Report on the role of the

corporate sector in

enhancing vocational skills and

related programmes through the CSR

process

Organizations selected:

1. Federal Bank

2. ITC Ltd India

3. Reliance Industries Limited

4. Maruti Suzuki Ltd.

5. Steel Authority of India Ltd.

Made By:

Group 5

Group 5 has five members so we have covered one organization each.Each member has selected one

organization and collected the information about the various CSR activities related to education and

vocational training. The details of the coverage are:

ITC ltd. India - Pooja Saha(14020243027)

Steel Authority of India ltd – Arjun Chandran(14020243008)

Federal Bank - Rishi Sachan(14020243027)

Maruti Suzuki Ltd, India – Jyotsana Kujur (14020243015)

Reliance India Ltd – Shashank Vishen(14020243029)

ITC Ltd. India

ITC leading in the path of enhancing vocational skills and

related programmes through the CSR process.

The Company’s Corporate Governance processes are designed to support effective management

of multiple businesses while retaining focus on each one of them. The practice of Corporate

Governance at ITC takes place at three interlinked levels.

CSR AND SUSTAINABILITY COMMITTEE

The CSR and Sustainability Committee (earlier known as ‘Sustainability Committee’), as on 31st

March, 2014, comprised the Chairman of the Company and three Non-Executive Directors, two of

whom are Independent Directors. The Chairman of the Company was the Chairman of the

Committee.

The CSR and Sustainability Committee inter alia, reviews, monitors and provides strategic

direction to the Company’s CSR and sustainability practices towards fulfilling its Triple Bottom Line

objectives. The Committee seeks to guide the Company in integrating its social and environmental

objectives with its business strategies and assists in crafting unique models to support creation of

sustainable livelihoods. The Committee formulates, reviews & monitors the CSR Policy and

recommends to the Board the annual CSR Plan of the Company. The Committee also reviews the

Business Responsibility Report of the Company. ITC has clearly defined roles and responsibilities

for specific areas that encompass the economic, environment and social dimensions. The Corporate

Management Committee of the Company reviews and monitors performance on these dimensions

to ensure progress on a continual basis. The Corporate Management Committee has constituted a

Sustainability Compliance Review Committee, which presently comprises an Executive Director,

two members of the Corporate Management Committee and five senior members of management.

The role of the Committee, inter alia, includes monitoring and evaluating compliance with the

Sustainability Policies of the Company and placing a quarterly report thereon for review by the

Corporate Management Committee.

The following are the Terms of Reference for the Sustainability Compliance Review Committee :-

To provide direction on the implementation of ITC's sustainability policies

To approve appointment of third party assurance provider for sustainability reporting

To review and approve the Annual Sustainability Report including the materiality matrix

To facilitate the identification of issues beyond the horizon

Corporate Social Responsibility Policy

Philosophy Recognizing that business enterprises are economic organs of society and draw on societal

resources, it is ITC's belief that a company's performance must be measured by its Triple Bottom

Line contribution to building economic, social and environmental capital towards enhancing

societal sustainability. ITC believes that in the strategic context of business, enterprises possess,

beyond mere financial resources, the transformational capacity to create game-changing

development models by unleashing their power of entrepreneurial vitality, innovation and

creativity. In line with this belief, ITC will continue crafting unique models to generate livelihoods

and environmental capital. Such Corporate Social Responsibility ("CSR") projects are far more

replicable, scalable and sustainable, with a significant multiplier impact on sustainable livelihood

creation and environmental replenishment. These initiatives are independent of the normal

conduct of ITC's business. Programmes, projects and activities (collectively "CSR Programmes")

carried out in this regard are the subject matter of this Policy.

