Corporate Social Responsibility final

Summer Training Project Report On ―Comparative study on Corporate Social responsibility activities of

Godfrey Phillips India Ltd. and other major Indian players‖ At CLEA PUBLIC RELATIONS

Under The Supervision of Ms. Shobha Soman (Vice President CLEA PR & Major Coordinator Godfrey Phillips Bravery Awards)

Submitted in partial fulfilment of the requirement for the award of the degree of Master of Business Administration By Ekta Makhija (09 MBA-34)

Department Of Business Administration Faculty of Management Studies and Research Aligarh Muslim University, Aligarh (2009-2011) 1

Acknowledgement An undertaking of work life, this is never an outcome of a single person; rather it bears the imprints of a number of people who directly or indirectly helped me in completing the present study. I would be failing in my duties if I don‘t say a word of thanks to all those who made my training period educative and pleasurable one. I am thankful to CLEA PUBLIC RELATIONS, New Delhi, for giving me an opportunity to do summer training in the company. I have gained enriching experiences, learned a lot and become more matured as an individual. I am deeply indebted to my project guide Ms. Shobha Soman (Vice President, CLEA PR and Major Coordinator, Godfrey Phillips Bravery Awards), for giving me her valuable time, advice, guidance, encouragement and help during the course of my project. My heart full thanks to Ms.Amisha Gutgutia (Senior Manager) and the whole staff of Clea Public Relations who gave me continuous support in every possible manner to gain practical knowledge in Industry. My very special thanks to Mr. Danish AG ( Managing Director, Middle East, North Africa, & Levant, Drive Dentsu Inc.) who arranged this project for me and has guided me through out as a mentor. Finally I would like thank all lecturers, friends and my family for the kind of support and to all who directly or indirectly helped me in preparing this project report. And at last I am thankful to all divine light and my parents, who kept my Motivation and zest for knowledge always high through the tides of time.

Date: July 23, 2010 Place: ALIGARH

EKTA MAKHIJA...

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Table of Contents Page Certificate Acknowledgement

Chapter 1: 

Executive Summary

05-09



Research Methodology

10-11

Chapter 2: Literature review 

Corporate Social Responsibility

13-29



Women Empowerment

30-34

Chapter 3: Company Profile

36-43

Chapter 4: Case studies 

Tata Group

45-54



Airtel

55-57



Bajaj

58-60



Hindustan Unilever Ltd.

61-65



Indian Tobacco Company

66-70



Godfrey Phillips India

71-75



IndianOil Corporation

76-80

Chapter 5: Analysis & Interpretation 

Comparison

82-88



Number of initiatives and Financial Outlay

89



Analysis

90-91

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Chapter 6: Godfrey Phillips Bravery Awards 

Bravery Awards

92-102



Cases for Amodini Awards

103-116

Chapter 7 

Findings

118-120



Recommendations

121-122



Limitations

123



References

124

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Executive Summary Introduction: I did my summer training in CLEA Public Relations, New Delhi. It is a Public Relations agency of repute and has some big names in its client list like Ashok Leyland, Hinduja Group, ITC, Baccarose, French Connection, Nike, Calvin Klein, Godfrey Phillips India ltd etc. I was given a project for one of its clients i.e. Godfrey Phillips India ltd. I did my project under the kind supervision of Ms. Shobha Soman who is the vice President of CLEA Public Relations as well as a Major Coordinator of Godfrey Phillips Bravery Awards.

Corporate Social Responsibility: There is little consensus on the definition of CSR. A useful pointer is provided by the UK Department for Trade and Industry who define CSR as a company‘s response to the issues on the sustainable development agenda. Sustainable development can be further defined as comprising the social, environmental and economic agendas (sometimes called the triple bottom line). The reason for sustainable development has been classically stated in the Brundtland Report as ―meeting the needs of the present without compromising the choices available for the needs of the future‖. But why should this matter to business? What are the business drivers to take on the agenda? The World Business Council for Sustainable Development (WBCSD) defines CSR as ―The continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the work force and their families as well as of the local community and society at large.‖ In KPMG's International Survey of Corporate (Social) Responsibility Reporting 2005, which surveyed more than 1,600 companies worldwide and documented the top ten motivators driving corporations to engage in CSR for competitive reasons, the following emerged: Economic considerations, Ethical considerations, Innovation and learning, Employee motivation, Risk management or risk reduction, Access to capital or increased shareholder value, Reputation or brand, Market position or share, Strengthened supplier relationships and Cost.

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Objective: The main objective of this report is to study the Corporate Social Responsibility in India and then to do a comparative study on CSR activities of Godfrey Phillips India ltd and other major Indian players doing CSR, with focus on Women Empowerment and on the basis of that I had to recommend further strategies to Godfrey Phillips India to improve its CSR activities to hold its vision to be a socially responsible corporate citizen and to reach up to the level of leaders.

Methodology: A detailed search was conducted in business journals, market research sites, business newspapers, and publications to study CSR activities, CSR strategy, etc of various leading Indian companies. This was followed by comparing these leading companies across sectors with the selected benchmark of the Tata group of companies (Indian Leadership Company). The companies reviewed are Tata, Bajaj, Hindustan Unilever, Airtel, IndianOil Corporation, ITC and Godfrey Phillips India.

Analysis: Community

Environment

Education

Health

GPI ITC HUL Airtel IOC Bajaj Tata

High

Medium

Low

The companies have been ranked high, medium or low based on their focus as reflected by the financials and organizational resources devoted to CSR causes, along with the number and size of initiatives.

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Findings: 

Godfrey Phillips India has been very consistent in its efforts in the field of Community initiatives, since beginning. Since the size of the company does not allow it to take the initiatives on a massive scale so the company is extending its activities gradually like the bravery awards initially covered 12 states but now it covers a total of 16 states. Similarly, the Godfrey Phillips bravery awards started only in one category i.e. Physical Bravery but now it has five categories of awards namely ‗Physical Bravery Award‘, ‗Social Bravery Award‘, ‗Mind of Steel Award‘, ‗The Social Lifetime Achievement Award‘, ‗The Amodini Award‘.



Godfrey Phillips is one of those very few companies which have an entire CSR team to develop and implement CSR programmes. Earlier the company had only three members in this team and presently it has a dedicated CSR team of seven people.



Godfrey Phillips India is the only company which is contributing 10% of its total profits on CSR which is the highest among all the companies studied.



Comparing the initiatives of Godfrey Phillips with other companies under study it is found that though the initiatives taken by company are less in number and are not taken on a very massive scale due to the size of the company yet most of its initiatives are unique like Blood donation drive and its project Godfrey Phillips White, the essence of WHITE is - 'It Honours the Importance of Tobacco Etiquette', responsible smoking programme by Godfrey Phillips India, a first of its kind initiative in India.

The key focus is on

cultivating smoking etiquette among smokers - to respect non-smokers' space. 

GPI has more focus on community welfare and especially on women empowerment. However, Company‘s focus on environment is relatively low and company is not taking any initiative in the field of education.



On comparing the activities of Godfrey Phillips with its competitor ITC, it is seen that both the companies are taking high number of community initiatives, with a high level of involvement as well. However if the initiatives of the two are compared in the light of the vast difference that exist in terms of revenue, profits, product portfolio and size of the companies then it is found that Godfrey Phillips is more involved in CSR activities. 7



It was found that most of the companies do not reveal their CSR expenditure in their annual reports which is otherwise necessary to publish.



Out of the 8 companies studied, currently only three companies viz. Godfrey Phillips, Bajaj and Hindustan Unilever have a high focus on Women empowerment.

Recommendations: 

Almost all of the companies are investing in economic empowerment of women. However empowerment is more than just economic. It also includes Political, Legal, Social and Psychological components. Hence this is a field where GPI can take a lead.



The Godfrey Phillips Bravery Awards do not cover state of J&K, However as per a survey the highest number of women entrepreneurs exist in this state alone. So, the company can include this state from next year.



Environment is one field where GPI has to invest more because being a tobacco company its responsibility towards environment becomes more.



Since the size and the revenue of the company is not so large as compare to the other companies so In order to expand its activities further with a relatively low budget, the company should try to identify regional problems and devise state-specific solutions to do CSR work.



Godfrey Phillips does not publish its separate Annual CSR report while it is recommended by the Indian Government. So, the company should publish its CSR report to conform to the International Standards set for the companies. This will also be a document for good PR as well as morale booster for its employees.



Company can also allow the rural women to come and showcase their talent by setting up counters at the Bravery Awards function organised by the company.

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

GPI can launch some projects where it connects unemployed designers graduating from B tier institutes with these rural women. These designers can help these women to polish their skills, making products which are in demand and in marketing aspect of these products.



GPI can also provide its own show rooms to these NGOs to sell their products and for better marketing GPI can itself take this responsibility of marketing the quality products made by the rural women.



There is no set procedure for selecting candidates for Amodini Awards yet, like in case of Physical Bravery Awards, Mind of Steel Award and Social Act of Courage. The selection for this category of award is done on ad hoc basis, so there is a need of developing a proper procedure for selecting candidates for these awards as well to make it more transparent.

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Research Methodology Problem Statement: ―To do a comparative study on CSR activities of Godfrey Phillips India ltd. and other major Indian players doing CSR‖

Objective: The main objective of this report is to study the Corporate Social Responsibility in India and then to do a comparative study on CSR activities of Godfrey Phillips India ltd and other major Indian players doing CSR, with focus on Women Empowerment and on the basis of that I had to recommend further strategies to Godfrey Phillips India to improve its CSR activities to hold its vision to be a socially responsible corporate citizen and to reach up to the level of leaders.

Sub Objective: My sub objective was to study women empowerment as a Corporate Social Responsibility initiative in detail and then as a part of a live project I was given the task of identification of women candidates who can be considered for Amodini Awards,2010 (Godfrey Phillips Bravery Awards in field of Women Empowerment)

Nature Of Data: This study is based upon the theoretical information and the data used at some place to support the information or argument is secondary in nature. So there is no primary data used.

Research type: This research is Qualitative in nature.

Methods of Data Collection: 

An initial search was conducted within the public domain to review the CSR reported practice of large Indian corporations, which are acknowledged to be at the forefront of the

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engine of economic growth in India. This was established through selecting leading growth sectors and reviewing the leading company in each sector. 

To augment this, a detailed search was conducted in business journals, market research sites, business newspapers, and publications to study their CSR activities, CSR strategy and identify metrics used by them (if any).



This was followed by comparing these leading companies across sectors with the selected benchmark of the Tata group of companies (Indian Leadership Company)



And finally a separate comparison was done between the CSR activities of Godfrey Phillips India and rest of the companies under study.

The companies reviewed are: 

Benchmark: Tata



Two-wheelers: Bajaj



Rural Marketing: Hindustan Unilever



Telecom: Airtel



Oil and Gas: IOC



Tobacco : ITC and Godfrey Phillips

Process of selecting the women candidates for Amodini Awards: There were two phases of the research: 

A detailed search was conducted in various local and national newspapers, and publications, magazines, webzines, websites etc to pick out the relevant stories.



Then it was followed by the process of locating these people by contacting various Local organisations, editors of various newspapers etc. for further identification, verification and nomination etc.

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Chapter 1: Literature Review

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Corporate Social Responsibility Introduction: The broad rationale for a new set of ethics for corporate decision making, which clearly constructs and upholds a organization's social responsibility, arises from the fact that a business enterprise derives several benefits from society, which must, therefore, require the enterprise to provide returns to society as well. This, therefore, clearly establishes the stake of a business organization in the good health and well being of a society of which it is a part. More importantly, in this age of widespread communication and growing emphasis on transparency, the managers should help their company in development of a CSR management and reporting framework. The more the concepts of CSR are fostered and integrated into the business process, the easier it will be to benefit from alternative thinking and perhaps handle the occasional problems that for certain will occur. The more integrated the business process within the value chain, the more opportunity there will be for organizations to influence the approaches of others on whom they depend. The concept of CSR includes the openness or transparency of companies as well as taking into consideration the will and expectations of their stakeholders. Social responsibility means a doctrine that claims that an entity whether it is government, Private Corporation or public organization has a responsibility to society. CSR is a concept that reduces costs and risks, increases the brand value and reputation, effectiveness and the efficiency of employees, improves transparency, and clarity in the working environment of the business house.

Background: The role of corporates by and large has been understood in terms of a commercial business paradigm of thinking that focuses purely on economic parameters of success. As corporates have been regarded as institutions that cater to the market demand by providing products and services, and have the onus for creating wealth and jobs, their market position has traditionally been a function of financial performance and profitability. However, over the past few years, as a consequence of rising globalisation and pressing ecological issues, the perception of the 13

role of corporates in the broader societal context within which it operates, has been altered. Stakeholders (employees, community, suppliers and shareholders) today are redefining the role of corporates taking into account the corporates‘ broader responsibility towards society and environment, beyond economic performance, and are evaluating whether they are conducting their role in an ethical and socially responsible manner. As a result of this shift (from purely economic to ‗economic with an added social dimension‘), many forums, institutions and corporates are endorsing the term Corporate Social Responsibility (CSR). They use the term to define organisation‘s commitment to the society and the environment within which it operates. The World Business Council on Sustainable Development‘s (WBCSD) report was titled Corporate Social Responsibility: Making Good Business Sense and the OECD Guidelines for 1 Multi-National Enterprises which includes a discussion on how CSR is emerging as a global business standard. Further, there is a global effort towards reinforcing CSR programmes and initiatives through local and international schemes that try to identify best-in-class performers.

CSR: A Historical Perspective: In early 1950's & 60's the literature was not heavily represented in CSR discourse. However, this decade 'marked a significant growth in attempts to formalize, or more accurately, state what CSR means' (Carroll, 1999). According to Carroll, "CSR encompasses the economic, legal, ethical and discretionary (philanthropic) expectations that society has of organizations at a given point in time." Some of the most prominent writers during that time were Keith Davis, Joseph W McGuire, William C Frederick and Clarence C Walton. Frederick wrote that ―Social responsibility in the final analysis implies a public posture toward society's economic and human resources and a willingness to see that those resources are used for broad social ends and not simply for the narrowly circumscribed interests of private persons and firm‖ (Carroll 1999) Howard Bowen in 1953 argued that since social institutions shaped economic outcomes it was to be expected that business firms as an economic outcome of societal interests should consider the social impact of business activity. According to Bowen, ―CSR refers to the obligations of businessmen to pursue those policies to make those decisions or to follow those lines of relations which are desirable in terms of the objectives and values of our society.‖ CSR implies some sort of commitment, through corporate policies and action. This operational view of CSR is reflected in a firm's social performance, which can be assessed by how a firm manages its societal relationships, its social 14

impact and the outcomes of its CSR policies and actions (Wood, 1991). Social reporting and social audits are examples of how firms can assess their social performance. In 1960's Keith Davies argued that CSR refers to ―the firm's consideration of, and response to, issues beyond the narrow economic, technical and legal requirements of the firm‖ (Davies, 1973). Frederick 1960 stated ―Social responsibility means that businessmen should oversee the operation of an economic system that fulfils the expectations of the people. And this means in turn that the economy's means of production should be employed in such a way that production and distribution should enhance total socioeconomic welfare‖ (Fredrick, 1960). Thus, the definitions of CSR in 1960's were an attempt to link society and businesses, defining society in broadest terms. In 1970's there was one and only one social responsibility of business--to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engage in open and free competition, without deception or fraud. The idea and inclusion of stakeholder began to appear. Harold Johnston 1971 stated that ―a socially responsible firm is one whose managerial staff balances a multiplicity of interests instead of striving only for larger profits for its stockholders. A responsible enterprise also takes into account employees, suppliers, dealers, local communities, and the nation.‖ Carroll 1979 offered the following definition of CSR ―The social responsibility of business encompasses the economic, legal, ethical, and discretionary (or philanthropic) expectations that society has of organizations at a given point in time‖ (Turner, 2006). European Commission described CSR as ―a concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis.‖ World Business Council for Sustainable Development defined CSR as ―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.‖ In 80s & 90s there were fewer definitions but more efforts to measure and conduct research for the purpose of operationalizing CSR. New concepts which were closely related to CSR were introduce; stakeholder theory, business ethics, corporate governance, responsiveness, corporate social performance, and corporate citizenship. These concepts are closely related but not identical. Lee 1997 stated ―CSR refers to a company's commitment to operate in an economically and environmentally sustainable manner, while acknowledging the interests of a variety of stakeholders and maximizing economic, social and environmental value.‖ It is holistic concept that can mean different things to different groups and stakeholders. Gray, Owen, & Maunders in 1987 defined CSR as ―the process of communicating the social and environmental effects of organizations 15

economic actions to particular interest groups within society and to society at large.‖ Similarly, Perks 1993 defined corporate social reporting as ―the disclosure of those costs and benefits that may or may not be quantifiable in money terms arising from economic activities and substantially borne by the community at large or other stakeholders.‖ A term 'corporate social innovation' was first introduced by Rosabeth Moss Canter in 1999 who argues that firms should use social issues as a learning laboratory for identifying unmet needs and for developing solutions that create new markets. Large corporations began to go public about corporate social responsibilities and publish some of their efforts, but they also made public that ―any approach to corporate responsibility must begin with the practical recognition that the corporation must be profitable enough to provide shareholders a return that will encourage continuation of investment‖ (Wilson, 2000). Another trend appearing in literature is the increasing dialogue between stakeholders. Companies are augmenting their discussions with labor unions, environmental groups and other relevant stakeholders and the implementation of certification solutions by corporations, which is the establishment of codes of conduct (Kapstein, 2001), monitoring and reporting. Kingston and Wagner 2004 suggest that leadership on sustainability and CSR are important to set priorities and to ensure that commitments are achieved. Bebbington et al.(2008) use the term CSR reporting, which highlights the link between the reporting function and the organizational functions and operations that are concerned with, and impacted by, activities associated with CSR. CSR and CSR (or sustainability) reporting are inextricably intertwined across an organization, and at various levels, impact on strategic planning, governance, stakeholder engagement, risk management, decision making, data collection and management systems,

performance

measurement,

performance

management,

public

relations

and

communications. The CSR movement was an early response to an article published in 1970 by Friedman stating that 'social responsibility of business is to increase its profits'. CSR has emerged as the business issue of the 21st century and has been studied for over 50 years. To this day academics do not have a consensus on its definition (Wood, 1991; Carroll, 1991). Bowen's definition of social responsibility of businessmen was ―it refers to the obligations of businessmen to pursue those policies to make those decisions, or to follow those lines of relations which are desirable in terms of the objectives and values of our society‖ (Carroll, 1999). Due to Bowen's concern with social responsibility and his leadership role in the topic, Bowen should be seen as father of CSR.

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The main drivers for CSR have been the shrinking role of government, demands for greater disclosure, increased customer interest, growing investor pressure, competitive labour markets, and supplier relations. The companies enjoy several benefits like improved financial performance, lower operating costs, enhanced brand image and reputation, increased sales and customer loyalty, product safety, material recyclability, and greater use of renewable resources etc.

Codes / Standards / Principles on CSR: 

Universal Declaration of Human Rights: Adopted by United Nations, this declaration paved way for many international human rights standards for all sectors entities.



UN Global Compact: An international multi-constituent, voluntary initiative based on internationally accepted ten principles in pursuit of a more sustainable inclusive global economy. The ten principles covers human rights forced labor, child labor, environmental challenges and responsibility, non discrimination, freedom of associations, collective bargaining, corruption, etc. Global Reporting Initiative (GRI): Since its founding in 1997, the GRI has been addressing the need for standardized approaches to corporate sustainability reporting. In 2006, GRI published Version 3.0 (G3) of its Sustainability Reporting Guidelines emphasizing performance indicators, which contain a separate section titled "Human Rights" with nine performance indicators.



Organization for Economic Co-operation and Development (OECD): OECD guidelines contains recommendations on core labor, environmental standards, human rights, competition, taxation, science and technology combating corruption and safe guarding, consumer rights.



