the-art science lab
• Taking up the cause of women empowerment, TCS-Maitree launched the WEP (Women Empowerment
Program) where the women of the village were taught basic arithmetic and created awareness in health and
hygiene.
D). Thalassaemia Drive
In a partnership with Red Cross, TCS embarks on periodic blood-donation drives towards the treatment of
Thalassaemia.
E). HIV AIDS awareness program
Associates across the TCS are participating in TCS-Maitree's aim to spread awareness and sensitize people
about HIV/AIDS.
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ITC Ltd ( e-Choupal)
ITC's diversified business portfolio has enabled the Company to create and nurture
numerous farmer partnerships in many value chains. :
The core principles that drive these initiatives are:
 Customise the development model to address the diversity of rural India.
 Enable even marginal farmers to access knowledge to compete on an equal footing
in the market place.
 Empower rural communities, so that development planning and implementation are
participatory.
ITC's rural development initiatives embrace several critical areas:
 Web-enablement of the Indian farmer to help him access relevant knowledge and
services to enhance farm productivity
 Through the e-Choupal initiative, ITC aims to confer the power of expert knowledge
on even the smallest individual farmer. Thus enhancing his competitiveness in the
global market.
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ITC Ltd ( e-Choupal)

e-Choupal delivers real-time information and customised knowledge to improve the farmer's decisionmaking ability, thereby;
 better aligning farm output to market demands;
 securing better quality, productivity and
 improved price discovery.
The model helps aggregate demand in the nature of a virtual producers' co-operative, in the process
facilitating access to higher quality farm inputs at lower costs for the farmer.

The e-Choupal initiative also creates a direct marketing channel, eliminating wasteful intermediation
and multiple handling, thus reducing transaction costs and making logistics efficient.

The e-Choupal project is already benefiting over 3.5 million farmers. Over the next decade, the eChoupal network will cover over 100,000 villages, representing 1/6th of rural India, and create more than
10 million e-farmers.
Primary education for the rural poor to enhance employability

ITC believes that the extensive network of government-supported schools must be made more attractive
to children.

Its initiatives include improving school buildings, constructing toilets, providing electricity connections
and supplying fans and lights. ITC provides students with uniforms, satchels and books. So far, 50,260
children have benefited in 7 states.
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Indian Oil Corporation Ltd
Indian Oil units identify deserving causes in their vicinity for allocation of
funds from their Community Development budget. The local gram panchayats, district
administration, NGOs and social workers are involved wherever necessary:
 Indian Oil contributed Rs. 5 crore to the Satya Sai Central Trust for undertaking a
massive drinking water project in Chennai.
 To promote and improve the health of communities in the vicinity of its areas of
operation.
 Indian Oil's 9,000 km cross-country crude oil and petroleum product pipelines
traverse through many remote and underdeveloped villages where the Corporation
partners the villagers by extending support in the areas of education, health,
sanitation, runs child and maternity health centres and sensitise them about the
need for safety and security of the pipelines.
 Indian Oil is one of the biggest donor to Sankara Nethralaya, a reputed eye hospital
& research centre and has donated major state of art surgical laser machines.
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Indian Oil Cont….
Indian Oil is a major contributor to the Cancer Research Institute at Chennai, a micro
array system in the Department of Molecular Oncology was funded by Indian Oil.
Scholarships:
Indian Oil offers 450 scholarships every year to bright students selected on 'merit cummeans' basis, of these, 250 scholarships are for 10+/ITI students on a zonal basis.
Indian oil sports scholarships:
Sports scholarships are offered to upcoming players in the age group of 15-18 years and
potential/talented players below 15 years but above 14 years.
Indian oil foundation:
A project of Government of India to preserve ecological balance and heritage is exclusively
funded by Indian Oil with an initial corpus of Rs. 25 crore and an annual contribution of
Rs.10 crore, IOF will adopt at least one heritage site in every State and Union Territory.
Group D , MBA (PT)
THANK YOU
Group D , MBA (PT)