CSR Policy It is ITC's policy:

To direct ITC's CSR Programmes, inter alia, towards achieving one or more of the following -

enhancing environmental and natural capital; supporting rural development; promoting

education; providing preventive healthcare, providing sanitation and drinking water;

creating livelihoods for people, especially those from disadvantaged sections of society, in

rural and urban India; preserving and promoting sports;

To develop the required capability and self-reliance of beneficiaries at the grass roots,

especially of women, in the belief that these are prerequisites for social and economic

development;

To engage in affirmative action interventions such as skill building and vocational training,

to enhance employability and generate livelihoods for persons from disadvantaged sections

of society;

To pursue CSR Programmes primarily in areas that fall within the economic vicinity of the

Company's operations to enable close supervision and ensure maximum development

impact;

To carry out CSR Programmes in relevant local areas to fulfil commitments arising from

requests by government/regulatory authorities and to earmark amounts of monies towards

"Enterprise Social Responsibility (ESR)" activities and to spend such monies through

ESR/CSR Cells of such administrative bodies of the government and/or directly by way of

developmental works in the local areas around which the Company operates;

To provide equal opportunities to beneficiaries of the Company's CSR Programmes as

vendors or employees on merit;

To promote sustainability in partnership with industry associations, like the Confederation

of Indian Industry (CII) through the CII-ITC Centre of Excellence for Sustainable

Development, in order to have a multiplier impact.

Implementation To implement the Company's CSR Programmes through Company personnel or through external

implementing agencies or through ITC Education Trust, ITC Rural Development Trust, ITC Sangeet

Research Academy, ITC Bhadrachalam Education Trust, Tribeni Tissues Education Society (and

other Trusts, Foundations and Section 8 companies that may be established by the Company from

time to time). In such cases, the Company will specify the CSR Programmes which may be

undertaken by those Trusts in accordance with their Objects and administrative and accounting

processes laid down in the respective Trust Deeds/ Memoranda and Articles of Association.

Governance Every year, the CSR and Sustainability Committee will place for the Board's approval, a CSR Plan

delineating the CSR Programmes to be carried out during the financial year and the specified

budgets thereof. The Board will consider and approve the CSR Plan with any modification that may

be deemed necessary.

The Corporate Management Committee (CMC) will assign the task of implementation of the

CSR Plan within specified budgets and timeframes to such persons or bodies as it may deem

fit.

The persons/bodies to which the implementation is assigned will carry out such CSR

Programmes as determined by the CMC within the specified budgets and timeframes and

report back to the CMC on the progress thereon at such frequency as the CMC may direct.

The CMC shall review the implementation of the CSR Programmes once a quarter and issue

necessary directions from time to time to ensure orderly and efficient execution of the CSR

Programmes in accordance with this Policy.

Once every six months the CMC will provide a status update to the CSR and Sustainability

Committee on the progress of implementation of the approved CSR Programmes carried out

during the six month period. It shall be the responsibility of the CSR and Sustainability

Committee to review such reports and keep the Board apprised of the status of

implementation of the same.

At the end of every financial year, the CSR and Sustainability Committee will submit its

report to the Board.

CSR Expenditure CSR expenditure will include all expenditure, direct and indirect, incurred by the Company on CSR

Programmes undertaken in accordance with the approved CSR Plan. Moreover, any surplus arising

from any CSR Programmes shall be used for CSR. Accordingly, any income arising from CSR

Programmes will be netted off from the CSR expenditure and such net amount will be reported as

CSR expenditure.

Social Investments - Mission Sunehra Kal

ITC believes that the performance of business enterprises must be measured in terms of the value

they create for society. Enterprises that embed sustainability into their strategies can create

substantial stakeholder value through innovative development models that simultaneously

generate sustainable livelihood opportunities as well as create a positive environmental footprint.

The Company firmly believes that such an approach unleashes strong drivers for achieving

development with social equity.

Commitment to creating larger societal value

As part of its Triple Bottom Line commitment, ITC is committed to make growth more inclusive by

focusing on the needs of two identified stakeholders:

The rural communities engaged in agriculture, from whom ITC procures a substantial share

of raw materials. Almost all these crops are grown under rain-fed conditions in some of the

most moisture stressed regions of the country. Given the critical reliance of several of our

businesses on agri-supply chains, it is in the Company's interest to enable rural farmers to

strengthen their production system and enhance yields on a sustainable basis.