Social Accountability 8000: 'SA 8000' standard for social accountability, created in 2000 by the Council on Economic Priorities Accreditation Agency (CEPAA). SA8000 developed by an international coalition of businesses, trade unions and non-governmental organizations (NGOs) on the basis of International Labor Organization (ILO) conventions--the Universal Declaration of Human Rights and the UN convention on the Rights of the Child. The SA8000 code of practice is broken down into nine key areas child labor, management systems,

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working hours, compensation, disciplinary practices, forced labour, health & safety, freedom of association & collective bargaining and discrimination. 

Principles for Responsible Investment (PRI): A set of global best practice principles for responsible investment. It provides a framework for achieving better long term investment returns and more sustainable markets.



Equator Principle: Equator principle is a set of environmental and social benchmarks for managing environmental and social issues in development project finance globally. They were developed by private sector banks-led by Citigroup, ABN AMRO, Barclays and WestLB and were launched in June 2003.



Role of International Labor Organization (ILO): ILO seeks the promotion of social justice and internationally recognized human and labor rights. It formulates international labor standards in the form of conventions and recommendations setting minimum standards of basic labor rights. International Organization for Standardization (ISO) 26000: ISO an International Standard setting body is developing a new standard on Social Responsibility namely ISO 26000 to be published in Nov., 2009. ISO 26000 is intended for use by all types of organizations and in all countries and to assist organization to operate in a socially responsible manner.



Occupational Health & Safety Advisory Services (OHSAS) Standard: OHSAS 18001 is applicable to any organization which aims to establish a health and safety management system at work.

CSR in India: India has a long rich history of close business involvement in social causes for national development. In India, CSR is known from ancient time as social duty or charity, which through different ages is changing its nature in broader aspect, now generally known as CSR. From the origin of business, which leads towards excess wealth, social and environmental issues have deep roots in the history of business. India has had a long tradition of corporate philanthropy and industrial welfare has been put to practice since late 1800s. Historically, the philanthropy of business people in India has resembled 18

western philanthropy in being rooted in religious belief. Business practices in the 1900s that could be termed socially responsible took different forms: philanthropic donations to charity, service to the community, enhancing employee welfare and promoting religious conduct. Corporations may give funds to charitable or educational institutions and may argue for them as great humanitarian deeds, when in fact they are simply trying to buy community good will. The ideology of CSR in the 1950s was primarily based on an assumption of the obligation of business to society. In initial years there was little documentation of social responsibility initiatives in India. Since then there is a growing realization towards contribution to social activities globally with a desire to improve the immediate environment (Shinde, 2005). It has also been found that to a growing degree companies that pay genuine attention to the principles of socially responsible behaviour are also favoured by the public and preferred for their goods and services. This has given rise to the concept of CSR. After Independence, JRD Tata who always laid a great deal of emphasis to go beyond conducting themselves as honest citizens pointed out that there were many ways in which industrial and business enterprises can contribute to public welfare beyond the scope of their normal activities. He advised that apart from the obvious one of donating funds to good causes which has been their normal practice for years; they could have used their own financial, managerial and human resourced to provide task forces for undertaking direct relief and reconstruction measures. Slowly, it began to be accepted, at least in theory that business had to share a part of the social overhead costs of. Traditionally, it had discharged its responsibility to society through benefactions for education, medical facilities, and scientific research among other objects. The important change at that time was that industry accepted social responsibility as part of the management of the enterprise itself. The community development and social welfare program of the premier Tata Company, Tata Iron and Steel Company was started the concepts of "Social Responsibility." (Gupta, 2007) The term corporate social performance was first coined by Sethi (1975), expanded by Carroll (1979), and then refined by Wartick and Cochran (1985). In Sethi's 1975 three-level model, the concept of corporate social performance was discussed, and distinctions made between various corporate behaviours. Sethi's three tiers were 'social obligation (a response to legal and market constraints); social responsibility (congruent with societal norms); and social responsiveness (adaptive, anticipatory and preventive) (Cochran, 2007). The last decade of the twentieth century witnessed a swing away from charity and traditional philanthropy towards more direct engagement of business in mainstream development and concern 19

for disadvantaged groups in the society. This has been driven both internally by corporate will and externally by increased governmental and public expectations (Mohan, 2001). This was evident from a sample survey conducted in 1984 reporting that of the amount companies spent on social development, the largest sum 47 percent was spent through company programs, 39 percent was given to outside organizations as aid and 14 percent was spent through company trusts (Working Document of EU India CSR, 2001). In India as in the rest of the world there is a growing realization that business cannot succeed in a society which fails. An ideal CSR has both ethical and philosophical dimensions, particularly in India where there exists a wide gap between sections of people in terms of income and standards as well as socio-economic status (Bajpai, 2001). According to Infosys founder, Narayan Murthy, ―social responsibility is to create maximum shareholders value working under the circumstances, where it is fair to all its stakeholders, workers, consumers, the community, government and the environment.‖ Commission of the European Communities 2001 stated that being socially responsible means not only fulfilling legal expectations, but also going beyond compliance and investing 'more' into human capital, the environment and the relation with stakeholders(Bajpai, 2001). According to ―Altered Images: the 2001 State of Corporate Responsibility in India Poll‖, a survey conducted by Tata Energy Research Institute (TERI), the evolution of CSR in India has followed a chronological evolution of 4 thinking approaches: 

Ethical Model (1930 –1950): One significant aspect of this model is the promotion of ―trusteeship‖ that was revived and reinterpreted by Gandhiji. Under this notion the businesses were motivated to manage their business entity as a trust held in the interest of the community. The idea prompted many family run businesses to contribute towards socioeconomic development. The efforts of Tata group directed towards the well being of the society are also worth mentioning in this model.



Statist Model (1950 –1970s): Under the aegis of Jawahar Lal Nehru, this model came into being in the post independence era. The era was driven by a mixed and socialist kind of economy. The important feature of this model was that the state ownership and legal requirements decided the corporate responsibilities.

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

Liberal Model (1970s –1990s): The model was encapsulated by Milton Friedman. As per this model, corporate responsibility is confined to its economic bottom line. This 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 model expects companies to perform according to ―triple bottom line‖ approach. The businesses are also focusing on accountability and transparency through several mechanisms.

CSR needs to be understood within this context captured in the development oriented CSR framework given below: Model

Focus

Champions

Ethical

Voluntary commitment by companies to public

M.K. Gandhi

welfare State ownership and legal requirements

Statist

Jawahar Lal Nehru

determine Corporate responsibility

Liberal

Corporate responsibilities limited to private

Milton Friedman

owners (Shareholders) Stakeholder

Companies respond to the needs of

R. Edward Freeman

stakeholders-customers, employees, communities, etc.

CSR Initiatives in India: 

Industry Association Initiative: Leading Chambers of Commerce and Industry of India are traditionally active in social and environmental norms. Federation of Indian Chambers of Commerce and Industry (FICCI), CII works closely in partnership with Government. CII in partnership with UNDP set up India Partnership Forum to promote multi stakeholders approach to CSR. Social Development Council (SDC) set up by CII, ensures corporate participation in social development and provides an institutional base for social activities of 21

the corporate sector. Progress, Harmony and Development chambers of commerce and Industry (PHDCCI) has major interventions in family welfare and rural development. Associated Chambers of Commerce and Industry of India (ASSOCHAM) through their members provided drinking water in 110 villages by 1996 on occasion of its platinum Jubilee. Bombay Chambers of Commerce and Industry (BCCI) have been consistently on issues of populations and civic conditions in Mumbai. 

Company Initiatives: An internet-based survey was conducted to understand the philosophy & deployment of CSR as practiced (innovatively and in a sustained manner) for National and International organizations.



Roundtables and Networks in India: Corporate Roundtable on Development of Strategies for the Environment and Sustainable Development--Business Council for Sustainable Development (CoRE-BCSD) of India is a grouping of Indian corporate trying collectively and individually to build in sustainable development concepts into their operations. The British Council's CSR Network: Towards promoting CSR and generating awareness and interest amongst young future business leaders.



CSR Surveys: In the context of India, CSR studies were few and limited. Singh and Ahuja 1983 conducted the first study in India on CSR of 40 Indian public sector companies for the years 1975-76 and found that 40 percent of the companies disclosed more than 30 percent of total disclosure items included in their survey. Raman (2006) used content analysis technique to examine the chairman's message section in the annual reports of the top 50 companies in India to identify the extent and nature of social reporting. This study concluded that the Indian companies placed emphasis on product improvements and development of human resources (Raman, 2006). According to a survey done by Partners in Change 2000, which covered 600 companies and 20 CEOs for judging Corporate Involvement in Social Development in India 85 percent agreed that companies need to be socially responsible; only 11 percent companies had a written policy; over 60 percent of the companies were making monetary donations; health, education and infrastructure were most supported issues. From 2000 onwards, 4 important surveys have been conducted, which give significant macro level conclusions about Indian corporate. The first and second surveys were carried out in 2001 and 2002 by Business Community Foundation for TERI-Europe. The survey

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sought to explore the perception of workers, company executives and general public about social, economic and environmental responsibilities. It was found that all companies irrespective of size or sector have awareness of CSR and its potential benefits. Many companies were collaborating with NGOs, have labour and environmental policy guidelines in place. A third survey was jointly conducted in 2002 by CII, United Nations Development Program (UNDP), British Council (BC) and Price Water Coopers (PWC). The most striking features of the responses to the survey is that the respondents are in near unanimity that CSR is very much a part of the domain of corporate action and the passive philanthropy is no longer sufficient. A significant proportion of respondents, recognize CSR as the mean to enhance long-term stake holder value. The fourth survey, the Karmyog CSR rating 2007-08 is for the largest 500 companies. Karmayog is a platform for the Indian non-profit sector providing research on CSR activities of Indian companies. It rated the 500 largest Indian Companies based on their CSR activities. The companies were rated on 0 to 5 levels based on criteria's like products & services, reach of CSR activities, expenditure on CSR, harmful processes etc.

CSR: Definitions The totality of CSR can be best understood by three words: ‗corporate,‘ ‗social,‘ and ‗responsibility.‘ In broad terms, CSR relates to responsibilities corporations have towards society within which they are based and operate, not denying the fact that the purview of CSR goes much beyond this. CSR is comprehended differently by different people. Some perceive it to be a commitment of a company to manage its various roles in society, as producer, employer, customer and citizen in a responsible manner while for others it is synonymous to Corporate Responsibility (CR) or Corporate Citizenship or Social Action Programme (SAP). Of late, the term has also been started to link up with Triple Bottom Line Reporting (TBL) which essentially measures an enterprise‘s performance against economic, social and environmental indicators. Discourses on CSR suggest that many definitions of CSR exist within the business community, and CSR continues to be an evolving concept, with no single definition that is universally accepted. Given below are three key definitions that have garnered wide acceptance and favour amongst business circles: 23



Definition # 1: Philip Kotler and Nancy Lee (2005) define CSR as “a commitment to improve community well being through discretionary business practices and contributions of corporate resources” whereas Mallen Baker refers to CSR as “a way companies manage the business processes to produce an overall positive impact on society.”



Definition # 2: According to World Business Council for Sustainable Development “Corporate Social Responsibility 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”.



Definition # 3: Archie Carroll in 1991 describes CSR as a multi layered concept that can be differentiated into four interrelated aspects – economic, legal, ethical and philanthropic responsibilities. Carroll presents these different responsibilities as consecutive layers within a pyramid, such that ―true‖ social responsibility requires the meeting of all four levels consecutively. The model probably is the most accepted and established.

While the definitions of CSR may differ, there is an emerging consensus on some common principles that underline CSR:

24



CSR is a business imperative: Whether pursued as a voluntary corporate initiative or for legal compliance reasons, CSR will achieve its intended objectives only if businesses truly believe that CSR is beneficial to them.



CSR is a link to sustainable development: businesses feel that there is a need to integrate social, economic and environmental impact in their operation; and



CSR is a way to manage business: CSR is not an optional add on to business, but it is about the way in which businesses are managed.

CSR: A Commonly Misunderstood Concept In the absence of a universally accepted definition for CSR, there are some myths that surround the concept: 

Myth # 1: Businesses invest the money; therefore they decide the modus operandi of the CSR initiative. There is a notion that since businesses invest money in society, they are the one who will be deciding upon the modus operandi of the CSR initiative. However this is not true. CSR driven by the mandate of an enterprise alone may not generate desired results. Stakeholders must be involved from the onset in defining an initiative to make it successful. Corporates must not assume that they understand the needs of a community by taking them at face value; stakeholder‘s needs must be considered within the local context and culture.



Myth # 2: Financial resources alone can meet CSR needs of an enterprise. In fact, financial resources are only part of the equation. Besides financial resources, it is equally or even more important for the CSR programmes to be well defined and well accompanied by adequate human resources if they are to meet the intended objectives.



Myth # 3: CSR is interchangeable with corporate sponsorship, donation or other philanthropic activities. The focus of responsible business practices in the profit sector is hitherto largely confined to community charity-based projects. While this may have been relevant for the historical

25

context in the mid-90s when Carroll‘s definition was coined, the current thinking of CSR has moved beyond philanthropy to in fact encompass all internal and external segments of business operations: employees, market environment and community.

CSR: Rationale The rationale for CSR has been articulated in a number of ways. In essence, it is about building sustainable businesses, which need healthy economies, markets and communities. The major reasons for CSR can be outlined as: 

Globalisation: As a consequence of cross-border trade, multinational enterprises and global supply chains, there is an increased awareness on CSR concerns related to human resource management practices, environmental protection, and health and safety, among other things. Reporting on the CSR activities by corporates is therefore increasingly becoming mandatory. In an increasingly fast-paced global economy, CSR initiatives enable corporates to engage in more meaningful and regular stakeholder dialogue and thus be in a better position to anticipate and respond to regulatory, economic, social and environmental changes that may occur. There is a drive to create a sustainable global economy where markets, labour and communities are able to function well together and companies have better access to capital and new markets. Financial investors are increasingly incorporating social and environmental criteria when making decisions about where to place their money, and are looking to maximise the social impact of the investment at local or regional levels.



International Legal Instruments and Guidelines: In the recent past, certain indicators and guidelines such as the SA8000, a social performance standard based on International Labour Organization Conventions have been developed. International agencies such as United Nations and the Organization for Economic Co-operation and Development have developed compacts, declarations, guidelines, principles and other instruments that set the tone for social norms for organisations, though these are advisory for organisations and not mandatory.

26

One of the United Nations Millennium Development Goals calls for increased contribution of assistance from country states to help alleviate poverty and hunger, and states in turn are advising corporates to be more aware of their impact on society. In order to catalyze actions in support of the MDGs, initiatives such as Global Compact are being put in place to instrumentalise CSR across all countries. As the world‘s largest, global corporate citizenship initiative by the UN, the Global Compact, a voluntary initiative is concerned with building the social legitimacy of business. The Global Compact is a framework for businesses that are committed to aligning their business operations and strategies with ten universally accepted principles that postulate that companies should embrace, support and enact, a set of core values in the areas of human rights, labour standards, the environment, and anti-corruption. 

Changing Public Expectations of Business: Globally companies are expected to do more than merely provide jobs and contribute to the economy through taxes and employment. Consumers and society in general expect more from the companies whose products they buy. This is coherent with believing the idea that whatever profit is generated is because of society, and hence mandates contributing a part of business to the less privileged. Further, separately in the light of recent corporate scandals, which reduced public trust of corporations, and reduced public confidence in the ability of regulatory bodies and organisations to control corporate excess. This has led to an increasing expectation that companies will be more open, more accountable and be prepared to report publicly on their performance in social and environmental arenas.



Corporate Brand: In an economy where corporates strive for a unique selling proposition to differentiate themselves from their competitors, CSR initiatives enable corporates to build a stronger brand that resonates with key external stakeholders – customers, general public and the government. Businesses are recognising that adopting an effective approach to CSR can open up new opportunities, and increasingly contribute to the corporates‘ ability to attract passionate and committed workforces. Corporates in India are also realising that their reputation is intrinsically connected with how well they consider the effects of their activities on those with whom they interact. Wherever

27

the corporates fail to involve parties, affected by their activities, it may put at risk their ability to create wealth for themselves and society. Therefore, in terms of business, CSR is essentially a strategic approach for firms to anticipate and address issues associated with their interactions with others and, through those interactions, to succeed in their business endeavours. The idea that CSR is important to profitability and can prevent the loss of customers, shareholders, and even employees is gaining increasing acceptance. Further, CSR can help to boost the employee morale in the organisation and create a positive brand-centric corporate culture in the organisation. By developing and implementing CSR initiatives, corporates feel contented and proud, and this pride trickles down to their employees. The sense of fulfilling the social responsibility leaves them with a feeling of elation. Moreover it serves as a soothing diversion from the mundane workplace routine and gives one a feeling of satisfaction and a meaning to their lives.

Benefits of doing CSR: According to a global study by CSR network, a UK based CSR consultancy, released in 2004, the top 10 benefits of engaging in Corporate Social Responsibility are: Increased profit 

Access to capital



Reduced operating costs/increased operational efficiency



Enhanced brand image and reputation



Increased sales and customer loyalty



Increased productivity and quality



Increased ability to attract and retain employees



Potentially, reduced regulatory oversight



Reducing risk, and increased risk management



‗Keeping up‘ with competitors and where the market is

Measurability and emerging metrics – Triple Bottom Line (TBL) An increasing number of companies are adopting a new way of operationalizing the intangible concepts of ‗corporate social responsibility‘ and ‗sustainability‘. Triple Bottom Line or TBL focuses 28

on data collection, analysis and decision making using economic, environmental and social performance information. In this concept, the company is judged on the basis of its triple bottomline: its returns to shareholders, communities and the environment. Under this concept, the company will have to look at not just what it should do with its profits, but how it made its profits in the first place. This implies looking at impacts on all its stakeholders. This view, which is gaining ground, implies that CSR has to be seen as an essential part of business — not something divorced from business. Companies like Tata group and ITC are at the forefront of adopting the triple bottom-line approach in India.

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Women Empowerment Introduction: The term ―empowerment‖ has become one of the most widely used development terms. Women‘s groups, non-governmental development organizations, activists, politicians, governments and international agencies refer to empowerment as one of their goals. Yet it is one of the least understood in terms of how it is to be measured or observed. It is used precisely because this word has now been one of the fashionable concepts to include in policies/programmes/projects that there is a need to clarify and come up with tentative definitions. Women constitute more than 50% of the population, undertake most of the work (two thirds) but only receive one tenth of the total income rather than men. The working hours of women are longer than that of men, often 12-16 hours per day. In addition to their domestic responsibilities in child care, women have to be responsible for housework, such as fetching firewood, water and cooking and even hard work as ploughing and raking, planting, transplanting and harvesting. Women have to suffer from continuing under nutrition and two thirds of them are anaemic. Rural women lack sex education and have poor health due to frequent pregnancies. The illiterate women especially lack of information on balanced diet, family planning, house cleaning and other information to improve their health and the quality of life. They have lower status and low paid occupations, lower economic positions so they are less conscious and lack self-confidence. They have a few books and a little time to read so they can not appreciate the benefits of reading and have no motivation for reading.

The Concept of Empowerment: Empowerment has become a widely used word. In spheres as different as management and labour unions, health care and ecology, banking and education, empowerment also taking such place. It is also a concept that does not merely concern personal identity but brings out a broader analysis of human rights and social justice. The term empowerment has been emerged as a ‗development buzzword‘. But empowerment is easy to ‗intuit‘ but complex to define. An empowered individual would be one who experiences a sense 30

of self-confidence and self-worth; a person who critically analyzes his/her social and political environment; a person who is able to exercise control over decisions that affect his/her life‖. The nature of empowerment renders it difficult to define. On the one hand, it is often referred to as a goal for many development programmes/projects. On the other hand, it can also be conceived as a process that people undergo, which eventually leads to changes. Nelly Stromquist, for instance, defines empowerment as ―a process to change the distribution of power both in interpersonal relations and in institutions throughout society‖ while Lucy Lazo describes it as ―a process of acquiring, providing, bestowing the resources and the means or enabling the access to a control over such means and resources.‖

Women Empowerment: According to Namtip Aksornkool ―It is a process in which women gain control over their own lives by knowing and claiming their rights at all levels of society at the international, local, and household levels. Self-empowerment means that women gain autonomy, are able to set their own agenda and are fully involved in the economic, political and social decision-making process.‖ According to Ms.Lazo, empowerment is a moving state; it is continuum that varies in degree of power. It is relative. One can move from an extreme state of absolute lack of power to the other extreme of having absolute power.‖ Empowerment can have six components: Cognitive, Psychological, Economic, Political, Social and Legal. According to Ms.Stromquist, the Cognitive Component would include the ‗women are understanding of their conditions of subordination and the causes of such conditions at both micro and macro levels of society. It involves acquiring new knowledge to create a different understanding of gender relations as well as destroying old beliefs that structure powerful gender ideologies‖. The Psychological Component, on the other hand, would include the ―development of feelings that women can act upon to improve their condition. This means formation of the belief that they can succeed in change efforts.‖ According to him the Economic Component ―requires that women can be able to engage in a productive activity that will allow them some degree of autonomy, no matter how small and hard to obtain at the beginning‖. Education is considered one of the most important means to empower

31

women with the knowledge, skills and self-confidence necessary to participate fully in development processes. The Political Component would encompass the ―ability to organize and mobilize for change. Consequently, an empowerment process must involve not only individual awareness but collective awareness and collective action. The notion of collective action is fundamental to the aim of attaining social transformation‖ (Stromquist). In past women role in politics is mere but know the scenario is different a good percentage i.e nearly above 33% are participating. Encouraging them to participate in community programmes, Integration of women in the general national development plan, Allotting them good portfolio‘s like education, health, sanitary that motivates them to do good practices, All family members, society, environment etc., should be support full, If all the trees were one tree, what a great tree it would be; It is clear that women can be empowered individually, the feminist vision is one where women are able to articulate a collective voice and demonstrate collective strength. It was also stressed that incorporating the feminist perspective in the concept of empowerment implies a long-term re-designing of societies that will be based on democratic relationships. Ms.Dighe talks about empowerment as dealing with strategic rather than practical gender needs. Social Empowerment; It is a ―process to change the distribution of power in interpersonal relations among different people, cultures, activities of the society.‖ In past awareness regarding the society is unknown to the women but present scenario reveals completely different pictures and knows they are equally participating in all activities of the society. Best references are our present President is Mrs. Pratibha Patil. U.S. foreign secretary a women, Hillary Clinton. All efforts must be mobilized to enabling at least the next generation to be genuinely literate to empower socially. Encouraging traditional women organizations. Talking about Legal Empowerment; Protection is needed for the women in terms of health, harassments, superstitions, cultural barriers etc., Child marriages, satisahgamana are some of the oldest traditions, which are the basic barriers for the girls development. But now there are no such rubbish traditions to be in practice. Best reference is latest women gruhahimsa crime results in lessening the harassments on women. Make them aware of the civil rights, Exercising the legal rights whenever necessary, Preparing and canvassing the documents regarding the legal freedom for women, Providing good literary programmes regarding the legal empowerment.

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Indicators of Empowerment: Understanding that empowerment is a complex issue with varying interpretations in different societal, national and cultural contexts, there is some listing of indicators.

At the level of woman and her household: 

Participation in crucial decision-making processes;



Extent of sharing of domestic work by men;



Extent to which a woman takes control of her reproductive functions and decides on family size;



Extent to which a woman is able to decide where the income she has earned will be channelled to;



feeling and expression of pride and value in her work;



Self-confidence and self-esteem; and



Ability to prevent violence.

At the community/organizational level: 

Existence of women‘s organizations;



Allocation of funds to women and women‘s projects;



Increased number of women leaders at village, district, state and national levels;



Involvement of women in the design, development and application of technology;



Participation in community programmes, productive enterprises, politics and arts;



Involvement of women in non-traditional tasks;



Increased training programmes for women; and



Exercising her legal rights when necessary;

At the national level: 

Awareness of her social and political rights;



Integration of women in the general national development plan;



Existence of women‘s networks and publications;



Extent to which women are officially visible and recognized; and



The degree to which the media take on women‘s issues.

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Facilitating and Constraining Factors of Empowerment: Empowerment does not take place in a vacuum. In the same way that Ms.Lazo talks about women‘s state of powerlessness as a result of ―a combination and interaction of environmental factors, ―one can also discuss the condition/factors that can hasten or hinder empowerment.

Facilitating factors: 

Existence of women‘s organizations;



Availability of support systems for women;



Availability of women-specific data and other relevant information;



Availability of funds



Feminist leadership;



Networking;



Favourable media coverage;



Favourable policy climate.

Constraining factors: 

Heavy work load of women;



Isolation of women from each other;



Illiteracy;



Traditional views that limit women‘s participation;



No funds;



Internal strife/militarization/wars;

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Disagreements/conflicts among women‘s groups;



Structural adjustment policies;



Discriminatory policy environment;



Negative and sensational coverage of media.

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Chapter 2: Company Profile

.

35

Godfrey Phillips India Ltd. Introduction: Godfrey Phillips India Limited, one of India‘s leading corporate houses, is the flagship Company of the K K Modi group. Diversified in Tea, Confectionary, Tobacco, Industrial Chemicals, Polyester, Multilevel Marketing, Retail and Cosmetics, The Modi Group is one of India‘s most reputed conglomerates. As the second largest player in the Indian cigarette industry, Godfrey Phillips India Ltd‘s annual turnover exceeds INR 2200 crore (approx. US $458.05 million) The company has over 1500 employees, 2 manufacturing locations in Mumbai and Ghaziabad, it‘s Leaf Division at Andhra Pradesh and 5 Branch offices at Delhi, Mumbai, Hyderabad, Ahmedabad and Chandigarh. It owns some of the most popular cigarette brands in the country like Four Square, Red and White, Jaisalmer, Cavanders and Tipper. Over the years it has also set its own benchmarks in innovation with revolutionary brands like Stellar, the first slim cigarette and I-gen, the first euro norm cigarette in India. Its products are distributed over an extensive India wide network of more than 500 distributors and 800,000 retail outlets. With the Corporate Office in Delhi, the Company has offices all across India in over 8 locations. Godfrey Phillips India has two major stakeholders, one of India's leading industrial houses - the K. K. Modi Group and one of the world's largest tobacco companies, Philip Morris. The Company also enjoys a strong backing of over 12,000 shareholders.

Vision: ―To become a leading tobacco player in India and beyond.‖ Godfrey Phillips India empowers all its people to think and act radically, stretch relentlessly and generate path breaking ideas and strategies to propel the Company. This helps to create and build powerful brands with unmatched service and world class processes.

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Godfrey Phillips India will rapidly grow shareholder value and achieve a commanding presence nationally while gaining a significant presence in global markets. Godfrey Phillips India will be amongst the most respected companies in India and in the tobacco industry worldwide.

Values 1. Passion for winning:  Constantly thrive in bettering the competition in every field.  Have a positive attitude, and restlessly seek and capture new opportunities. 2. Innovation through learning and entrepreneurship:  Be a world class innovative organization by continually developing and successfully launching new brands.  Encourage risk taking and learning, and create conditions for empowerment with accountability. 3. Winning trust internally and externally:  Build enduring relationships with all stakeholders including employees, shareholders and trade/alliance partners, and honour all commitments.  Encourage transparent and fair systems and policies. 4. Global mindset:  Constantly benchmark in all areas against the best globally, and strive to exceed those benchmarks.  Develop opportunities through a global network of distributors and alliances. 5. Socially responsible corporate citizen:  Ensure the compliance of all applicable laws and the highest standards of corporate governance.  Support and encourage employees to actively participate in identified social and environmental concerns.

Directors and Management: Godfrey Phillips India is a Company committed to innovation and continuous improvement which can be seen in the Company employees; from the top management to the factory level.

37

Directors: (A) Executive & Not Independent Directors 

Mr. K. K. Modi



Mr. R. Ramamurthy



Mr. Lalit Kumar Modi



Mr. Samir Kumar Modi

(B) Non-Executive & Independent Directors 

Mr. R. A. Shah



Mr. Lalit Bhasin



Mr. Anup N. Kothari



Mr. C. M. Maniar



Mr. O. P. Vaish

Senior Management: Mr. S Seru

Chief Executive (Domestic Operations)

Mr. R.N. Agarwal

Chief Financial Officer (Finance & Materials)

Mr. P.A. Mittra

Executive Vice President (HRD & Administration)

Mr. Arun Kumar

Executive Vice President (Operations)

Mr. Ajit Suryanarayanan

Executive Vice President (New Product Development)

Mr. Bhisham Wadhera

Executive Vice President (Sales)

Ms. Nita Kapoor

Executive Vice President (Marketing & Corporate Affairs)

Mr. S. R. Balasubramanian

Executive Vice President (IT & Corporate Development)

Mr. M.M. Yusuf

Sr. Vice President (Leaf)

Mr.Sanjay Gupta

Company Secretary

Brands: Godfrey Phillips India is best known for its leading brands like Four Square, Red & White, Jaisalmer and Cavanders along with innovative brands such as Stellar, I Gen and Tipper.

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Cigarette Brands: 

Stellar: The first slim cigarette to be launched in India. It has been specially engineered to deliver low nicotine without a compromise in taste and flavour. It is available in an elegant slim shaped 10‘s and 20‘s pack, aimed at the cognitive consumer who wants to be progressive and responsible in his habits and lifestyle.



I gen: India‘s 1st Euro Norm 10-1-10 cigarette holds the promise of an advanced cigarette quality and immense style. This progressive brand, known for its innovation, has also introduced India‘s 1st King size 5‘s pack, a convenient and stylish pack format for the young adult of today.



Four Square: The flagship brand of Godfrey Phillips, Four Square is the market leader in the majority of its operating markets. The vibrant brand continues to delight its loyal consumers through constant innovation and an enriching product experience.



Jaisalmer: A Premium King Size brand. It is a luxurious blend of finest sun dried Virginia tobaccos which deliver a smooth mellow flavour.



Red & White Flake: One of the most renowned brand names of the nation, it has been rated in the top 50 brands in the FMCG sector. It is continuing to build upon its iconic stature.



Northpole: Launched in the year 1958 North Pole is the largest selling menthol cigarette in India. North Pole has recently the Golden Peacock commendation Award for innovation in packaging.

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

Cavanders: Cavanders is one of the oldest and most trusted brands of the industry. Known for its heritage and highest quality standards, Cavanders has been providing superb value and satisfaction to its consumers.



Tipper: Tipper is the fastest growing micro segment brand from Godfrey Phillips. The brand is the undisputed national leader in the tipped micro segment with significant presence in states of Maharashtra and Andhra Pradesh.

Tea Brands: 

Symphony Premium Teas: A premium assortment of original brews and flavours is available in three variants, Assam Tea, Darjeeling Tea and Green Tea.  Symphony Assam Teas: A refreshingly balanced blend of distinct taste and strength is crafted with the finest mix of fresh granular and orthodox long leaves picked from the most superior gardens of Assam.  Symphony Darjeeling Tea: The classic brew from the highlands of Darjeeling gives a golden coloured liquor with muscatel flavour and distinctive aroma.  Symphony Green Tea: High on anti oxidants and nutritional content, this natural tea is famous the world over for innumerable health benefits.



Super Cup: A mid premium segment brand of Tea City is a blend from sprawling tea gardens of Assam which gives a full bodied brew. It is for them who like their tea ‗strong‘. Its strength and stimulating flavour creates a strong combination of intense taste, enriching colour and refreshing aroma. Super Cup comes in two formats: Leaf & Dust



Samovar: Samovar Green tea is a special blend of pure long leaves. Its tender leaves when brewed with noon give a refreshing taste and distinct colour which brings the purity and originality of ‗noon chai‘ made in a samovar.

40



Super Cup Duet: Super Cup Duet offers a completely new tea drinking experience. Along with strong granular CTC one can enjoy the aromatic Darjeeling tea which comes in a pouch inside. While the granular CTC gives strength and colour, Darjeeling tea gives a delightful aroma in every sip.



Utsav: Made from choicest of tea leaves, small quantity of Utsav tea leaves gives a full bodied strength and rich colour. It is an economy brand that comes in leaf as Utsav Chai and dust variant as Utsav Dust Chai.



Rangoli: A special blend of Assam CTC tea, its fuller granules give it strength and a rich colour. It is an economy brand that comes in two variants to suit all taste palates – Leaf and Dust.

Diverse Business: Confectionary 

Funda Mint - "Mint with a twist": India has extremely diverse taste requirements. Gujaratis love a sweet touch to their foods, whereas people from Andhra Pradesh prefer their food to be extremely spicy. On this thought, Funda-Mint took birth to provide the Indian consumer with a mint that refreshes them instantly and ensures it caters to India‘s varied taste. A mint that is modern but is essentially "Dil Se Desi". Currently available in 2 flavours – Saunf Fresh & Double Thanda.

Cosmetics 

ColorBar is a brand from USA and is marketed and distributed by ColorBar Cosmetics Pvt. Ltd., a part of the K. K Modi Group of Companies. ColorBar has been developed with the philosophy to provide the customers with innovative high quality products at attractive prices and widest range of colours. Extensive research and study on the needs and liking of the consumers globally has gone into creating the packaging for the products. All formulations 41

were put through the litmus test as various R&D labs in Europe and are at par with any leading brand. The products have premium international formulation and the range consists of lip sticks, lip glosses, retractable lip liners, long stay lipsticks, kajal etc.

Retail 

24X7 Stores are 24 hour convenience chain of stores located in the central areas of the city of Delhi offering wide variety of products and services to customers. Convenience being the operative word, the stores caters to the new emerging consumer with a changing lifestyle. Providing international shopping experience, the store stocks packaged foods and beverages, personal and home care items, has a pharmacy and other service counters where one can pay bills or courier documents. A concept rising to the challenges and the demands of the discerning consumer, 24X7 celebrates as it moves ahead with plans to open many more stores.

International Division: Striving towards it vision to become a leading tobacco player in India and beyond, Godfrey Phillips India has forayed into international markets with successful new business ventures. Today, Godfrey Phillips India is partnering with some of the top most players in the international tobacco industry in marketing their products and providing various professional and expert services which include contract manufacturing, consultancy services, cut tobacco and smoke analysis. Already present in the Middle East, West Africa, South East Africa and South East Asia, Godfrey Phillips India wishes to strengthen its position as an international player by entering new markets.

Achievements: 

The company Won Golden Peacock Award 2007 for excellence in Product Innovation category for Four Square.

42



Tipper won ‗Golden Peacock Award‘ for the best product innovation in the year 2003 and then again in 2006 for innovative product and service. It has also won the Silver medal at the Monde Selection Brussels, World Selection of Quality 2006.



The Indian National Suggestion Schemes' Association (INSAAN) presented awards to Andheri factory for its best suggestions/ideas during the various convention held on different topics and places for the record 11th consecutive year in a row.



The Guldhar factory won The 'Greentech Environment Excellence Awards' and ‗Greentech Safety Awards', in the year 2006. These awards are the most coveted awards in corporate world for outstanding achievements in the field of environment management.



The pack design of Jaisalmer, the premium King Size cigarette of the Company, won the coveted PFFCA (Paper, Film & Foil Converters Association) Star Award, felicitating the pack for its excellence in design, development and creativity in packaging.



North Pole has also won the Golden Peacock award for innovative packaging in 2005.

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Chapter 3: Case Studies

44

Tata Group PRINCIPLES CSR over view: Tata Group, one of India's oldest, largest and most respected business conglomerates, is a leader in the CSR scene. The Tata Group has been recognized by its endeavour to institutionalize CSR in its 96 companies and integrate CSR with its business processes. With a strong commitment from its top management, it has developed tools such as the Tata Index for Sustainable Human Development, a model for measuring the social work that the group enterprises undertake. With investments as high as Rs 380 crore, the Tata Group is a benchmark for Indian companies.

Vision/Mission and the Philosophy Regarding CSR: Purpose

• ―Our purpose is to improve the quality of life of the communities we serve. We dothis through leadership in sectors of national economic significance, to which the Group brings a unique set ofcapabilities.‖

Values

Commitment

• The five Tata values are:

• Tata‘s Commitment:

• • • • •

• Community initiatives • Environment • Employee relations • Corporate governance

Integrity Understanding Excellence Unity Responsibility

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Major CSR Themes: Tata Group‘s CSR investments include all major themes, such as education, health, environment, rural development, sports, arts and employee relations.

PROCESS CSR Strategy: Community Initiatives: Each Tata company has its own priorities in social development. The main companies in the group, such as Tata Steel, Tata Tea and Tata Chemicals, have in-house organizations dedicated to Community Initiatives. There are several projects, in different areas such as education, health, women-children welfare, rural development, income generation, sports, arts and others.

Environment: The group's contribution falls into two categories: 

Efforts of Tata companies to preserve and enrich the environment



Philanthropic endeavour of the Tata Trusts, which support non-governmental organizations.

These two categories accommodate and nurture a variety of initiatives in a range that extends from watershed programs and land regeneration to forestry projects and protection of endangered species.

The Tata approach to environmental management operates makes it mandatory for Group companies to: 

Have a vision and mission statement that explicitly states its policy on environmental management.



Define a corporate environment policy and communicate it to all employees



Set up environmental management systems and programs at the organizational level and annually budget for environmental improvement.



Train its workforce on environmental issues and assign management representatives and facilitators to the task of monitoring environmental systems.

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

Regularly scrutinize resource consumption and the quality of air, water and land.



Set quantitative objectives and targets for continuous improvement (preferably beyond legal compliance).



Review environmental performance at different levels in the management hierarchy.



Establish a convention for conducting impact-assessment surveys and periodic audits.



Publish annual environmental performance in annual reports.



Encourage applications and attainment of eco-labels and accreditations such as ISO 14000/01.

This is to be followed by lifecycle assessments and eco-labelling for product stewardship throughout the supply chain.

Employee relations: The Tata Group has more than 245,000 employees. Tatas were the pioneers in employee benefits that were later mandated through legislation in India and elsewhere in the world. The eight-hour working day, free medical aid, welfare departments, grievance cells, leave with pay, provident fund, accident compensation, training institutes, maternity benefits, bonus and gratuity were introduced by the group before any legal rules were framed on them.

CSR Programs: 1. Community initiatives: ―Temples of Knowledge‖ Under the Group‘s program to develop centres of learning and research, knowledge and intellectual capital, Tata funds five Indian ‗Temples of Knowledge‘: 

The Indian Institute of Science



The Tata Institute of Fundamental Research



The Tata Institute of Social Sciences



The Tata Memorial Centre



The JRD Tata Ecotechnology Centre

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Sports: The Tata Group has been supporting sports by creating academies in different disciplines and by backing talented sportspeople. Some initiatives of the Group are: 

The Tata Football Academy, set up in Jamshedpur in 1987, selects boys (14 years and below) and trains them for a four-year period in world-class facilities, taking care of all their needs.



The Tata Archery Academy, established in Jamshedpur in 1996, has produced a long list of archers who have won national and international honours.



The Tata Adventure Foundation, headed by Bachendri Pal, the first Indian woman to climb Mount Everest, has rock climbing, river rafting and parasailing on its alternate sports agenda.