The communities residing in close proximity of ITC's production units, so as to enable them

improve their standard of living. ITC's inclusive models enable these neighbouring

communities to live a life of social and economic dignity, thus responding meaningfully to

their needs and aspirations.

Constructive Stakeholder Engagement The overarching aim of the Company's social sector engagement is to empower stakeholder

communities to conserve, augment and manage their social and environmental capital in order to

promote sustainable livelihoods or employability on a significant scale. Within this, the two specific

objectives, pertaining to the two sets of stakeholders, are:

Promotion of climate-smart rural development by broad-basing the farm and off-farm livelihoods

portfolio of the poor and marginalised. Such interventions strengthen the existing productive base

as well as provide alternate sources of incomes, which helps minimise the dependence of farmers

on rain-fed crops for economic survival.

Nurture and develop social capital to create a more level playing field for skill-related modern

production and to meet the competitive demands for higher productivity. Both, in turn, generate

higher incomes and help in alleviating poverty.

Striding a wider canvas in the interest of the nation, ITC is committed to pursuing excellence in

sustainability and preserving India's unique cultural heritage.

The Board has approved a CSR Policy that covers the programmes, projects and activities that the

Company plans to undertake. These programmes fall within the purview of Schedule VII of the

provisions of Section 135 of the Companies Act, 2013 and the Companies (Corporate Social

Responsibility Policy) Rules, 2014.

Implementation The Board CSR Committee tables for the Board's approval, a CSR Plan outlining the CSR

Programmes to be carried out during the financial year and the specified budgets therein. The

Board deliberates and approves the CSR Plan with modifications that may be deemed necessary.

The Company's Corporate Management Committee (CMC) reviews the implementation of the CSR

Programmes and issues necessary directions from time to time to ensure orderly and efficient

execution of CSR Programmes in accordance with this Policy. In addition, the CMC provides a status

update to the CSR and Sustainability Committee on the progress in implementation of the approved

CSR Programmes. The CSR and Sustainability Committee reviews such reports and keeps the Board

apprised of the implementation status of the same.

Outcomes

Innovative interventions have been designed and implemented that:

Create sustainable livelihoods for some of the most disadvantaged sections of the society.

Nurture the environment by promoting sustainability practices through industry

associations.

Preserve and promote Indian heritage and culture.

Recognising that business enterprises are economic organs of society and draw on societal

resources, it is ITC's belief that a company's performance must be measured by its Triple

Bottom Line contribution to building economic, social and environmental capital towards

enhancing societal sustainability. ITC believes that in the strategic context of business,

enterprises possess, beyond mere financial resources, the transformational capacity to

create game-changing development models by unleashing their power of entrepreneurial

vitality, innovation and creativity. In line with this belief, ITC continues to craft unique

models to generate livelihoods and environmental capital. Such Corporate Social

Responsibility ("CSR") projects are far more replicable, scalable and sustainable, with a

significant multiplier impact on sustainable livelihood creation and environmental

replenishment.

In line with ITC's CSR Policy, the key stakeholders and the thrust areas of its CSR programmes

comprise:

The rural communities with whom ITC's agri-businesses have forged long and enduring

partnerships through their crop development and procurement activities. The majority of

these communities are located in drought-prone regions and therefore most vulnerable to

the adverse impacts of seasonality and environmental degradation. Almost entirely

dependent on common property resources, they are among the most disadvantaged

sections of rural communities.

The communities residing in close proximity of our production units, whose full potential

cannot be realised due to poor social infrastructure in the areas of education, skill

enhancement, health and sanitation.

The Central Government and State Governments, with which we partner to roll out and

scale up innovative projects piloted to create replicable models of development.

ITC e-Choupal

Recognising the various challenges faced by the farmer, the ITC e-Choupal was designed to provide

a 360-degree intervention to trigger a virtuous cycle of higher farm productivity, higher income,

enlarged capacity for farmer risk management, and thereby larger investments to enable higher

quality and productivity.

The first level of the e-Choupal system consists of a network of village internet kiosks that enables

even small and marginal farmers in rural India who are delinked from the formal market to access

real time information on weather, market prices, relevant knowledge and quality inputs to enhance

farm productivity and quality and command better prices, thus making them more competitive in

the national and global markets. The kiosks are managed by farmers themselves and one selected

farmer called the sanchalak is trained to help his community access ready information in their local

language. At the next level of the e-Choupal system are the Choupal Saagars, which are

procurement-cum-retail hubs located within tractorable distance of 25-30 kms. The e-Choupal

network also provides customised extension services, knowhow on best farming practices, quality

agri-inputs like seeds, herbicides, fertilisers and pesticides through a single channel.

By providing knowhow and connecting farmers to markets, the e-Choupal network has enabled a

virtual integration of the supply chain and eliminated wasteful intermediation and multiple

handling, which led to significant reduction in transaction costs apart from expanding markets and

enhancing rural incomes.

The e-Choupal initiative today covers 40,000 villages benefitting 4 million farmers. As a result of

these interventions, ITC e-Choupal initiative has enabled farmers to raise productivity levels and

incomes through capacity building, technology transfer including knowhow, building market

linkages and value chain integration. There is visible development in the e-Choupal villages with

rising purchasing power, as well as infrastructure development arising out of increased economic

activity. Efficient market signals have also led to crop quality improvement, aligning it with

consumer preferences.

The e-Choupal is an important component of ITC's multi-dimensional Integrated Rural

Development Programme that had evolved from its deep understanding of the challenges and

opportunities inherent in the farm sector. The strategy of this intervention which is aimed at

empowering farmers and raising rural incomes is broadly centred around four distinct dimensions,

which together enable a comprehensive development of the rural ecosystem. These dimensions are

in the areas of

(a) information and knowledge dissemination.

(b) Access to quality inputs and markets.

(c) Generating supplementary incomes and

(d) Natural resource augmentation.

Farmers are provided with critical information and relevant knowledge on farm productivity,

prices and markets through the ITC e-Choupal. This platform also enables access to quality inputs

for better productivity besides expanding the reach to markets. Initiatives such as Livestock

Development and Women Empowerment create avenues for supplementary non-farm incomes to

protect against agri-income volatility as well as build capacities for investment. Watershed

Development as well as Afforestation Programmes augment natural resources to enable higher

productivity, create a green cover and restore soil health.

Taken together, the ITC-Choupal programmes have had a transformational impact in many areas of

rural India.

ITC'S SOCIAL INVESTMENT PROGRAMMESpoverty eradication and

environmental regeneration.

ITC has put in place a mutually reinforcing CSR Programme_christened Mission Sunehra Kal (MSK)

_ which has been designed to liberate even the most underprivileged and marginalised among these

stakeholder groups, from the shackles of poverty and underdevelopment through economic

empowerment based on grassroots capacity building. ITC is ideally positioned to respond to these

challenges, given its core objective of empowering its stakeholder communities to promote

sustainable livelihoods, which, in turn, is strategically aligned to the national goals of poverty

eradication and environmental regeneration.

Rural Households - Climate Smart Agriculture Already water-stressed and facing widespread environmental degradation, approximately two-

third of the country's population is rural and dependent on agriculture and allied activities for their

livelihoods. The overwhelming majority are small/marginal farmers whose only option is rain-fed

agriculture. With a direct and symbiotic dependence on climate sensitive sectors, they naturally

have low adaptive capacities. Stagnating productivity is exacerbated by the fragile natural resource

base, fragmented land-holdings, unscientific land management practices, overuse of chemical

fertilisers, falling incomes and, increasingly, by the growing effects of climate change. Dwindling

bio-mass has created pressure on fodder and energy needs for these households. Livelihood

security is further constrained by limited off-farm employment options, poor infrastructure and

inadequate marketing channels. These factors all combine to perpetuate a cycle of endemic poverty.