Arts: Tata‘s initiative towards Arts is best reflected by Tata Steel. It first sponsored prizes and scholarships for art in 1943, at the annual exhibition at the JJ School of Art, Bombay. The company's 'Art In Industry' series has since then featured renounced Indian and international artists. The Jamshedpur School of Arts has groomed local talent. Besides promoting contemporary Indian art, the Tatas had the vision of preserving the country's performing arts. Indian folk and classical dance forms, music and theatre, traditionally handed down through the gurukul system, received a fillip when J J Bhabha, a Tata stalwart along with others established the pushed and persevered for long years to establish the National Centre for the Performing Arts (NCPA) in 1966. The Tata Group has also supported the cause of folk, tribal and rural crafts. The Tribal Culture Centre (TCC), founded by Tata Steel in 1990 at a cost of Rs 35 lakh, is a showcase for the artistic talents of the tribal communities of Jharkhand.

Tata Chemicals Society for Rural Development: Tata Chemicals set up the Tata Chemicals Society for Rural Development (TCSRD) in 1980 to promote its social objectives for the communities in and around Mithapur and Babrala, where its facilities are located. Some of the initiatives of TCSRD are: 

Agricultural development



Education



Women's programs



Animal husbandry



Rural energy 48



Training



Watershed development



Relief work



Infrastructure

Tata Steel Rural Development Society: Established in 1979, the Tata Steel Rural Development Society (TSRDS) is involved in social development programs aimed at helping the rural communities living around Tata Steel's units. TSRDS covered 32 villages around Jamshedpur in its first year of operation. Today the Society has seven units, six of them in Tata Steel's operational areas, and covers 600 villages in the states of Jharkhand and Orissa. TSRDS is most actively involved in the spheres of livelihood generation, health and hygiene, and people empowerment. Recently, TSRDS has expanded its agenda and identified the advancement of education, sports and self-reliance as tools to ensure a better quality of life for the people it works with.

Rallilove ACTS: Rallilove ACTS (Assisting Communities Through Service), an organization set up by Rallis, seeks to improve the quality of life of the poor, especially women and children, through sustainable community development programs. Through ACTS, Rallis has been involved in the following community development initiatives: 

Contribution to the Akanksha Foundation, Mumbai



Girl Child Project of Rallis Committed Community Development Trust (CCDT), Mumbai



Educational support for 285 underprivileged students in Lote, Maharashtra



Tree plantations in and around its factories and at RRC, Bangalore



Dental and eye check-up camps at various factories



Health awareness programs for Adivasis and other communities in Turbhe, Maharashtra



Rallis CCDT Ankur Girl Child Project aims to create opportunities for a healthy and safe environment for girls living on the streets near Kamapthipura, the largest red-light area in Mumbai.

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Voltas for Women: Voltas for Women (VOW) was founded in 1965 and registered in 1975. The organization, whose membership is restricted to female employees of Voltas and the wives of male employees, helps the needy with assistance in health and education, and offers career and vocational guidance. VOW has supported a number of deserving organizations. Its contributions include: 

Setting up a ward for female leprosy patients at the Vimala Dermatological Centre in Mumbai.



Establishing fully-equipped speech and physiotherapy units at SPJ Sadhana School for the handicapped, Sophia College, Mumbai.



Setting up a medical care unit at Asha Sadan, a home for destitute women and children run by the Maharashtra State Council of Women.



Providing audio-visual equipment to assist the mentally challenged at the Dilkush School at Juhu in suburban Mumbai.

2. Environment: Waste Management: Tata Steel has laid great emphasis, over the years, on creating a green environment in and around its plants and on utilizing the waste generated in the process of manufacturing steel. The company generates roughly 700 kg of various wastes (excluding fly ash) in the process of producing one ton of crude steel. Of this, 83.16% is utilized either through recycling and reuse in the company's own processes or is sold as raw material to other industries. The rest is sent for safe land filling. A number of companies today look to Tata Steel for guidelines on efficient waste management, and the company is confident that its 'war on waste' will have far-reaching effects.

Tata‘s ―Mini Jungle‖ Tata Motors created a ―mini-jungle‖ in the surroundings areas of the Telco complex in Pune. The last previous biodiversity survey recorded the existence of more than 150,000 trees including 78 exotic species and 110 indigenous species, in the 800 acres complex.

3. Employee Relations: 50

Learning: The Tata Group‘s programs include Tata Management Training Centre (TMTC), which provides training to high performers within the Group and the Tata Administrative Service (TAS), which recruits fresh graduates and postgraduates from leading business schools to put them on the business leadership path. The Group encourages cross-functional exposure and cross-company mobility as an aspect of leadership development. The Tata Group has also created high-value leadership development programs in partnership with some of the best universities in the world.

Tata Townships: Tata has created cities and towns – Jamshedpur, Mithapur, Babrala and Mathigiri – around industrial facilities. Tata Steel maintains Jamshedpur's public utilities such as the local municipality and takes care of road maintenance, water and electricity supply, streetlights, healthcare and sanitation. Considering the good standard of the maintenance facilities, Tata Steel has floated Jusco as a separate entity, to share its knowledge and expertise, which is unparalleled in the country.

Financial Outlay: Projects

2005 - 06 (Rs crore)

Social Welfare

212

Environmental

141

Others

27

Total

380

Tata Group investment on CSR in 2005-06 corresponded to 4% of Profit After Tax (PAT).

Organizational Support: Tata Council for Community Initiatives The Tata Council for Community Initiatives (TCCI) is a centrally administered agency that helps Tata companies through specific processes. TCCI's charter embraces social development, environmental management, biodiversity restoration and employee volunteering. The organization is

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headed by Kishor Chaukar, a member of the Tata Group Corporate Centre, and 43 chief executive officers of Tata companies are its other members. It coordinates the varied and widespread community development activities of Tata companies.

Personnel Support Anant G. Nadkarni, is the Vice President – Group, Corporate Social Responsibility.

OUTCOMES:

Awards: Some of the Awards won by Tata companies: 

Tata Steel was awarded with the Businessworld-FICCI-SEDF Corporate Social Responsibility award 2009 by Shri Anand Sharma, Hon‘ble Union Minister for Commerce and Industry, Government of India.



Tata Housing Development was honoured with the prestigious Best Developer – Corporate Social Responsibility for Shubh Griha (Smart Value Homes) at the Cityscape Awards – Real Estate Asia, 2010 for their commitment and positive contribution to the society.



In March 2007, Tata Steel was conferred the Award for Corporate Social Responsibility in Public Health by the US–India Business Council (USIBC), Population Services International (PSI) and the Centre for Strategic and International Studies (CSIS). Tata Steel was selected for its contribution in the fight against HIV/AIDS.



In February 2007, Tata Consultancy Services won the Golden Peacock Global Award for Corporate Social Responsibility (Asia) – 2007 in the 'Large Business' category.



In February 2007, Tata Motors was conferred with the Golden Peacock Global Award for Corporate Social Responsibility by the Institute of Directors. This award was based on assessment of the company‘s integration of CSR concerns with corporate functioning,

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responsiveness to the needs of different stakeholders, and development of innovative partnership models to fulfil social responsibilities. 

The Tata Group was awarded the Civil Society Award 2006 by UNAIDS for its role in fighting HIV in India. Several Tata Group companies provide support for HIV prevention, treatment and care services across the country.



The governor of Tamil Nadu, Surjit Singh Barnala, presented The Mother Teresa Award for Corporate Citizen 2005 to Tata Steel.



Tata Steel was adjudged one of the top energy-efficient units in India and was awarded a shield and a certificate for being the 'Excellent Energy Efficient Unit - 2003' by the CIISohrabji Godrej Green Business Centre, Hyderabad.



Software and service consultancy firm Tata Consultancy Services received the ‗2003 Asian Corporate Social Responsibility Award‘ for support and improvement in education category. The company had designed a computer-based functional literacy model, a multimedia-based teaching method, and has set up an adult literacy program to help the government eradicate illiteracy.



Tata Steel received the GBC HIV/AIDS award — 2003 for its commendable awareness work on HIV/AIDS in the community.



Tata Engineering has bagged the Corporate Social Responsibility Award for 2001-2002 instituted by the Tata Energy Research Institute (TERI). Tata Engineering won the award for creating health and rural upliftment opportunities in and around its Pune plant and for its leprosy project in Jamshedpur.



In April 2001, Tata Engineering‘s Pune plant won the Dr. R. J. Rathi Award 2001 for Environmental Pollution Control in Industries in Maharashtra.

Metrics and its Evaluation: 53

 Environmental Management, Occupational Health and Safety Assessment System: Most of Tata‘s companies have been awarded the ISO 14001 for their Environmental Management System and OHSAS 18001 for Occupational Health and Safety Assessment System.

 Tata Index for Sustainable Human Development: TCCI, in collaboration with the United Nations Development Program (India), created the Tata Index for Sustainable Human Development. This was aimed at directing, measuring and enhancing the community work that group enterprises undertake. TCCI is also involved in assisting Tata companies address the sustainability subject through the Global Reporting Initiative, a United Nations initiative that has guidelines for companies on social responsibility. The Tata Index for Sustainable Human Development is a set of guidelines for Tata companies looking to fulfil their social responsibilities. It has been built around the Tata Business Excellence Model (TBEM), an open-ended framework that drives business excellence in Tata companies.

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Airtel (Telecom) PRINCIPLE CSR Overview: According to the company, ―Corporate Social Responsibility is a way of life at Bharti.‖ Airtel has been looking after the needs and interest of its stakeholders, including employees, consumers, and communities, along with the environment.

Vision/Mission and the Philosophy regarding CSR: ―Airtel is strongly committed to being a responsible corporate citizen. Providing a platform to leverage the potential of the citizens of tomorrow and concern for the environment are our top priorities.‖ - Sunil Bharti Mittal – Chairman and Managing Director. Quoted from the 2005-06 annual report.

Major CSR Themes: The company invests in several CSR initiatives, from consumer privacy policy to the promotion of entrepreneurship. However, Bharti Airtel‘s major CSR themes are Education and Environment.

PROCESS

CSR Programs 1. Community: 

Customer: Airtel has been implementing consumer-focused programs, such as the Consumer Privacy Policy, which retrains the sending of promotional messages and the Consumer Contact Program, where employees, including senior managers, contact five customers every month to obtain feedbacks. 55



Employees: It has launched the ‗Empower Program‘, an initiative to help employees and their families deal with stress.



Human Rights: Airtel launched the CII-Bharti Woman Exemplar Award in 2005 to promote women‘s empowerment at the grassroots. It seeks to recognize women who have excelled in the fields of primary education and literacy, health, micro-finance and enterprise. This is a joint initiative by the Bharti Foundation and the Confederation of Indian Industry (CII).

2. Environment: 

5,000 sites are using a green-shelter system that provides cooling for four hours in the Base Transceiver Station. This system saves cost and reduces pollution. Airtel also shares 25% of its mobile cell sites, which contribute to decrease environmental disturbance. Internally, the company has implemented a wastage reducing campaign to decrease paper consumption.

3. Education: 

Bharti Airtel founded the Bharti Foundation in 2000, with the vision: ―To help underprivileged children and young people of our country realize their potential.‖ Through the foundation, several initiatives were started such as the Bharti Computer Centres, which have provided computer learning to more than 130,000 children in five states; the Bharti Library Program, aimed to encourage reading habits of children; and the Mid-day Meal Program, in which Bharti Foundation has supported Akshaya Para in providing meals to 43,000 children per day in 292 government schools. For the coming years, the foundation has plans to start a large number of primary schools in rural areas across the country. It will also provide teacher‘s training facilities.

4. Health: 

HIV: Red Ribbon Caravan: The Company supported the Rajasthan State AIDS Control Society in a campaign to create awareness about HIV/AIDS. A caravan of five vans travelled in 32 districts of Rajasthan.



Donations: Airtel donated item such as woollens to Kalakar School; medicines, stationery, and clothes to the

Missionaries of Charity Home for Destitute; and water bottles to

Kashmir‘s earthquake-affected area in October 2005.

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Financial Outlay: Bharti Airtel has committed Rs 200 crore to support CSR initiatives over the 2006-08 period.

Organizational Support: CSR at Bharti Airtel is the responsibility of the Corporate Director Alliance & CSR. The corporate director is under the Chairman and Managing Director (CMD), Sunil Bharti Mittal. Outcomes

OUTCOMES Awards: Bharti Airtel has won awards such as: 

Bharti Airtel has received the prestigious Businessworld-FICCI-SEDF Corporate Social Responsibility Awards 2009-2010.



India‘s Most Customer Responsive Telecom Company Award in 2006 for the second consecutive year. The award was instituted by Avaya Global Connect Ltd.



The Golden Peacock Award for Corporate Social Responsibility for 2006 in the NGO category. This award was instituted by the Centre for Social Responsibility supported by Institute of Directors (IOD), Centre for Corporate Governance (CFCG), and the World Council for Corporate Governance (WCFCG), UK.



India's 'second best employer' in 2004: Conducted by Hewitt Associates globally, this study identifies ‗Best Employers' based on employee opinion, the organization's employment and people practices, and the perspective of its senior leadership.

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Bajaj (Automotive) PRINCIPLES CSR Overview: Bajaj Auto‘s philanthropic activities among the rural poor are carried out by a trust, the Jankidevi Bajaj Gram Vikas Sanstha (JBGVS). Established in 1987 by Ramkrishna Bajaj in memory of his mother, Jankidevi Bajaj, this Trust acts as a catalyst to development at the grass root level in 32 villages around its plants in Pune and Aurangabad.

Vision/Mission and the Philosophy Regarding CSR: The Company affirms that its competitiveness is interlinked with the well-being of all sections of the Indian society. According to the company, Bajaj Auto is committed to nation-building and contributing to the uplift and development of the weaker sections of society. This, the company believes is the legacy of its founders, Jamnalal and Kamalnayan Bajaj.

Major CSR Themes: The philanthropic activities implemented by the company are aimed at the integrated development of villages through women empowerment, income generation, health programs, agricultural extension, animal husbandry, watershed development, drinking water schemes, sanitation and education.

PROCESS CSR Strategy: Community, Health & Education:

CSR Programs and policies:

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1. Jankidevi Bajaj Gram Vikas Sanstha (JBGVS) 

Vision Statement: JBGVS is a non-political and secular organization, which strives to improve the quality of life of the rural poor by creating self-employment opportunities at the grass-root level, through the use of appropriate technologies, in harmony with nature.



Focus: The trust initiates sustainable, integrated development through long term projects in rural health, hygiene and sanitation, education and adult literacy, improving agricultural and livestock yield, watershed development and women‘s empowerment. Through its poverty alleviation schemes, the Trust provides micro-credit and income generation opportunities for the poor. These projects have a positive impact on the quality of rural living standards. The Trust is stepping up its projects encompassing agricultural extension services, lift irrigation, environmental sanitation, veterinary services, health and education.



Implementation strategy: To ensure the involvement of its rural constituents, JBGVS relies on a participatory approach in implementing all its projects. The Trust also secures the participation of local elected bodies eg. gram panchayat (village council), co-operative societies, women‘s and youth bodies, in decision making.

2. Samaj Seva Kendra: 

Set up by Bajaj Auto in 1975, the Samaj Seva Kendra (SSK) undertakes social activities in the semi-urban areas on the outskirts of Pune. Local industrial workers are provided opportunities for self- development, education, healthcare, sports and recreation. SSK involves local institutions and municipal bodies, local Rotary Clubs and NGOs in its activities.



SSK has helped empower wives of factory workers by providing them earning opportunities.

3. Kamalnayan Bajaj Hospital: 

The company operates a multi-specialty hospital in Aurangabad, western Maharashtra.



High-quality secondary and tertiary healthcare and specialist facilities are provided under one roof.

Financial Outlay: The Bajaj Group spends Rs. 100 million ($2.15 million) every year on philanthropic activities through various trusts and foundations holding an asset of Rs. 700 crore ($153 million).

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Organizational and Personnel Support 

Bajaj Auto Limited adopted the Code of Conduct for Affirmative Action. This became effective from December 1, 2006.



The Company will make available its learning and experiences as a good corporate citizen in Affirmative Action to other companies desiring to incorporate such policies in their own business.



C P Tripathi is the Vice President (Corporate Social Responsibility) in the company.

OUTCOMES Outcomes

Awards: 

Bajaj was awarded the Meritorious Performance in Industrial Safety Award from 19982001. The award was given by the National Safety Council.



Award for ―Achieving Longest Accident-free Period‘ under Heavy Engineering Industries Group. Bajaj received this award for three consecutive years (1997-1999) from the National Safety Council.

Metrics and Evaluation 

The Environmental management system, which is an integral part of the overall management system at Bajaj Auto‘s Aurangabad plant, was awarded ISO 14001 certification in 1997.

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Hindustan Liver Limited (Rural Marketing) PRINCIPLES CSR Overview: In Hindustan Lever Limited (HUL), CSR is rooted in its Corporate Purpose - the belief that, "to succeed we require the highest standards of corporate behaviour towards our employees, consumers and the societies and world in which we live.‖

Vision/Mission and the Philosophy regarding CSR: HUL's CSR philosophy is embedded in its commitment to all stakeholders, including consumers and employees, the environment, and the society the company operates in. HUL acknowledges that development and poverty reduction depend on economic prosperity, and that international trade and investment create new employment, raise skill levels, and increase economic activity. The company depends on sustainable sources of raw materials, and is committed to minimizing the environmental impact, improving sustainability throughout the value chain. Relating CR to Business Strategies Relating CR to Business Strategies Product Development

Water conserving products

Human Resource

BLT placements, igniting growth volunteering, hiring and investing in local talent (merit-based through employment exchanges)

Manufacturing

Safety Health Environment manufacturing

Sourcing

Code of Business Practices (COBP) Compliance

Sales

Shakti, cause marketing

Investment

Local enterprise development

Profit apportionment

Community involvement initiatives

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Major CSR Themes: 

Health & hygiene, education, women empowerment, rehabilitation of special or underprivileged children, care for the destitute, HIV-positive, and rural development.



Sustainable initiatives have long-term benefits, and an ongoing business purpose linked to them is given priority focus.

PROCESS CSR Programs: 1. Community: 

Rural Development: HUL launched Project Shakti in 2001 to create income-generating capabilities for underprivileged rural women by providing a small-scale enterprise opportunity, and to improve rural living standards through health and hygiene awareness. The project has been extended to 15 states covering 80,000 villages. The company has launched ‗i-Shakti‘ kiosks – an IT-based rural information service developed to provide information and services to meet rural needs in agriculture, education, vocational training, health, and hygiene. To improve business skills of the rural population, especially women, extensive training programs are held. The total strength of Shakti Entrepreneurs has reached over 30,800. Shakti also contributes approximately Rs 100 crore to HUL‘s topline, and the project was expected to achieve cash break-even by 2006.



Special Education and Rehabilitation Centre: In 1992, HUL started a centre for the handicapped in Assam called Ankur, to impart special education and provide services to children suffering from various disabilities such as cerebral palsy, mental retardation, deafness, blindness, polio, and other physical disabilities. Subsequently, the company launched other centres in Coimbatore called Kappagam (1998) and Anbagam (2003). It is also involved with The Spastics Society of Bangalore in providing education and support to children with brain damage. The society runs a school, a vocational training centre, and a free medical centre in Bangalore. HUL also bears the capital and upkeep expenses for Asha Daan,

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a home started by Mother Teresa and the Missionaries of Charity in Mumbai for abandoned, challenged children, destitute people and HIV-positive patients. 

Women Empowerment: HUL's initiative – The Fair & Lovely Foundation aims at economic empowerment of women across India. It aims to achieve this through providing information, resources, inputs, and support in the areas of education, career, and enterprise. It specifically targets women from low-income groups in rural as well as urban India.



Disaster Relief: HUL has reconstructed a village in the Bhachau Taluka of Gujarat's Kachch district, which was completely wrecked by the devastating earthquake of January 2001.

2. Environment: 

Water Conservation and Harvesting: HUL is also committed to extending its efforts on water management to the larger community, and engages in community projects in water adjacent to manufacturing sites.

3. Education: 

Rural Education Program – HUL is also developing a Rural Education Program, which aims at using audio-visual aids, such as video cassettes and CDs. These tools enable teachers to explain basic concepts in mathematics, such as operation on numbers, fractions, algebra, and geometry, to primary school children in villages.



Schools Contact Program – The program indirectly benefits children studying in 21 schools. It offers donations to build an auditorium, a library, or a laboratory, or for purchasing computers, organizing training workshops for teachers, thus enabling them to more effectively manage both classrooms and the school.

4. Health: 

Health & Hygiene Education: To educate people about basic hygienic habits, HUL‘s health and hygiene education initiative called Lifebuoy Swasthya Chetana, is the single largest rural educational program ever undertaken in India. The program has so far covered approximately 15000 villages in eight states.

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Organizational Support: Approximately 9% of the company‘s resources for community involvement come in the form of employee time. Their time is ranged from their involvement in Ashadaan to the disaster affected Yashodadham village near Bhuj. HUL management trainees spend approximately four weeks on Project Shakti in rural areas with NGOs or Self Help Groups.

Financial Outlay: In 2005, HUL committed Rs 80 million for immediate relief of the tsunami-hit areas of Pondicherry, Tamil Nadu, and Kerala. The company also planned to spend Rs 30 million, inclusive of employees‘ contribution. Its employees donated a day's salary, totaling Rs 5.1 million, which was used to help people restore their homes and start to resume their livelihoods. The company also provided Rs 10 million for Mumbai flood relief in 2005.

Personnel Support: Paresh Chaudhary and R Ram handle its corporate communications department. Project Shakti was headed by Sharat Dhall, HUL‘s Marketing Operations Manager.

OUTCOMES Awards: 

HUL won award at the World HRD Congress 2010: 'The Most Admired & Best HR Team Award.‘



Hindustan Unilever Limited (HUL) has been awarded the CII (Western Region) HR Excellence Award for the year 2008.



2005: Bombay Chamber of Commerce and Industry Civic Award for Community Development.



2005: Tatapuram and am Tindiindivanam factories received Awards for Exemplary Safety Performance from National Safety Council and the Government of Tamil Nadu.

64



2003: TERI-CSR Special Award from The Energy and Resources Institute (TERI) for initiatives in sustainable development.



2001: Good Corporate Citizen Award by the Bombay Chamber of Commerce & Industry (BCCI).

Metrics and Evaluation: 

HUL proves its commitment to quality by mandating that all manufacturing facilities are certified to a quality system standard.



The company has a management system conforming to ISO 14001 & OHSAS 18001

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Indian Tobacco Company (Tobacco) PRINCIPLES

CSR Overview: ITC believes that corporations like itself have a responsibility to set exemplary standards of ethical behaviour, both internally within the organization, as well as in their external relationships.

Vision/Mission and the Philosophy regarding CSR: According to ITC Chairman, Y C Deveshwar, "Envisioning a larger societal purpose (a commitment beyond the market) has always been a hallmark of ITC. The Company sees no conflict between the twin goals of shareholder value enhancement and societal value creation. The challenge lies in fashioning a corporate strategy that enables realization of these goals in a mutually reinforcing and synergistic manner."

Major CSR Themes The company is involved in various initiatives like environmental performance, primary education, agriculture, women empowerment, but the groups‘ focus is on rural development.

PROCESS CSR Focus:

1. Community: 

e-Choupal: This empowers 3.5 million farmers through access to customized crop-specific information in their native village, habitat and language. Vernacular Web sites relating to each agricultural crop that the company deals in provides ready and real time information to even marginal farmers on the prevailing Indian and international prices and price trends for their crop, expert knowledge on best farming practices, and micro level weather forecast.

66



Livestock Development Program: In collaboration with BAIF Development Research Foundation, a national NGO specializing in livestock development, ITC assists small and landless farmers to cross-breed their low milk-yielding cattle with high-yielding breeds.



Integrated Agriculture Development: This intervention aims to improve farm productivity and hence incomes by promoting a package of efficient farm practices and technologies. The efficiency of water-use through such systems has been documented comprehensively with a view to sharing the information with farmers through the e-Choupal network.



Women Empowerment: ITC aims at micro-credit and skills training to generate alternate employment opportunities for women to facilitate better nutrition, healthcare and education for their children.

2. Education: 

Primary Education: ITC provides infrastructure facilities to select government schools under its "Project Classmate.‖ Its initiatives include improving school buildings, constructing toilets, providing electricity connections and supplying fans and lights.

3. Environmental Performance: 

Renewable Energy: The Company focuses on the use of renewable energy such as biomass and solar energy. Several of its units have installed solar thermal systems in canteens and kitchens.



Energy Conservation: ITC endeavours to be a carbon positive corporation. Its efforts in the field of energy conservation, use of carbon neutral fuels and large scale tree plantations through social and farm forestry have resulted in sequestering 85.6% of the CO2 emitted by its operations, the company claims.



Wasteland Development: Its social and farm forestry program have together greened nearly 41,000 hectares with over 149 million saplings.



Watershed Project: The government of Rajasthan and the ITC Rural Development Trust signed a memorandum of understanding for a watershed development project in Kalyanpura village, over 250 km from Jaipur. ITC seeks to achieve two critical objectives: water conservation and soil enrichment through its watershed projects. 67

Community Investments

OUTCOMES Awards: Some prominent awards received by ITC are: 

United Nations Industrial Development Organisation (UNIDO) Award at the international conference on Sharing Innovative Agribusiness Solutions 2008 at Cairo for ITC's exemplary initiatives in agri business through the e-Choupal.



The Golden Peacock Awards for 'Corporate Social Responsibility (Asia)' in 2007.



The Stockholm Challenge Award in the Economic Development category for e-Choupal in 2006.



The Pacific Asia Travel Association Gold Award in the Corporate Environmental category for the WelcomEnviron initiatives in 2006.

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

The MIS Asia Award for IT Excellence for e-Choupal – 2006.



The first Indian company and the second in the world to win the prestigious Development Gateway Award in 2006.



The Award for ‗CSR in Emerging Economies 2005‘, instituted by the Institute of Directors, New Delhi, in association with the World Council for Corporate Governance and Centre for Corporate Governance.



The inaugural 'World Business Award' in 2004, instituted jointly by the United Nations Development Programme (UNDP), International Chamber of Commerce (ICC) and the HRH Prince of Wales International Business Leaders Forum (IBLF).



CII & Hyderabad Metropolitan Water Supply & Sewerage Board Hyderabad Water Conservation Award –2005.



LEED V2 Platinum Rating by The U.S. Green Building Council (Leadership in Energy and Environment Design, Green Building Rating System).



Green Rating by the Centre for Science & Environment, India.

Metrics and Evaluation:

Certifications of superior EHS performance: ISO 14001: Environment Management System: 

All ITC Units and the four hotel properties owned by ITC (Maurya Sheraton, Mughal Sheraton,Chola Sheraton and Grand Maratha Sheraton) have obtained ISO 14001 certification for their Environment Management Systems.



Kidderpore cigarette factory is the first cigarette factory in the world to get ISO 14001 certification.

69

OHSAS 18001: Occupational Health and Safety Management System: 

Kidderpore Cigarette factory certified for OHSAS 18001 in 2003–04.



Leaf processing plants at Chirala and Anaparti already certified.

SA 8000: Social Accountability System: 

Leaf processing plants at Chirala and Anaparti have received this certification.

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Godfrey Phillips India PRINCIPLES CSR over view: Godfrey Phillips India not only recognize the importance of being a responsible corporate citizen but its identity as a cigarette manufacturing Company and its success in it imposes even a greater responsibility upon it to take it further. Being cognizant of this fact, the company strives to be active and committed participants in enhancing the community it works, lives and does business in. Besides strong internal responsible marketing policies that govern all its actions, it has undertaken several initiatives like Godfrey Phillips Bravery Awards, Blood Donation Drive, Women Empowerment projects, Godfrey Phillips WHITE, various GAP (Good Agricultural Practices) and support programs for tobacco farmers, environmental management besides many philanthropic and charitable gestures which is a part of the Company culture.

Vission Mission and values: 

The company ensures the compliance of all applicable laws and the highest standards of corporate governance

  

Build enduring relationships with all stakeholders including employees, shareholders and trade/alliance partners, and honour all commitments. Encourage transparent and fair systems and policies. Supports and encourages employees to actively participate in identified social and environmental concerns.

Major CSR Themes: The company is involved in various initiatives like community programmes, environmental performance, health, agriculture, but the company‘ focus is on women empowerment currently.

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PROCESS 1. Community:  Godfrey Phillips Bravery Awards: Godfrey Phillips India salutes the extraordinary courage exhibited by ordinary people in selflessly protecting and saving others lives. Started in 1990, Godfrey Phillips Bravery Award is the only award of its kind instituted by a corporate house that recognises the acts of common people; irrespective of their age, gender or faith. Over the years, the Award has grown both in terms of stature and eminence. And now the movement takes the message of bravery to the masses further increasing their involvement and widening its scope with two initiatives - Blood Donation and Women Empowerment.



Godfrey Phillips Blood Donation Drive aims to educate, create awareness and sensitize the public on voluntary blood donation and on safe blood for all. Voluntary blood donation is bravery as it is selfless like other acts of Bravery and it saves lives. Godfrey Phillips Blood Donation Drive aims to bring to light the issues, motivate and encourage participation, and most important of all, call upon the conscience of the people to be selfless and caring towards others, thus creating an evolved and compassionate society. Since its inception in July 2006, Godfrey Phillips Bravery has successfully conducted 62 Blood Donation Drives covering 11 states, and has collected over 7800 units of blood through voluntary donations. Bravery Ambassador, Preity Zinta has also donated blood at the drives to inspire and motivate others to do the same.



Women Empowerment Project is aimed at making women economically self-sufficient and independent by providing them with vocational skills and training. . Apart from conducting literacy classes, the company is also empowering women to stand up to domestic violence, drug abuse, HIV/AIDS and to understand their legal rights. This drive will help promote gender equality and redress power imbalances. The gifts and samples prepared by the beneficiaries are now sourced by GPI itself for its corporate gifting occasions.It includes a wide range of aromatherapy products, honey, preserves, chutneys, tea, spices, soaps and bath & body products, all housed in beautiful Amodini gift boxes. Handcrafted by rural women who have been trained to create exquisite products. All proceeds from their sale go back into training these women. Reputed NGO's like Charities Aids Foundation, Navjyoti, Vidya and others have joined hands with Godfrey Phillips India in this endeavour. 72



Farmer Programme: The Company realized that there is no better way to ensure that the industry flourishes by helping the people who are at the very heart of it, the tobacco farmers. Godfrey Phillips helps create awareness amongst the farming community about the benefits of adopting approved agricultural practices. Infact, it imparts training and knowledge to farmers in tobacco producing areas of northern light soils, southern light soils, Karnataka light soils & light soils of Dharwar Burley, ensuring the transfer of technology from lab to land. By taking their problems back to the lab to look for ideal solutions, Godfrey Phillips helps produce tobacco leaves that are comparable to the best in the world. They are supplied healthy seeding at the right time. To make technical knowhow available to all farmers, Godfrey Phillips is involved with them at every stage, making their farms and lives better. , this demonstration plot started yielding over 50% more tobacco through improved farm practices. This has created real interest amongst the tobacco farmers, who now want to use these methodologies to achieve higher productivity and higher realisation of their produce. To further encourage them, the company has instituted the Best Growers Award in 199495, to facilitate farmers in achieving higher yields and realising higher returns on their investment.



Godfrey Phillips White: Godfrey Phillips India believes in creating and fostering harmony by respecting the choices individuals make i.e. to smoke or not to smoke. As the popular adage states ‗with freedom comes responsibility‘, the view is echoed in the essence of WHITE - 'It Honours the Importance of Tobacco Etiquette', responsible smoking programme by Godfrey Phillips India, a first of its kind initiative in India. The key focus is on cultivating smoking etiquette among smokers - to respect non-smokers' space. Initiated internally, this is something every member of the Godfrey Phillips India family adheres to. As a WHITE ambassador the individual actively propagates responsible smoking behaviour because as a 'Socially Responsible Corporate Citizen' Godfrey Phillips India believes in setting examples by practicing the change that one wants others to emulate.

2. Health and Environment: Some of the Company's key initiatives are as follows: 

Arguably, there are no greater shadows over the world today than illness and the wrath of nature. Hence, the company‘s participation in AIDS Prevention Programme, rehabilitation 73

of the Gujarat Earthquake victims and Blood donation camps. However, since charity starts at home, the company insists upon and ensure safe environmental practices within its factories and offices. 

Godfrey Phillips India Limited, Andheri Factory, is committed to work towards continually reducing risk of injury, occupational illness and environmental impact of its operation. As a part of this commitment the company is working towards improving workplace safety, quality of air emission, maximising reuse of treated water and conservation of resources.

Financial Outlay: The company spent Rs.14 crore, i.e. 10% of its profits, on its CSR activities in the financial year 2009-10.

Organisational Support: Godfrey Phillips has an entire CSR team consisting of 7 members.

Personnel Support: Ms. Nita Kapoor is the Executive Vice President (Marketing & Corporate Affairs) and heads the CSR team of Godfrey Phillips India Ltd.

OUTCOMES Awards: 

The Guldhar factory won The 'Greentech Environment Excellence Awards' and Greentech Safety Awards', in the year 2006. These awards are the most coveted awards in corporate world for outstanding achievements in the field of environment management.

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

The Indian National Suggestion Schemes' Association (INSAAN) presented awards to Andheri factory for its best suggestions/ideas during the various convention held on different topics and places for the record 11th consecutive year in a row.

Metrics and evaluation: Social Accountability - SA 8000:2001 Company‘s production facility M/s International Tobacco Company Limited, Ghaziabad has obtained the Social Accountability Certification, SA 8000: 2001 in 2006. M/s International Tobacco Company is the second cigarette manufacturing Company in the world to have been accredited with Social Accountability Certification.

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IndianOil Corporation (Oil & Gas) PRINCIPLES CSR Overview: IndianOil Corporation has been an active founder-member of the United Nations Global Compact, an international initiative that brings companies together with UN agencies, labour and civil society to support universal environmental and social principles. Indian Oil has included CSR in its Vision and Mission statement and has built its corporate strategies around it.

Vision/Mission and the Philosophy regarding CSR: 

IndianOil Vision: ―A major diversified, transnational, integrated energy company, with national leadership and a strong environment conscience, playing a national role in oil security& public distribution‖.



IndianOil Mission regarding CSR: ―To help enrich the quality of life of the community and preserve ecological balance and heritage through a strong environment conscience.‖



Apart from its Vision and Mission, IndianOil has a statement of obligations towards customers and dealers, suppliers, employees, community, and defence services.

Major CSR Themes: IndianOil has been making contributions every year to national causes, social welfare and community development programmes throughout the country. The majority of these programmes focus on provision of drinking water & sanitation, health & family welfare, education, and empowerment of women and other marginalised groups in rural and backward areas.

PROCESS Process

CSR Programs:

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1. Community: 

The IndianOil Foundation: This is a non-profit trust set up to protect, preserve and promote national heritage monuments in collaboration with Archaeological Survey of India and the National Culture Fund of the Government of India. Among the monuments short listed by the foundation for adoption are Khajuraho, Konark, Hampi, Kanheri caves and Warangal Fort. Funded by IndianOil with an initial corpus of Rs. 25 crores and an annual recurring contribution of Rs. 10 crores, the IOF will adopt at least one heritage site in every state and union territory.



Providing Clean Drinking Water: Clean drinking water is a major requirement of a significant number of remote areas in India. IOC has constructed ring wells, tube wells, installation of hand pumps, overhead tanks with water pipelines in some remote areas of the country.

2. Environment: 

IndianOil Corporation environmental initiatives includes: development of cleaner fuels such as diesel with low sulphur content and biodegradable lube formulations; pollution control program, in which all refineries are provided with facilities to control pollution from different sources; and ecological parks, which are scientifically designed green belts that have been developed at Gujarat Panipat refineries, to serve as a pollution sink and to enhance the aesthetic look of the refinery area.

3. Education: 

The IndianOil Scholarship Scheme: Each year, 450 meritorious students from economically weaker sections of society pursuing 10+/ITI and professional courses in Engineering, Medicine and Business /Administration/Management disciplines are awarded scholarships.

4. Health: 

Providing Medical Care: To promote and improve health of communities neighbouring the operational areas, IOC runs child and maternity health centres. These activities are conducted with the active partnership of local communities. Equipment and ambulances have been provided to hospitals and Indian Red Cross Society to upgrade their facilities. 77



HIV: In 2004, IndianOil signed a Memorandum of Collaboration with the Bill and Melinda Gates Foundation to address the spread of HIV/AIDS in India. IndianOil has stocked and distributed condoms from its selected petrol stations, launched communication campaigns to create awareness, trained petrol station staff as 'Peer Educators' and offered space at petrol stations for setting up clinical services for truckers.

Financial Outlay: IndianOil Corporation investment in CSR (Rs crore): Year

Donations/

Community

Total

Contribution

Development

Rs crore

1999-00

23.44

2.35

25.79

2000-01

36.05

3.96

40.01

2001-02

10.60

3.12

13.72

2002-03

13.46

3.49

16.95

2003-04

16.15

9.71

25.87

The budget allocation for a typical year towards IndianOil's social responsibility activities:

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Organizational Support: ―Indian Oil is committed to continue rendering support to the Global Compact Programme of the United Nations and will endeavour to abide by all the ten principles of the programme, some of which also are a part of our Vision and Mission Statements. Therefore, the company continues to pledge support to the programme through its policies, processes, products services and people.‖ V C Agrawal – Human Resource Director of IndianOil Corporation.

Personnel Support: V C Agrawal is an electrical engineer from Indian Institute of Technology, Roorkee. He is the current HR Director of IndianOil and Managing Director of IBP.

OUTCOMES Outcomes

Awards: 

In February 2007, the Forum of Women in Public Sector (WIPS) conferred the Best Enterprise Award on IndianOil for the Corporation's pioneering efforts towards women development and related issues.



IndianOil‘s Mathura Refinery won the National Energy Conservation Award for the year 2006. (These awards were instituted by the Ministry of Power in 1991 to promote energy conservation in all energy intensive industries).



IndianOil won the TERI Corporate Environmental Award 2002-03 in category III (companies with an annual turnover exceeding Rs. 500 crore). This was presented to IndianOil for installation of Flue Gas scrubbing (BELCO) system to treat flue gas from RFCC unit of Barauni Refinery to remove particulate matter and sulphur di-oxide.

Metrics and its Evaluation: 

Seven refineries and the IndianOil Research & Development Centre at Faridabad have achieved the ISO 14001:1996 accreditation for Environment Management System.

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

IndianOil‘s Mathura Refinery has been certified for "Occupational Health and Safety Management System (OHSMS)" by DNV - the first refinery worldwide to receive this certification.



Mathura Refinery is the first Refinery in Asia, and the third in the world in the Petroleum Sector, to be certified ISO-14001 for its efficient Environmental Management System.