Enhance the ecological resource base of the rural economy by strengthening community-based

governance of natural resources that protects, preserves, nurtures and expands such resources;

Employ a bottom-up participatory approach that ensures an in-built flexibility to address diverse

needs _ aiming to create empowered village institutions and enable communities to co-operatively

conserve and manage their resources;

Encourage collaborative processes and multi-stakeholder partnerships to enable identification of

the best strategies to address community needs and expand the development footprint of each

project;

Put in place end-to-end solutions that address the spectrum of needs of these communities instead

of focusing solely on a single issue.

COVERAGE The projects promoted under the CSR programme increased from 107 in 2012-13 to 110 during the

reporting period. These projects are spread across 13 states covering 61 districts. The

interventions reach out to more than 6.40 lakh households in more than 9,100 villages. Of the total

projects currently being implemented, 83% are designed for rural stakeholder households, while

the balance 17% addresses stakeholders residing around our factories. The CSR programme is

spread across the states of Andhra Pradesh, Assam, Bihar, Himachal Pradesh, Karnataka, Madhya

Pradesh, Maharashtra, Odisha, Rajasthan, Tamil Nadu, Uttarakhand, Uttar Pradesh and West Bengal

Animal Husbandry and Dairy Development

ITC's Livestock Development programme promotes animal husbandry as a viable livelihood option

by leveraging the fact that the majority of rural households own cattle. It is estimated that animal

husbandry contributes 30-50% of rural household incomes, but livestock quality is poor and milk

yields abysmal. ITC provides doorstep artificial insemination (AI) services to produce cross-bred

progeny with yields that are significantly higher, converting a low-yielding asset into a profitable

new livelihood opportunity. A comprehensive package of services, covering AI and all aspects of

cattle health, is provided through Cattle Development Centres (CDCs) which are manned by local

youth trained as technicians.

Commencing in 2003-04, there are currently 261 CDCs, spread across 7 states. 3.98 lakh cross-bred

progeny have been born to date and animal husbandry services were provided to over 10 lakh

breedable cattle.

The Company's CSR initiatives aimed at enhancing milk production, increasing dairy farm

productivity and ensuring remunerative prices to farmers in multiple locations continued to make

good progress during the year. A unique cashless milk payment system which enables direct

electronic payment into farmers' bank accounts, together with a comprehensive package of

extension services such as veterinary care, breeding, supply of balanced cattle feed and feed

supplements, fodder propagation and training of dairy farmers has been initiated. In Munger

(Bihar), the milk procurement network has increased to 194 Milk Producer Groups (MPGs) with

over 4,500 members. The average daily procurement in Munger was 13,729 lpd with a peak of

35,441 lpd. Extension services were also promoted in 28 villages in Nanauta and Gangoh blocks of

Saharanpur (UP). Baseline surveys to determine the status of the livestock economy in Pune district

(Maharashtra) was completed during the year.

Social Forestry

The Social Forestry programme is specifically targeted towards small-holders (in particular

Scheduled Tribes and Scheduled Castes). Marginalised, both economically and socially with

landholdings generally less than 1 hectare, they are not considered credit worthy by formal lenders

and are compelled to work as daily wage earners or indebted labour. They are often forced to resort

to seasonal out-migration to earn their livelihood. These households are mobilised to form Wood

Producers Associations (WPAs) through which ITC provides long-term interest-free loans and a

package of extension services – silvicultural training, land development, financial management,

plantation and documentation maintenance.

Members are mandated to repay their loans (single payment or in instalments) to the association

after the first harvest to build a corpus for the Village Development Fund (VDF), which is used to

extend loans for further plantations, for emergencies and to invest in community assets. During the

gestation period, lops and tops help to meet household fuel requirements while intercropping is

encouraged to provide a source of income and nutrition.

PERFORMANCE

Commencing in 2001-02, the programme has cumulatively greened nearly 45,000 hectares in

Andhra Pradesh and 2,600 hectares in Karnataka. Plantation activities like land development,

planting, felling, debarking, etc. generate employment, especially for the landless. To date, both the

Farm and Social Forestry programmes have generated over 73 million person-days of employment.

A total of 1,058 village WPAs have a collective VDF of Rs.1.14 crores.

The highlights of this year included:

(a) the incorporation of bio-diversity conservation as an integral part of the Social Forestry

programme, which aims for in-situ conservation of the local flora by protecting and improving

production conditions in the selected plots; and

(b) Expansion in the coverage of agro-forestry, aimed at food and wood security; 3,848 hectares

were brought under agro-forestry, an eight-fold increase compared to the previous year. The most

common intercrops grown comprised cotton, pulses, vegetables and chilli.

The total area harvested by the end of the year (1,623 hectares) was more than double that of the

previous year as was the total harvest (61,000 tonnes) generating a total wealth of nearly ` 30

crores for poor and marginal farmers. This resulted in an appreciable increase in the earnings per

hectare and per household, sufficient to pull poor households out of a low income/debt trap.

Plantation incomes represent earnings from a previously unproductive asset, which has gained

value as the tangible economic benefits of the programme have escalated land prices and lease

rates.

IMPACT

An impact assessment survey was conducted in November–December 2012 by iKOnet Research &

Consultants covering 1,648 beneficiaries in 62 sample villages in the Khammam District. Some of

the significant findings of the study are as follows:

Change in Land-use pattern: The Social Forestry (SF) Plantations were found to cover large tracts

of uplands and fallow lands which are generally under no productive use. The plantations thus

emerged as a superior land-use option against other agricultural crops for such lands. As a result,

SF plantations have emerged as the second most

Share of Total Income by Source: The study found that earnings from SF were a significant

addition to the total income of the beneficiaries, amounting to Rs 7,000/- annually, which was

found to be 11% of the total annual income of the households. More importantly, the increase in

income from various sources post introduction of the project was the highest for SF plantations. It

accounted for nearly half of the increase in total household incomes, significantly higher than even

agricultural crops.

Asset ownership changes: The most noticeable impact has been on asset creation as a result of the

lump sum earnings every 4 years from the plantations. More than half the households have invested

in better and safer housing (pucca homes or cement floors). Expenditure on household durables

like TV, mobile phones and even air coolers has increased with 60% of the respondents attesting to

the presence of one or all of the above in their households after earnings from the SF programmes.

A significant section of the beneficiaries purchased bicycles and motorbikes. Expenditure on

agriculture also increased, especially in investments on tractors, irrigation facilities and livestock.

Soil and Moisture Conservation ITC's Integrated Watershed Development programme targets the most disadvantaged sections of

the community _ small and marginal farmers who are almost entirely dependent on common

property resources, including water. Extensive Participatory Rural Appraisal (PRA) exercises

identify target beneficiaries who are constituted into Water User Groups (WUGs), with priority on

the adequate representation of women. PRAs also lead to the formation of village micro-plans that

identify optimal watershed initiatives and detailed planned interventions including locations,

responsibilities for implementation at various levels and the financial outlay involved. Though ITC

is the major source of funding, community contributions range from 20-75%, depending on their

socio-economic conditions. Local contribution helps generate a high level of ownership, which leads

to more efficient conservation and use of resources.

WUGs undergo intensive training in watershed management techniques, structure maintenance,

water use regulation and formulation of user charges. They plan, implement and monitor all

activities including the building of micro-water harvesting structures (check dams, village ponds,

percolation tanks, etc.) adopting suitable water saving technologies and soil and moisture

conservation measures (contour bunds, loose boulder contours, gully plugs, etc.), and eco-

restoration through revegetating common lands. Community wisdom and local knowledge is an

important input in planning, e.g. the type of structure, biomass needs, etc. The emphasis is on using

traditional methods in conjunction with modern techniques to build location-specific, low-cost

structures, relying on local materials and simple technology. Water user charges go towards

creating a corpus used to maintain the structures _ a key factor in the long-term sustainability of the

projects.