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Chapter 4: Analysis & Interpretation

81

Comparison The review of the case studies shows programmes in the Community, Education, Environment and Health areas. Specifically reviewing how these companies have picked up on these issues the following Highlights emerge:

Community: Tata Chemicals set up the Tata Chemicals Society for Rural Development (TCSRD) in 1980 to promote its social objectives for the communities in and around Mithapur and Babrala, where its facilities are located. Some of the initiatives of TCSRD are: agricultural development, education, women‘s programmes, animal husbandry, rural energy, training, watershed development, relief work and infrastructure. TCCI, in collaboration with the United Nations Development Program (India), created the Tata Index for Sustainable Human Development. This was aimed at directing, measuring and enhancing the community work that group enterprises undertake. Bharti Airtel founded the Bharti Foundation in 2000, with the vision: ―To help underprivileged children and young people of our country realise their potential.‖ Through the foundation, several initiatives were started such as the Bharti Computer Centers, which have provided computer learning to more than 130,000 children in five states; the Bharti Library Programme, aimed to encourage reading habits of children; and the Mid-day Meal Programme, in which Bharti Foundation has supported Akshaya Para in providing meals to 43,000 children per day in 292 government schools. For the coming years, the Foundation has plans to start a large number of primary schools in rural areas across the country. It will also provide teachers‘ training facilities. Bajaj Auto‘s philanthropic activities among the rural poor are carried out by a Trust, the Jankidevi Bajaj Gram Vikas Sanstha (JBGVS). Established in 1987 by Ramkrishna Bajaj in memory of his mother, Jankidevi Bajaj, this Trust acts as a catalyst to development at the grass root level in 32 villages around its plants in Pune and Aurangabad. The trust initiates sustainable, integrated development through long term projects in rural health, hygiene and sanitation, education and adult literacy, improving agricultural and livestock yield, watershed development and women‘s empowerment. Through its poverty alleviation schemes, the Trust provides micro-credit and income generation opportunities for the poor. These projects have a positive impact on the quality of rural living standards. 82

The Godfrey Phillips Bravery Awards, a social initiative undertaken by Godfrey Phillips, bring into limelight extraordinary, little known acts of physical bravery and social acts of courage. A corporate initiative of Godfrey Phillips, these Awards are the only awards of their kind instituted by a corporate house. It's a rare example of corporate responsibility undertaken with a heart, and not by a mind. Godfrey Phillips also helps create awareness amongst the farming community about the benefits of adopting approved agricultural practices. In fact, it imparts training and knowledge to farmers in tobacco producing areas. Godfrey Phillips helps produce tobacco leaves that are comparable to the best in the world. They are supplied healthy seeding at the right time. To make technical knowhow available to all farmers, Godfrey Phillips is involved with them at every stage, making their farms and lives better. To further encourage them, the company has instituted the Best Growers Award in 1994-95, to facilitate farmers in achieving higher yields and realising higher returns on their investment. Godfrey Phillips‘ Women Empowerment Project is aimed at making women economically selfsufficient and independent by providing them with vocational skills and training. This drive will help promote gender equality and redress power imbalances. Reputed NGO's like Charities Aids Foundation, Navjyoti, Vidya and others have joined hands with Godfrey Phillips India in this endeavour. Through its partners, the Charities Aids Foundation (CAF) and Navjyoti Foundation, the company is trying to spread the skill of embroidery and sewing, and imparting literacy. Nearly 1500 women have started benefiting from these activities, the company says. The gifts and samples prepared by the beneficiaries are now sourced by GPI itself for its corporate gifting occasions. Currently it is benefitting around 1500 rural women. In Rajasthan, Delhi and Baroda it has found NGO partners for giving vocational training to women, but is looking for more NGOs to tie up with in Bhopal and Punjab. Godfrey Phillips Blood Donation Drive aims to educate, create awareness and sensitize the public on voluntary blood donation and on safe blood for all. Since its inception in July 2006, Godfrey Phillips Bravery has successfully conducted 62 Blood Donation Drives covering 11 states, and has collected over 7800 units of blood through voluntary donations.

Healthcare:

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Tata organise camps, which include general OPDs, antenatal checkup, vaccination for children aged 0-5 years, family welfare, health awareness through meetings, eye screening and eye operation camps.

HUL launched Project Shakti in 2001 to create income-generating capabilities for underprivileged rural women by providing a small-scale enterprise opportunity, and to improve rural living standards through health and hygiene awareness. The project has been extended to 15 states covering 80,000 villages. The company has launched ‗i-Shakti‘ kiosks – an IT-based rural information service developed to provide information and services to meet rural needs in agriculture, education, vocational training, health, and hygiene. To improve business skills of the rural population, especially women, extensive training programmes are held. The total strength of Shakti Entrepreneurs has reached over 30,800.

Quoting ITC Chairman, Mr. Y.C.Deveshwar, "Envisioning a larger societal purpose ('a commitment beyond the market') has always been a hallmark of ITC. The Company sees no conflict between the twin goals of shareholder value enhancement and societal value creation. The challenge lies in fashioning a corporate strategy that enables realisation of these goals in a mutually reinforcing and synergistic manner". The groups focus is on rural development. ITC's e-Choupal empowers 3.5 million farmers by enabling them to access customised crop-specific information in their native village, habitat and language. Vernacular websites relating to each agricultural crop that the company deals in provide ready and real time information to even marginal farmers on the prevailing Indian and international prices and price trends for their crop, expert knowledge on best farming practices, and micro level weather forecast. Women Empowerment: ITC aims at micro-credit and skills training to generate alternate employment opportunities for women to facilitate better nutrition, healthcare and education for their children.

Godfrey Phillips's key initiatives in this area include its participation in AIDS Prevention Programme, rehabilitation of the Gujarat Earthquake victims and Blood donation camps.

Environment:

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Tata Steel has laid great emphasis, over the years, on creating a green environment in and around its plants and on utilising the waste generated in the process of manufacturing steel. The company generates roughly 700 kg of various wastes (excluding fly ash) in the process of producing one tonne of crude steel. Of this, 83.16% is utilised either through recycling and reuse in the company's own processes or is sold as raw material to other industries. The rest is sent for land filling. Bajaj Auto‘s has an Environmental management system, which is an integral part of the overall management system at Bajaj Auto‘s Aurangabad plant, was awarded ISO 14001 certification in 1997

HUL is also committed to extending its efforts on water management to the larger community, and engages in community projects in water adjacent to manufacturing sites. The company has a management system conforming to ISO 14001.

ITC focuses on the use of renewable energy such as biomass and solar energy. A number of units have installed solar thermal systems mainly for use in canteens and kitchens. It claims it endeavours to be a carbon positive corporation. Its efforts in the field of energy conservation, use of carbon neutral fuels and large scale tree plantations through social and farm forestry have resulted in sequestering 85.6% of the Carbon Dioxide (CO2) emitted by its operations. The Watershed Project, Government of Rajasthan and the ITC Rural Development Trust, have signed a memorandum of understanding (MoU) for the project in Kalyanpura village, over 250 km from the state capital, Jaipur. ITC's watershed development seeks to achieve two critical objectives: water conservation and soil enrichment. All ITC Units and the four hotel properties owned by ITC (Maurya Sheraton, Mughal Sheraton, Chola Sheraton and Grand Maratha Sheraton) have obtained ISO 14001 certification for their Environment Management Systems.

Indian Oil Corporation has been an active founder-member of the United Nations Global Compact (UNGC), an international initiative that brings companies together with UN agencies, labour and civil society to support universal environmental and social principles. Indian Oil has included CSR in its vision and mission statement and has built its corporate strategies around it. Environmental initiatives include: development of cleaner fuels such as diesel with low sulphur content and biodegradable lube formulations; pollution control programme, in which all refineries are provided with facilities to control pollution from different sources; and ecological parks, which are scientifically designed green belts that have been developed at Gujarat Panipat refineries, to serve as a pollution sink and to enhance the aesthetic look of the refinery area. Indian Oil won the TERI 85

Corporate Environmental Award 2002-03 in category III (companies with an annual turnover exceeding Rs.500 crore p.a.). This award has been presented to Indian Oil for installation of Flue Gas scrubbing (BELCO) system to treat flue gas from RFCC unit of Barauni Refinery to remove particulate matter and sulphur dioxide. Seven refineries and the IndianOilResearch & Development Centre at Faridabad have achieved the ISO 14001:1996 accreditation for Environment Management System. In 1998-99, the Salaya-Mathura Pipeline and the Koyali-Ahmedabad Pipeline became the first oil pipelines in the world to be accredited with ISO-14001 for Environment Management System. IndianOil‘s Mathura Refinery has been certified for "Occupational Health and Safety Management System (OHSMS)" by DNV – the first refinery worldwide to receive this certification and Mathura Refinery was the first Refinery in Asia, and the third in the world in the Petroleum Sector, to be certified ISO-14001 for its efficient Environmental Management System.

Godfrey Phillips India Limited, Andheri Factory, is committed to work towards continually reducing risk of injury, occupational illness and environmental impact of its operation. As a part of this commitment the company is working towards improving workplace safety, quality of air emission, maximising reuse of treated water and conservation of resources. Company‘s production facility M/s International Tobacco Company Limited, Ghaziabad has obtained the Social Accountability Certification, SA 8000: 2001 in 2006. The Company had appointed Chess Management in April 2006 to conduct a Systems Audit to check the Company complying with its Statutory Obligations which was successful. M/s International Tobacco Company is the second cigarette manufacturing Company in the world to have been accredited with Social Accountability Certification.

Education: Bharti Airtel founded the Bharti Foundation in 2000, with the vision: ―To help underprivileged children and young people of our country realize their potential.‖ Through the foundation, several initiatives were started such as the Bharti Computer Centres, which have provided computer learning to more than 130,000 children in five states; the Bharti Library Program, aimed to encourage reading habits of children; and the Mid-day Meal Program.

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HUL is developing a Rural Education Program, which aims at using audio-visual aids, such as video cassettes and CDs. These tools enable teachers to explain basic concepts in mathematics, such as operation on numbers, fractions, algebra, and geometry, to primary school children in villages. And its Schools Contact Program indirectly benefits children studying in 21 schools.

87

Number of initiatives and Financial Outlays It is clear from the case studies that the 4 key themes for Indian CSR programs are mainly related to Community, Environment, Education and Health. The number of CSR initiatives taken, by various companies studied, in different fields and their financial outlay is summarized in the table below which serves as the basis for further comparison of the CSR activities of these companies.

Company

Tata

No. Of initiative

Outlay

Community

Environment Education

Health

(in Rs)

8

3

1

380 cr (05-

3

06) GPI

5

1

2

14 crore (2009-10)

ITC

4

4

1

46.91 crore (03-04)

HUL

4

1

2

1

Na

Airtel

3

1

1

2

200 cr (2006-08)

IOC

2

1

1

2

25.87 crore (03-04)

Bajaj

2

1

1

2

Na

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Analysis It is clear from the table above that the 4 key themes for Indian CSR programs are related to Community, followed by environment, education and Health.

Community

Environment

Education

Health

GPI ITC HUL Airtel IOC Bajaj Tata

High

Medium

Low

The companies have been ranked high, medium or low based on their focus as reflected by the financials and organizational resources devoted to CSR causes, along with the number and size of initiatives. 

Tatas have a high focus and level of involvement in community development, education, environment space and health.



After Tatas, the other company that score high on CSR initiatives in India is ITC. ITC lays great stress on community and environmental initiatives, but is low on the initiatives taken in education and health. Also, ITC is the only company in India which works on CSR programs related to climate change.



On comparing the Corporate Social Responsibility initiatives of Godfrey Phillips India with the big names like ITC, it was found that the company has been very consistent in its efforts unlike other big names which have huge revenues to take up these initiatives on a large scale and at a one time. Like, the Godfrey Phillips bravery awards started in only one category in 89

1990 i.e. these awards were given only in the field of physical bravery but later company realised that bravery is not only physical and now it has five categories of awards namely ‗Physical Bravery Award‘, ‗Social Bravery Award‘, ‗Mind of Steel Award‘, ‗The Social Lifetime Achievement Award‘, ‗The Amodini Award‘. 

IOC has undertaken very few CSR initiatives; it is the company which scores the least on CSR activities with very low focus on community welfare, environment and education, and medium level of focus on health. Though the size of the company is much bigger than Godfrey Phillips yet the company‘s involvement in CSR is lower than that of Godfrey Phillips



GPI has more focus on community welfare and especially on women empowerment. However, Company‘s focus on environment is relatively low and company is not taking any initiative in field of education.



Indian companies seem to be spending most of their time and effort on community initiatives.



Almost all the companies studied are investing in the field of women empowerment. However, only three companies Bajaj, HUL and Godfrey Phillips are actually involved in this. Godfrey Phillips has a detailed section dedicated to women empowerment.



On comparing the activities of Godfrey Phillips with its competitor ITC, it is seen that both the companies are taking high number of community initiatives, with a high level of involvement as well. However if the initiatives of the two are compared in the light of the vast difference that exist in terms of revenue, profits, product portfolio and size of the companies then it is found that Godfrey Phillips is more involved in CSR activities.



Generally the companies are spending 1%-5% of their profits on CSR activities. But Godfrey Phillips is the only company studied which is spending 10% of its annual profits on CSR activities.

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Chapter 5: Godfrey Phillips Bravery Awards

91

―There is a brave heart in every individual.‖ Godfrey Phillips India salutes the extraordinary courage exhibited by ordinary people in selflessly protecting and saving others lives. Godfrey Phillips India instituted the Godfrey Phillips Bravery Awards started to bring to light the gallant acts of bravery and selfless courage of the common man, and make them positive role models for society to emulate. Started in 1990, Godfrey Phillips Bravery Award is the only award of its kind instituted by a corporate house that recognises the acts of common people; irrespective of their age, gender or faith.

Overview: Since its inception in 1990, the Godfrey Phillips Bravery Awards has recognized over 1000 persons, from across the country and all social levels, for their contributions to making a better society. Starting with the state of Delhi, over the past years, the Awards have grown gloriously in stature now in Himachal Pradesh, Delhi, Gujarat, Haryana, Rajasthan, Andhra Pradesh, Uttar Pradesh, Maharashtra, Madhya Pradesh, Punjab, Orissa, Chhattisgarh, Karnataka, Goa, West Bengal and Uttaranchal constitute 5 zones in which the Awards are presented. The Awards have received patronage of people like Shri Bhairon Singh Shekhawat – Honourable Former Vice President of India and various Chief Ministers, Governors, and many others. With their support and blessings these Awards have truly become a Movement. The Awards for the zone are conferred in the following categories – Physical Bravery and Social Acts of Courage. In each of the above categories, currently the winners are awarded Gold, Silver and Bronze awards along with cash awards of Rs. 50,000/-, Rs. 40,000/- and Rs. 30,000/respectively and Certificates. The Gold Award winners go on to represent the region at the National Awards later in the year. A third category was introduced 2 years ago called the Mind-of-Steel Award. This Award singles out one extraordinary individual who has overcome personal limitations and pushed the limits of

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courage and performance to a new level. The Mind- of-Steel Award carries a Special recognition along with cash component of Rs 50,000/-. A panel of distinguished judges select the ―bravest of the brave‖ from amongst the winners of the Zone level Godfrey Phillips Bravery Award Gold medal winners, in all the categories. The winners are rewarded in Delhi at a National Award Ceremony with Gold, Silver and Bronze Awards along with Cash awards of Rs. 1,00,000/-, Rs. 75,000/- and Rs. 50,000/- respectively. The prestigious Lifetime Achievement Award for Social Service, instituted to recognize those who have selflessly spent their lives working for the betterment of society is presented at the National Award Ceremony. The Social Lifetime Achievement Award carries a specially designed Trophy, a Citation and a Cash Award of Rs. 2, 00,000/-. Since 2006, to enhance and help Bravery Awards reach the status of a movement and actively involve and motivate the masses, Godfrey Phillips Bravery in addition to awarding Brave acts, enhanced its charter by inclusion of issue based activities like promoting Safe Voluntary Blood Donation and Women‘s Empowerment Initiatives. In 2006, Godfrey Phillips Bravery Awards evolved from merely recognising and awarding brave citizens of India, to getting involved in making a difference in the community it lives in. It took on two initiatives, Voluntary Blood Donation and Women Empowerment. The Godfrey Phillips Bravery Blood Donation initiative, kick started in 2006, has so far collected over 7000 units of blood till date. Godfrey Phillips Bravery‘s commitment to empowering women is being realised with the help of NGO partners. The Women‘s Empowerment projects provide vocational training and skill development to women, in order to help them become financially independent. So far, over 600 women have been directly benefited.

Bravery Initiatives: The various Bravery Initiatives taken by Godfrey Phillips India Ltd include: 1) Bravery Awards 2) Blood Donation Drive

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3) Women Empowerment

1) BRAVERY AWARDS: Ordinary turns to extraordinary when some daring individuals decide to respond to life‘s numerous challenges with something ‗extra‘. In the process are created inspiring tales of valour and heroism that spark off a resurgent and reformative spirit in the society. Godfrey Phillips India Ltd has taken it upon itself to bring to light these new age heroes and inspire many more to create a better world. A resolve that began in 1990, today Godfrey Phillips Bravery Awards has metamorphosed into a nation-wide movement. It has grown both in stature and resolveto acknowledge many more unsung heroes in different walks of life, and to further inject this fervour of selfless courage into the very being of society. 

Award Categories



Nomination



Judging



Award Zones



Awards/ Prize Details

Award categories: With the hope to catalyze a positive change in the society, Godfrey Phillips Bravery Awards celebrates the selfless acts of courage. The Award recognizes bravery in real life and honours‘ those unsung heroes who have risen above and beyond the call of duty and proved that selflessness and compassion towards their fellow beings knows no bounds. i) Bravery Is Physical: Bravery is a personal calling. When someone chooses to hear the inner voice and volunteers to risk owns life to save another. It is this moment of crisis that defines life and makes the person immortal. Godfrey Phillips Bravery has instituted ‗Physical Bravery Award‘ to honour such daring individuals who plunged into action without thinking about the consequences.

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ii) Bravery Is Social Act Of Courage: Bravery often blooms under the dark shadows of social prejudice one witnesses or experiences. Godfrey Phillips Bravery has instituted ‗Social Bravery Award‘ to honour the fearless people who exhibit steely resolution to fight against any impediments in the progress of society. It believes that such long drawn battle against the existing biased social norm that brings positive change in the society is no less an act of courage.

iii) Bravery Is Mind Of Steel:At times life throws challenges to which one either bows down, or, rises to the occasion by challenging the conventional, the accepted inevitable and pushing courage beyond the known human limits. It is for such people that Godfrey Phillips Bravery has instituted ‗Mind of Steel Award‘.

iv) Bravery Is Life Devoted To A Social Cause: How we spend our days, is how we spend our lives. ‗The Social Lifetime Achievement Award‘ is the most prestigious of the awards and is for Outstanding Achievement in the field of Social Work, presented to any individual who has made significant lifelong contribution for the betterment of society. This award is an Annual award given at the National level.

v) Bravery is making lives better: ‗The Amodini Award‘ is the most recent category of award added in the list of Godfrey Phillips Bravery Awards in 2009. It is for outstanding achievement in the field of Women Empowerment, presented to a woman who has made significant contribution for the betterment of women community. Currently the cash prize given in this category is the highest among all the categories of Award.

Nomination:  Participation Criteria: All the Indian civilians over the age of 18 can participate in Godfrey Phillips Bravery Awards.  Soliciting Entries: Entries are solicited through Newspaper Advertisements, TV Commercial and Website. In addition, over 25,000 direct mailers and letters are sent to NGOs, Home Departments, Police Departments, Media Houses etc across the country. Representatives of 95

the Godfrey Phillips Bravery Secretariat also travel to various centres sourcing potential cases.

Judging:  Judging for Zone Awards o All entries are received at the Awards Secretariat. o All entries are scrutinised for meeting up the eligibility criteria, collated, and then are sent forward to the first panel which consists of three to four impartial judges for initial selection. o The panel ranks the top 5 – 6 entries in each category, state wise. o The shortlisted entries are sent for verification by offices. o The eligible entries are then sent to the State level panel of judges and the shortlisted entries coming out of this state level judging go for Zone level judging. o The selection of the zone winners is made. o Independent judging by each of the judges is done before the actual Award ceremony. It is the prerogative of the judges to disqualify any entry they consider unfit. The final panel of judges at the state and the zone level are personalities of eminence and distinction from the field of Administration, Principal Secretaries, Secretaries, Police and Armed Forces etc.

 National Bravery Awards: All Zonal Gold Award Winners, in all categories automatically become eligible for the nomination to the National Awards.

 Parameters for Judging: Judging includes rating on the following criteria: a) Physical Bravery: o Personal Risk o Situational Intensity o Selflessness

b) Social Acts of Courage: 96

o Determination o Foresight o Selflessness o Perseverance

c) Mind of Steel: o Determination o Foresight o Selflessness o Perseverance Each of the above criteria carries a total of 10 marks, marking for Physical Bravery is done out of 30 and marking for Social Acts of Courage and Mind of Steel are done out of 40 marks. Final scores are added up, and the winners are decided on the descending levels of their total scores.

Award Zones: The Awards cover 16 States with 5 Zone Award events and 1 National Award event at Delhi.  The States under Zone: The Godfrey Phillips Bravery Awards at the zone level are held for the states of Himachal Pradesh, Uttaranchal, Punjab, Haryana, Uttar Pradesh, Rajasthan, West Bengal, Orissa, Chhattisgarh, Madhya Pradesh, Delhi, Gujarat, Maharashtra, Goa, Karnataka and Andhra Pradesh  The five Zones have the following states : o Himachal Pradesh, Punjab & Haryana o Madhya Pradesh, Gujarat, Rajasthan o Andhra Pradesh, Karnataka, Orissa, West Bengal o Maharashtra, Chhattisgarh, Goa o Uttar Pradesh, Uttaranchal, Delhi

Prize/Awards Details: 97

 The Zone Bravery Awards a) For the categories of Physical Bravery and Social Acts of Courage, currently the winners receive, o Gold medal along with cash award of Rs.50,000.00 and Merit Certificate o Silver medal receives cash award of Rs. 40,000.00 and Merit Certificate o Bronze medal receives cash award of Rs. 30,000.00 and Merit Certificate

b) For the category of ‗The Mind of Steel Award‘, There is only one award per Zone. Winner currently receives o Gold medal along with cash award of Rs.50,000.00 and Merit Certificate

 The National Bravery Awards a) For the categories of Physical Bravery and Social Acts of Courage, winners currently receive o Gold medal along with cash award of Rs. 1,00,000.00 and Merit Certificate o Silver medal receives cash award of Rs. 75,000.00 and Merit Certificate o Bronze medal receives cash award of Rs. 50,000.00 and Merit Certificate

b) For the category of The Mind of Steel Award, there is only one Awardee who currently receives o Gold medal along with cash award of Rs. 1,00,000 and Merit Certificate

c) For the category of Social Lifetime Achievement Award, there is only 1 Awardee who currently receives o A citation, a shawl along with cash award of Rs. 2,00,000.00

2) Blood Donation drive:

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It‘s a matter of grave concern that in a country of over a billion people, safe blood is not readily available. Annually India manages only 3 million units against the requirement of 9 million. As a result, despite of the best of medical facilities, millions die due to the paucity of safe blood. Godfrey Phillips Blood Donation Drive aims to educate, create awareness and sensitize the public on voluntary blood donation and on safe blood for all. Using an ideal three pronged approach of Awareness, Activation and Participation, company‘s effort is to educate and sensitize the masses about the ever-increasing gap between the demand and supply of safe blood and encourage people to share this intrinsic part of their being. Voluntary blood donation is bravery as it is selfless like other acts of Bravery and it saves lives. Godfrey Phillips Blood Donation Drive aims to bring to light the issues, motivate and encourage participation, and most important of all, call upon the conscience of the people to be selfless and caring towards others, thus creating an evolved and compassionate society. Since its inception in July 2006, Godfrey Phillips Bravery has successfully conducted 62 Blood Donation Drives covering 11 states, and has collected over 7800 units of blood through voluntary donations. Bravery Ambassador, Preity Zinta has also donated blood at the drives to inspire and motivate others to do the same.

3) ‘Amodini’-Women Empowerment Project: “Nothing can be more absurd than the practice that prevails in our country of men and

women not following the same pursuits with all their strengths and with one mind, for thus, the state instead of being whole is reduced to half” -Plato, The Laws Gender equality implies a society in which women and men enjoy the same opportunities, outcomes, rights and obligations in all spheres of life. Equality between men and women exists when both sexes are able to share equally in the distribution of power and influence; have equal opportunities for financial independence through work or through setting up businesses; enjoy equal access to education and the opportunity to develop personal ambitions. For many women in India gaining ―living strength‖ for themselves and being able to ―follow the same pursuits‖ can only be gained by overcoming formidable challenges. The challenges 99

are not always overt. They are often insidious, lurking below the surface and in myriad forms. Empowerment stands on two pillars. Empathy – understanding the real needs and the challenges that they face, of the women to whose lives the company wishes to make a positive contribution. Power – the second pillar is providing women with the wherewithal to be able to do something to uplift their lives. A critical aspect of promoting gender equality is the empowerment of women, with a focus on identifying and redressing power imbalances and giving women more autonomy to manage their own lives. Godfrey Phillips Bravery believe that the first step for women‘s emancipation is by imparting them the skills or vocations to gain financial independence. The company‘s initiative for Women‘s Empowerment believes that a financially independent woman impacts society directly. Realizing this, under the aegis of Godfrey Phillips Bravery has collaborated with some renowned NGO‘s committed towards this cause, for four major projects for underprivileged women. With the Navjyoti Police Foundation Adult Women Literacy Project, the company is providing primary and secondary education to underprivileged women. Apart from conducting literacy classes, the company is also empowering women to stand up to domestic violence, drug abuse, HIV/AIDS and to understand their legal rights. With Charity Aids Foundation, it is providing vocational training to women through organizations like Sukarya. With Sukarya, women are being trained in processing spices and cereals and are being imparted with entrepreneurship skills. Godfrey Phillips Bravery is also partnering with Literacy India in its Project Karigari Janani. This programme is aiming at an integrated intervention for sustainable livelihood for women. Under this project the women receive vocational training courses that give them basic skills on tailoring, block printing, paper bag making etc. Post training, women with potential are moved up to Indha. The products made by these women are then sold in the market through various retail outlets and exhibitions.

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To make a deeper impact, the Godfrey Phillips Bravery Women‘s Empowerment Initiative is aiming at an integrated intervention for sustainable livelihood for women. The programme is called Amodini - Hope and Joy to Women. Amodini is dedicated to the economic empowerment of women inspired by the past and is focused firmly on the future. The economic empowerment of women improves the financial status of the underprivileged enabling them to make significant improvements in areas such as health and education and thereby investing in a better future for themselves and their children. It also gives women three powerful tools which can make a very significant impact on the future of the nation as a whole: Contribution: Empowerment: Freedom. The gifts and samples prepared by the beneficiaries are now sourced by GPI itself for its corporate gifting occasions.It includes a wide range of aromatherapy products, honey, preserves, chutneys, tea, spices, soaps and bath & body products, all housed in beautiful Amodini gift boxes. Handcrafted by rural women who have been trained to create exquisite products. All proceeds from their sale go back into training these women.

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Candidates for Amodini Awards Case 1: One Woman‘s Entrepreneurial Venture Now Employs Thousands Shameema Wani‘s simple venture, begun from scratch grew into the 2,000-strong business enterprise, employing mainly women, that it is today in this capital city of India‘s disputed Jammu and Kashmir state. When her husband had an accident in1990, leaving him incapacitated for gainful work, Wani figured it was time to put her college education to good use by setting up a small business. Using what little was left of her family‘s resources after her husband‘s costly treatment, she bought a sack of ‗pashmina‘ from Leh – capital of the Himalayan kingdom in Ladakh in Jammu and Kashmir – to make shawls. Almost two decades on, the college dropout‘s initial foray into business has grown into a major enterprise that provides livelihood for thousands of women in her village and elsewhere in the Indian state. When her business had grown big enough, she thought it was time she started hiring other women in her village to work for her. "I felt this job was quite suited to women, who could still do their chores at home while earning part-time," she reasons. Soon even women from outside her village started coming to her, because they needed work. Now they are earning 2,500 to 4,000 Indian rupees (around 55 to 89 U.S. dollars) a month from making shawls. Not that trying times are over. Seeing how pashmina manufacturers and traders are exploiting the laborers, she wants to put up her own shawl factory. This would be in addition to the Wani Pashmina Katayee Centre that she set up in 1993. Here her workers bring their processed pashminas. Traders, she says, pay her only one Indian rupee (less than 1 U.S. cent) per pashmina knot instead of the more realistic price of 20 Indian rupees (about half a U.S. dollar). "That is too miniscule," she says. "This prompted me to think of putting up my own shawl-manufacturing unit." 102

Today, the Wani Pashmina Katayee Centre is flourishing. Not one to sit on her laurels, Wani has also begun to trade in other commodities, namely, Kashmiri almonds and cosmetic products. Women find it more convenient to buy items for their special needs at Wani‘s outlet than elsewhere in the male-dominated market, she says. By dint of hard work and firm determination, Wani has achieved her dream. She sees no reason why other women cannot do the same and turn into successful entrepreneurs.

Case 2: Bimla Devi, a young dalit woman from Nagal Teju village in Haryana, has managed to ensure safe motherhood and deliveries in her village. She has got the upper and lower castes drinking water from the same tap. She has prevented a child marriage. And she has spread awareness about gender equality and Panchayati raj. Every afternoon in Nagal Teju village in Rewari District in Haryana, a group of about 20 young women get together and sit and chant the name of god. These women are brought together by a Dalit woman, Bimla Devi, ostensibly to take part in a kirtan (hymn-singing session). Her aim: To share information with them about reproductive and sexual health and laws that affect them. At the same time these women are also told about the importance of voting in elections, the significance of economic empowerment and gender equality. Says 29-year-old Bimla who is helping this group of Dalit women under the Haryana state government scheme called Sanjivani: "Women in our villages have time for everything but for looking after their health. Moreover, ours is a very closed society where women don't talk openly about their health problems. But I saw women going to the temple on every Tuesday to pray and I thought of having a prayer meeting in my house every week." Once the women became interested in the prayers, Bimla introduced the subject of their health. A cobbler by caste, Bimla has many other firsts to her credit. Bimla protested against people of her caste not being allowed to drink water from the same tap as the Thakurs. Thanks to her

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efforts, today both the upper and lower-caste people in the village use the same tap for drinking water. A few months ago, Bimla was also instrumental in stopping a child marriage in her village by persuading the parents that they were not doing the right thing. Taking her endeavours further, Bimla, who has studied till Class 8, has also come up with books on the subject of reproductive health which are passed on by her core group to other women so that the message of safe motherhood can be spread further. Successful in influencing even the men, Bimla has awakened the Dalit Panchayat members to their responsibilities and convinced them not to sign any papers without being fully aware of their contents. Now Bimla has another mission in life - to remove the barriers that exist between the Thakurs and the Dalits in her village. And As a first step, Bimla has joined hands with a local non-governmental organisation (NGO) where she accompanies peer educators to talk to upper-caste adolescent girls so that along with talking about health, she can also start sensitising them about the issue of caste.

Case 3: Sally Holkar, the woman behind Women Weave, a voluntary organisation that seeks to address the concerns of women weavers in India Sally Holkar, best known for her work in reviving the handloom traditions of the famous Maheshwari saris of Maheshwar, Madhya Pradesh, is now concentrating her efforts on Women Weave, an NGO that seeks to address the concerns of women weavers, who are both the ‗repository of handloom traditions‘ and victims of discrimination within the sector. Holkar is also involved with Synergy Weave, a venture that combines the skills, techniques and materials of three famous handloom-weaving centres -- Kota in Rajasthan and Maheshwar and Chanderi in Madhya Pradesh. It started in 1978 and when she left the organisation in 2000 it had 120 looms and its gross sales for that year was one and-a-half crores. About 20% of its gross profits are spent on health, education and housing for the weaving community. It runs a housing colony, a medical programme and a school.

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―To bring about sustainability without our intervention, we have run several different programmes. One of them is called Young Weavers. So, we have a scheme that deals with you as the educated young weaver. We will try to sustain your traditional skills and we will try to nurture your newly acquired skills too and see how they fit together. We also work with designers, customers and weavers to sustain that interaction‖ says Sally. We are no longer only involved with Maheshwar. We are working towards creating partnerships between weavers and weavers, between master weavers and weavers, and between all of these people and the market. Our job is not to produce and sell goods but to ‗hand-hold‘, at different levels, throughout the process. We are looking to have, in any given year, about five partners. Two of them have to be what we call advance-level partners who are qualified and excel in the areas we have earmarked. Of the remaining three, one should be a beginner and two at the middle level. But we also tell them that we will deal with them only on one condition: that they involve the women of their community at whatever level is feasible -- not only sitting at the loom but also in quality control, dyeing, sourcing of raw materials, interacting with customers and designers, etc. So they (the women) are required to learn things, be it graphics or designing or marketing, because all of these are exercises they must become involved in. We feel that if women don‘t become involved now in a very important way, the handloom sector will die. Simply because they (women) are the repository of this tradition and because the men are going to move on, become truck drivers or peons in offices or go away to cities or whatever. We also try to lobby for equal pay for men and women. We are trying to enable small, friendly family groups to become micro businesses on their own. If they become micro businesses, then we can get micro finance for them.

Case 4: The building blocks of change Belaku Trust started as a small health research project in rural Karnataka, in 1995. One of its founders, Dr Saraswathy Ganapathy, a paediatrician turned public health professional, recalls how bleak the project appeared then. ―The women wouldn‘t speak to us, or even look at us. The nutritionist came out from the first health session and wondered how to talk ‗calories‘ to them.‖ But 105

soon, she says, they understood that they were also in Kanakapura to learn and grow. ―We came in thinking we knew all the answers. It took us very little time to realise that we knew nothing.‖ Once the community and the founders joined hands in the learning process, Belaku grew in unprecedented ways. Now, Belaku‘s block-printed scarves and kurtas are worn in France and England; they are unique in design and craft. And its paper pens and innovatively bound and decorated handpaper books and greeting cards are much sought after at sales in urban spaces. In the villages, Belaku has provided multiple job options to women who had very little choice in their lives. They are gainfully employed as trained teaching help in government-run anganwadis or in Belaku‘s embroidery unit. A few local women are conducting a pregnancy care research project across 60 villages. Belaku‘s development charter in the region was defined by the community, especially the women. Dr Ganapathy remembers that at the end of workshops on food and care during pregnancy, the women said: ―It‘s all very well to talk about eating right, but who is going to pay for it? Thus was born Kirana, a micro-business group engaged in the production of recycled paper. ―Friends volunteered to train the women to make paper. What they initially made was like cardboard. They‘ve worked really hard to reach the quality they have achieved now. They continuously improvise and come up with their own new decoration techniques,‖ says Dr Ganapathy, who is always on the look-out for markets for the products. ―Most of the women are battling odds and coming to work every day,‖ says Dr Ganapathy. Domestic violence is considered ‗normal‘ in most houses. The women say that the quality of their lives has improved over the years with Belaku. Next door to the papermakers is the government pre-school, or anganwadi, which is ―brilliant in concept but abysmal in execution,‖ says Dr Ganapathy. A study by Belaku revealed that most of the anganwadis in the region were badly in need of teaching help, and repair. The government-appointed anganwadi workers are trapped in paperwork and a threat-oriented teaching style. Training sessions did not change their teaching methodology. With support from its funders, Belaku trained and appointed ‗gelathies‘ or ‗friends‘ of the anganwadi teachers. These ‗friends‘ support the anganwadi worker with more child-friendly classroom strategies.

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ANANDI: Helping women set the development agenda In Saurashtra and the Panchmahals district of Gujarat ANANDI is ensuring that women set the agenda for infrastructure development, food security and much more. Women here have rebuilt 700 quake-damaged homes, and are trained in disaster-proof construction, repair of hand pumps and the digging of wells To a substantial extent, the credit for this goes to the initiative of five key women with experience in working on development issues in rural areas. Sumitra Thacker, Jahnvi Andharia, Sejal Dand, Nita Hardikar and Preeti Sheth would often run into each other during the course of their work with different NGOs. What drew them together was the conviction that a new approach was necessary to stir change in the rural areas. Their collective restlessness led to the formation, five years ago, of ANANDI (Area Networking and Development Initiatives) which believes that social and economic development can occur only when women play a pivotal role in it. The Anandi women gave themselves a clear four-point agenda: to set up women's self-help groups, to involve women in the rural development process, to involve women in the planning of rehabilitation work following man-made and natural disasters, and to become a link between different organisations working for women's welfare and health. And where is Anandi today? Two women's collectives have been set up with as many as 3,000 women members. In Saurashtra, the NGO has developed a network with six local development organisations and have already mobilised over 2,000 women. With Anandi's guidance, women in these regions are now addressing issues related to water, electricity, affordable credit, health, food security, micro-credit and capacity building of women in panchayats (local village councils). Anandi's groundwork was put to the test when Gujarat was torn apart by the January 2001 earthquake. The NGO selected one of the five most backward blocks of Gujarat: Maliya taluka (block) bordering Saurashtra and Kutch. In Maliya, about 19,000 houses in 47 villages were damaged and 185 people died. With help from Anandi, the women of 10 villages in the taluka began the process of rehabilitation. The local women built as many as 700 houses themselves; no masons were hired. Anandi trained them in masonry and earthquake-proof housing, and also arranged to pay them for the masonry. Today, these women are considered experts on disaster-proof housing.

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With funds from the Prime Minister's Relief Fund, Anandi had four schools reconstructed, while a primary school was established through a donation from a Dehradun-based NGO. And funds collected by children - random small donations from passers-by on the streets of Warangal district in Andhra Pradesh - helped set up an educational centre in Venasar village of Maliya taluka. Village women have constructed about 100 water tanks and 650 toilet blocks in the Jasdan, Kalyanpur and Gadhada talukas of Saurashtra. They can repair water hand-pumps and dig wells too. Following the 2002 communal riots in Gujarat riots, Anandi plunged into riot relief work in the worst-affected Panchmahals district, amid a very hostile political environment. They also gave food and material aid to as many as 10,269 people to help reconstruct destroyed homes. Understanding the importance of creating livelihood options, Anandi also distributed sewing machines to several Muslim women. The machines have become an integral part of their lives and scores of women in many villages of Panchmahals now have a reason for hope. The unwritten credo of Anandi clearly is: There is no limit to what can be achieved if one is not concerned about who takes the credit.

Case 6: Battling chauvinism to do a man's job Illiterate tribal women in Uttar Pradesh equip themselves with non-conventional skills like repairing handpumps through the intervention of a voluntary group called Vanangana. Founded by Madhavi Kuckreja in 1994, Vanangana, derived from van (forest) and angan (courtyard), seeks to impart non-conventional skills to women, enabling them to manage their daily lives more effectively. Banda‘s low water table and indifferent irrigation facilities led to a heavy reliance on handpumps, which never seemed to work. Training the women in repair has changed the character of this dry and hard land. ―There was some doubt whether illiterate women could understand the mechanics involved, but they surprised all of us by learning quickly,‖ recalls Ashok Mishra, junior engineer of Jal Nigam, a government agency that trained the women initially. In the Manickpur block to which the women were first assigned, nearly half the pumps were inoperative. Villages had to wait for days for the two Jal Nigam mechanics who attended to nearly 930 pumps spread over an area of 1,000 sq kms. The newly acquired skills of the women, however, have now ensured that almost 90 per cent of the pumps work all through the summer.

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The lives of the women have simultaneously changed. Many have chosen this as a profession. While Chamela fought with her mother-in-law to be allowed to do the job, others have battled chauvinism, scorn and apathy to become mechanics themselves. The achievements of the women mechanics have prompted the Uttar Pradesh (UP) state government to replicate the scheme in other regions too. Vanangana was also chosen by the Uttar Pradesh government as one of the participant NGOs in the World Bank-funded Swajal Project. This rural water supply and environmental sanitation project works in over 1,000 villages in 19 districts of the state.

Case 7: Swayam is an NGO founded by Anuradha Kapoor. The main task that it undertakes is to rekindle a will in women and help them determine the course of their life. ―Swayam,‖ explains founder Anuradha Kapoor, ―means oneself.‖ The centre offers a range of direct services to the women, addressing their emotional, practical and financial needs. When a client approaches Swayam, her needs are assessed. These might include counselling for trauma, medical aid, police assistance, legal advice, financial help, help for her children, shelter, etc. Swayam has a team of volunteers, including counsellors, social workers, lawyers, and a network of doctors. Opportunities for emotional healing are important and the Swayam Drop-In Centre allows women to meet, share experiences and support each other. Support group activities have resulted in two initiatives. One is a Bengali magazine, Prayas, which deals with the issue of violence. The other is the Swayam theatre group, which regularly organises plays in public parks and streets. Programmes to sensitise the community to the problems of violence against women are also undertaken. Workshops for the police, judges and lawyers, and the public in general are organised. Swayam also holds regular campaigns in schools. ―Violence against women is a result of society regarding them as inferior to men,‖ says Kapoor. ―Making children realise the inequities and injustice that characterise gender roles is essential since they are the decision-makers of tomorrow.‖

Case 8: Empowering peasant women 109

The Centre for Women‘s Development Studies has worked over two decades to train Santhal tribal women in Bankura, West Bengal, in collective and individual livelihood skills.

Peasant women from the Bankura district of West Bengal now have a voice in panchayats (local selfgovernment bodies) and family matters, thanks to a remarkable partnership with academicians from Delhi. Following a land reform camp organised for landless workers in 1980, Dr Veena Mazumdar of the Delhi-based Centre for Women‘s Development Studies (CWDS) agreed to organise the women of Bankura. Most of the women were Santhal tribals and low-caste Hindus. All of them were landless, while many had been deserted by their husbands and did not even own a homestead plot. Their worst ordeal was seasonal migration to the distant Burdwan or Hoogly where they slogged in the paddy fields for a small income. CWDS began action research projects to study the impact of migration and to explore alternative employment opportunities. In 1981, 65 women formed the first collective (Samiti) in Jhilimili and decided to find alternatives to migration. Initially they began to sell kendu leaves and sal seeds to a government co-operative society. In neighbouring Bhurkura, another collective was formed and women took on the Herculean task of planting arjun and asan saplings on stony donated land. They also volunteered to protect and maintain the plants. Their sincere work paid off and plant survival on the Samitis‘ plantations was routinely 98 per cent, in sharp contrast to the average survival rate of 55 per cent on government plantations. Impressed, the Central Silk Board‘s field station (Birbhum) imparted training in tussar silk cocoon rearing. Women diversified to other income-earning activities, matching their needs and skills with local demand and raw materials. Among these were sal leaf tableware, rope-making and goat/pig-rearing. When seven collectives had been formed in adjoining villages, the apex body, Nari Bikash Sangha (NBS) (Women‘s Development Union,) was set up in 1986. Today it comprises 24 collectives in three districts. NBS women now get training and small loans to start fledgling ventures. New technologies such as vermiculture and compost-making have been taken up in collaboration with the Vidyasagar University. Women also receive training in professional management, management of assets, enterprise and organisation-building. Women have become active participants in management, and have the skills necessary to regenerate wasted community assets. Incomes have gone up steadily, though not dramatically. Most households are still poor but few now

Case 9: 110

Shakti Shalini initiates effective action against dowry-related crimes. With the support of the parents of more than 25 other dowry death victims, Satya Rani Chadha embarked on 21 years of sustained legal activism and court cases, which led to many landmark judgments and fundamental amendments in the criminal law. In 1987, Shakti Shalini, a Delhi-based organisation that helps and motivates other parents of dowry victims to fight this social menace, was formed. Run exclusively by women, the NGO initially focussed on dowry cases and provided access to legal aid for parents of dowry victims. Now, a temporary shelter in Delhi takes in homeless victims who are given support, legal information and counselling. Depending on need, women are housed in the shelter from three months to three years. Currently, 20 women share this home, which is financially supported by the ministry of human resources. One of Shakti Shalini's co-founders and current president Shah Jahan Begum informs, "We also disseminate information on the evils of dowry and organise workshops, street theatre and sustained media campaigns. Several college students come forward to volunteer at the Home and at the rural slum centres." Begum too joined the struggle after she lost her daughter in a dowry death in the early-1980s. The organisation plans to build a hostel and school for the children of victims in the near future. Shakti Shalini also runs service centres in Delhi's slum areas like Nangloi, Shakur ki dandi and Jahangirpuri. Besides counselling, these centres seek to reach out to thousands of rural migrant women. Stress is laid on raising awareness of their rights and status in society. To make the women self-reliant, vocational training is imparted in tailoring, embroidery, typing etc. Counselling of the woman and family is followed by the requisite legal advice. Shakti Shalini takes care of around 400 cases each year. Sometimes it also prevents disasters by addressing husbands, inlaws and other people involved.

Case 10: Ritika‘s Venture: Empower India The woman who cleans Ritika‘s apartment building works tirelessly so that her children might have the opportunities she did not. Inspired by such selfless dedication, Ritika launched Empower India. She provides high-quality supplemental education for children of domestic workers, focusing on English, math, and life skills. Since beginning the Venture, Ritika‘s volunteer team has grown to include retired teachers who offer years of experience. Each session provides children with one-onone attention to address specific educational needs.

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Case 11: Annapurna Mahila Credit Co-operative Society As a Trade Unionist, Mrs. Prema Purao saw women's problems for the first time. Despite the fact that these were long standing problems of women, it had earlier not been the center of any organizational work. When male labourers themselves were hard put to find work, who cared about women‘s problems? Prema Purao, affectionately called ―Tai‖ (Elder Sister) however, recognized their true potential and refused to relegate their problem to the background. She knew that solution to their problems was intense to the movement for workers rights. In 1975, with the backing of Dada Purao, who was Secretary of the All India Bank Employees Union & Prema Tai‘s husband, the Annapurna Mahila Mandal was formally registered as a Charitable Trust and Society. Initially the office functioned from Prematai‘s house. Eventually the need for office was felt by the Annapurna members. They raised a building fund by putting together a small sum of Rs 100/- each. This fund was augmented by the Government and Donor Agencies. In 1986, to allow the organization‘s growth to follow its path in an appropriate legal structure, Annapurna registered a credit cooperatives Society. After this registration followed a period of steady growth and diversification that saw Annapurna open several catering units, a trainings centre etc. In 2004 however, Prematai retired and handed over the managing direction of Annapurna structures of Mumbai to her daughter Medha Purao Samant who still manages the organisation today. Today Annapurna Mahila Credit Cooperative Society is catering loans & Savings services to its communities as well as non-financial services in the form of business related trainings as well as family budget trainings. It Branches in Lower Parel/Bycaulla/Dadar, Chembur, Mankhurd & Thane/Navi Mumbai and it is registered as a multi-state Credit Cooperative Society since 1986. In future, Annapurna seeks to develop tremendously throughout Mumbai by opening branches in new area and increasing the volume of activity in existing branches. It also aims at deploying further its non financial services activities in all its branches while availing its members all services available in Annapurna Parivar other structures (crèches, health insurance, job placement, etc.).

Case 12: Paying girls to stay in school The problem of the girl-child in India is an economic one, former corporate chief Virendra Singh realised. His Pardada Pardadi school in Anoopshahr, UP, keeps girls in school by offering them three meals a day, ten rupees for every day they attend school, a bicycle after two years and a toilet at home after three years

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Sam (Virendra Singh) retired as one of the top bosses at DuPont. But instead of settling down in a shiny happy American suburb, he returned to Anoopshahr, a small village in Uttar Pradesh‘s Bulandshahr district, to start a girl‘s school that pays girls to stay in school. . The literacy rate for women in rural Uttar Pradesh is 43%. In a strongly patriarchal society there is little incentive to send girls to school and, in 2000, when Sam started Pardada Pardadi, many girls were marrying at the young age of 13. Starting with an initial group of 35 students in 2000, today the school boasts around 1,000 students. Fifty have graduated from the first four batches of Class 10; some of the graduates went on to study fashion designing, become teachers, get jobs in places as far away as Delhi. It is to this world that Sam returned, hoping to convince parents that girls too needed to be educated. At DuPont, Sam said, his job was to analyse corporate strategy and bottom lines. And he did just that in Anoopshahr; this time the bottom line was compulsory education for girls. The problem of the girl-child has always been an economic one. After years of attending corporate social responsibility conferences that spoke of child labour and of exploitation, Sam came away believing that development was contextual and that the western model would never fit the Indian reality. What was important for these girls -- most of them first-generation learners -- was social and financial independence. While it is important that they have a strong academic background, they needed vocational skills that will guarantee them jobs. Pardada Pardadi had to be a part-vocational, part-academic school. Sam decided that he would systematically target every excuse to keep girls at home and also make up for the lost hours of manual labour -- the time the girl spends in school. He decided to offer three meals a day, clothes, books, transport and Rs 10 that would be deposited in the girl‘s account for every day she attends school. The amount, approximately Rs 35,000, is redeemable after graduating, as a scholarship for further studies. After two years in school, a girl is entitled to a free bicycle (depending on how far away from school she lives) and, after three years, the school funds the construction of a toilet at her home in the village. Sam initially funded the entire process with his savings. In the mornings, students attend regular classes and in the evenings they learn hand embroidery and machine embroidery to make products that are sold at outlets in Delhi and online. .

Case 13: Women farmers in India rebuild rural economies by reviving millet cultivation The age-old tradition of millet cultivation, which thrived in rural India despite poor soil or lack of rainfall, was displaced by the Green Revolution of the 1960s which made water-intensive rice and wheat the staple groups. Now millet cultivation, revived by a remarkable group of women in the

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the Medak district of Andhra Pradesh state, is fighting hunger even during drought, keeping farmers debt-free, and providing much-needed nutrition without using pesticides. About a decade ago, Edavulapalli village in Medak district of Andhra Pradesh was dotted with fallow strips and housed poverty-stricken families. But today, this countryside is lush green with millet cultivation. Farmers with small holdings have been doing wonders with their crops hitherto unheard of. The seeds of this silent revolution were sown 16 years ago by 32 women farmers who formed Sangham, a self-help group. Slowly, with the help of Deccan Development Society (DDS), an NGO working with poor Dalits in this district, they ploughed the land, revived it with organic manure, and sowed the seeds. A few months later, they saw their fallow fields springing back to life all over again. Now, 52 villages in Medak boast grain banks where quality seeds are being preserved through traditional methods like using dried neem leaves to keep the insects away. Hitherto sidestepped by their male counterparts, women farmers are now steering the whole process and are back in charge of agriculture once again. Says Lakshmama from Chilamamidi village: ―We started Sangham with 32 women pooling in five rupees each. No one thought we could do such wonders with our land. Even during drought, none of us will be hungry as we now have good grain banks.‖ Besides ensuring seeds for the future, Sangham also persuaded each farmer to give a small portion of the output to the grain bank so it could be distributed among the poorest people. ―We give millets from the grain bank to the very poor, destitute, and old people who cannot work,‖says Swarupamma of Edavulapalli.

Case 14: Geetanjali‘s Venture: Shramika Geetanjali lives in an industrial zone within Thane, a suburb of Mumbai. In this zone, women workers earn a meager Rs. 70 for a twelve-hour factory shift - hardly enough to feed their families. Geetanjali launched ―Shramika‖ to help women tap into their entrepreneurial potential. She enables community women form self-help groups. All group members pay Rs. 100 per month; they can then draw loans from their communal pool at the low rate of two percent. Geetanjali trains these women in jewelry-making, catering, and the basic business skills they need to launch their own small-scale businesses. The income generated helps the women not only feed their families, but also expand their operations. Geetanjali has begun to incorporate concepts of social business, such as sustainable impact through income generation, into the trainings. Shramika has enabled the women in the community to launch nine self-help groups. Geetanjali also worked with two police stations to open ―Visava,‖ a 114

counseling cell for women suffering from domestic violence. She plans to expand Shramika into community healthcare and education.

Case 15: Women-run NGO helping men shun addictions! By coming in contact with Youth Viranganay (YV), an NGO run by women, the people whose lives have been ruined due to addiction to alcohol have transformed mentally, physically and psychologically. With free counselling, the dedicated women of YV are helping victims to shun addiction so that they can start life afresh. The happiest of the lot are the family members of the victims who had to face the brunt of the harsh society. They give the credit for rebuilding their homes to YV. Singh, a transporter, told TOI that before meeting YV officials, he attended many rehabilitation courses to shun his bad habits which were almost two decades old. ―Counselling by activists of Youth Viranganay helped me to quit smack,‖ he says. ―The main branch of YV is in Ambala, Haryana. Apart from Nagpur, the NGO is also active in Punjab, New Delhi, Uttar Pradesh and Chhattisgarh,‖ said Pushpa Buri, senior vice-president of Youth Viranganay from Ambala.

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Chapter 6

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Findings 

Godfrey Phillips India has been very consistent in its efforts in the field of Community welfare. Since beginning since the size of the company does not allow it to take the initiatives on a massive scale so the company is extending its activities gradually like the bravery awards initially covered 12 states but it adds one state every year and now the company covers a total of 16 states. Similarly, the Godfrey Phillips bravery awards started in only one category in 1990 i.e these awards were given only in the field of physical bravery but later company realised that bravery is not only physical and now it has five categories of awards namely ‗Physical Bravery Award‘, ‗Social Bravery Award‘, ‗Mind of Steel Award‘, ‗The Social Lifetime Achievement Award‘, ‗The Amodini Award‘.

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The company has understood the importance of motivation which is a guiding factor in a society like India so it has started recognising the good work which is happening in the society by its awards in various categories like, Bravery, Social achievement, Women Empowerment etc which is a movement altogether because it inspires others to take a lead.

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Godfrey Phillips is one of those very few companies which have an entire CSR team to develop and implement CSR programmes. Earlier the company had only three members in this team and presently it has a dedicated CSR team of seven people.

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The recommended expenditure on CSR is 0.2% while the Godfrey Phillips India is the only company which is contributing 10% of its total profits on CSR which is the highest among all the companies studied.

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ITC and GPI are alleged to promote their products through their CSR initiatives, many corners of the world have called it as surrogate advertising. However GPI changed the name of its bravery awards from Red & White bravery Awards to Godfrey Phillips Bravery Awards, adhering to its vision of being a socially and showing its true concern for the society.

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Comparing the initiatives of Godfrey Phillips with other companies under study it is found that though the initiatives taken by company are less in number and are not taken on a very massive scale due to the size of the company yet most of its initiatives are unique like Blood donation drive which has benefitted over 1000 people till now and its project Godfrey Phillips White, the essence of WHITE is - 'It Honours the Importance of Tobacco Etiquette', responsible smoking programme by Godfrey Phillips India, a first of its kind initiative in India. The key focus is on cultivating smoking etiquette among smokers - to respect non-smokers' space. Initiated internally, this is something every member of the Godfrey Phillips India family adheres to. As a WHITE ambassador the individual actively propagates responsible smoking behaviour because as a 'Socially Responsible Corporate Citizen' Godfrey Phillips India believes in setting examples by practicing the change that one wants others to emulate. However no such initiative is taken by any other company in tobacco industry.

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GPI has more focus on community welfare and especially on women empowerment,. However, Company‘s focus on environment is relatively low and company is not taking any initiative in field of education.

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In a country like India people are generally influenced by the celebrities, they easily identify with the bollywood people understanding this mindset of Indian Society Godfrey Phillips India chose Preity Zinta as the Brand Ambassdor for its Blood Donation Campaign to make it a mass movement. It is one of those very few companies whose CSR activities are widely covered by Media.

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On comparing the activities of Godfrey Phillips with its competitor ITC, it is seen that both the companies are taking high number of community initiatives, with a high level of involvement as well. However if the initiatives of the two are compared in the light of the vast difference that exist in terms of revenue, profits, product portfolio and size of the companies then it is found that Godfrey Phillips is more involved in CSR activities.

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It was found that most of the companies do not reveal their CSR expenditure in their annual reports which is otherwise necessary to publish.

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Out of the 8 companies studied, currently only three companies viz. Godfrey Phillips, Bajaj and Hindustan Unilever have a high focus on Women empowerment.

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Recommendations 

Almost all of the companies are investing in economic empowerment of women. However empowerment is a very broad concept it also includes Political, Legal, Social Psychological components. So this is a field where Godfrey Phillips can take a lead. Because the company‘s prime focus is on Women Empowerment currently so company can do more in this field by investing into women education because education is a field where GPI is not making any investments currently.

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The Godfrey Phillips Bravery Awards do not cover the state of J&K. However as per a survey the highest number of women entrepreneurs exist in this state alone. Also As per the Assocham Eco Pulse study Jammu & Kashmir is a state where the Indian companies are making the least CSR investment. So it is an opportunity for GPI to become a leader by extending its women empowerment project ‗Amodini‘ to this state and by considering this state for Awards as well.

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Godfrey Phillips does not publish its separate Annual CSR report while most of the other major players do. So, the company should publish its CSR report to conform to the International Standards set for the companies. This will also be a document for good PR as well as morale booster for its employees.

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Company can also allow the rural women to come and showcase their talent by setting up counters at the Bravery Awards function organised by the company.

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Environment is another field where GPI can invest more because being a tobacco company its responsibility towards environment becomes more. It is felt that company‘s focus in this field is less and company should devote more efforts in this field. Company s not having ISO 14001 certification for its environment management system while its major competitor ITC and all other companies studied have acquired this certification. So to compete with these companies and to be more responsible corporate citizen GPI should strive to get this certification.

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

GPI can launch some projects where it connects unemployed designers graduating from B tier institutes with these rural women. These designers can help these women to polish their skills, making products which are in demand and in marketing aspect of these products because the major problem of these rural women is ―how to sell‖. So it can serve two purposes providing employment to unemployed as well as will provide a chance to rural women to polish their skills.

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Since the size and the revenue of the company is not very large so In order to expand its activities further with a relatively low budget, the company should try to identify regional problems and devise state-specific solutions to do CSR work.

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GPI can also provide its own show rooms to these NGOs to sell their products and for better marketing GPI can itself take this responsibility of marketing the quality products made by the rural women. Because In India most of the handy craft products are outsourced by the business persons from these poor rural people for very meagre amounts and are exported out with better packaging and their trademarks for thousands of rupees so GPI can expand its CSR activities in this field which can also provide it a business opportunity.

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There is no set procedure for selecting candidates for Amodini Awards yet, like in case of Physical Bravery Awards, Mind of Steel Award and Social Act of Courage. The selection for this category of award is done on ad hoc basis, so there is a need of developing a proper procedure for selecting candidates for these awards as well to make it more transparent.

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LIMITATIONS: 

This study is based upon the literature present & secondary data only, so the study in itself is confined up to a certain extent.

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Due to paucity of time and limits the CSR activities of companies are described in short and there is a scope of more detailed study.

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The comparison is based on the qualitative information. There is not much information available on the CSR expenditure of companies and its break up so the comparison is limited in its scope.

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There was no interaction with any professional of the companies studied so study lacks practical approach.

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The other limitation was that I could not get a chance to interact with the candidates I chose for Amodini awards due to time constraints.

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References www.godfreyphillips.com www.godfreyphillipsbravery.com www.itcportal.com www.infochangeindia.org www.timesofindia.com www.business-standard.com/bs_csr/index.php www.in.kpmg.com www.tata.com www.karmayog.org www.airtel.in www.bajajauto.com/rural_development.asp www.unilever.com www.iocl.com/Aboutus/corporatesocialresponsibility.aspx http://ezinearticles.com/?expert=Bernadette_Dsilva www.bhaskar.com http://ipsnews.net www.assocham.org

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