PERFORMANCE Commencing in 2000-01, the programme is currently spread across 1,027 villages in 7 states. 1,234

WUGs have built 4,974 water harvesting structures and accumulated a Maintenance Fund of ` 79

lakhs. The total area brought under soil & moisture conservation is 1.49 lakh hectares, including

provision of critical irrigation to 50,465 hectares, benefiting 1.27 lakh households. By extending

critical irrigation and improving water availability throughout the year, the programme has

enabled these farmers to increase yields (by an average of 20%) and return to multi-cropping

across the majority of the programme area. To date, the programme has created 4 million person-

days of employment through construction activities and the rise in agricultural productivity.

Three new MOUs were signed with the Government of Maharashtra (for Satara district) and the

Government of Madhya Pradesh (for Sehore district) to implement the government's Integrated

Watershed Management Programme. With this, the total area to be brought under soil and

moisture conservation through PPP projects has increased to over 1.58 lakh hectares.

By the end of the financial year, 66% of the total target area under the NABARD projects had been

completed in the states of Madhya Pradesh, Andhra Pradesh, Maharashtra, Rajasthan and Bihar.

27% of the target had been met in the collaboration with State Governments of Madhya Pradesh,

Maharashtra and Rajasthan.

Women's Empowerment

PROGRAMME DESIGN ITC's Women's Economic Empowerment programme mobilises poor women to form micro-credit

Self Help Groups (SHGs). Members make compulsory monthly contributions to create an initial

corpus which is built upon with seed money from ITC. They receive training on managing funds and

handling bank accounts to enable them to take their own financial decisions. Once the SHGs mature,

financing loans for income generation activities are given to members, either from their own corpus

or through banks.

PERFORMANCE

Commencing in 2000, the programme currently supports 1,682 operational SHGs with 20,230

members and cumulative savings of Rs.3.52 crores. 31,034 women are self-employed, while 7,731

women are employed in micro enterprises.

Agarbatti production was given a fillip during the year with the introduction of pedal machines,

which increased output and, therefore, incomes for women. 1,368 pedal machines were operational

in the states of Bihar, Uttar Pradesh, Tamil Nadu, Andhra Pradesh, Madhya Pradesh and

Maharashtra to create livelihoods for women in rural areas. Production of raw agarbattis was 1,445

tonnes during the year. The women owned and managed scenting units dispatched a total of 319

million sticks with a turnover of Rs.4.17 crores.

IMPACT

The impact assessment of the women-led micro-enterprise programme in Munger (Bihar),

launched in 2004, was conducted by SHAPE. The study findings give evidence of a profound shift in

the status of women in these villages:

From homemakers to earners of independent supplementary income - 74% of the respondents who

had been solely homemakers, with no independent income of their own, now cite agarbatti rolling

as their chief source of income. Of those who were previously earning incomes, most were engaged

in agricultural labour (6.7%) or sewing (4.5%). Virtually all these respondents continue to pursue

these activities along with agarbatti rolling which provides a convenient means to augment their

incomes

Expenditure pattern by virtue of income from rolling – 87% of respondents stated that extra

income from agarbatti rolling helped in meeting day-to-day household expenses, while 53% cite

school fees as their major expenditure, 55% spend on festivals and family occasions and 24% were

able to spend on house infrastructure.

Better positioned for Savings & Loan Repayment - The impact was seen to be more significant in the

case of pedal rollers. About 33% of pedal roller respondents invested some of their income in

savings, compared to only 9% of hand roller respondents. Similarly, about 31% of pedal roller

respondents reported that they found it easier to pay back loans and borrow less (both in terms of

amount and frequency) in contrast to 4.5% of hand roller respondents.

Primary Education, Vocational Training and Health & Sanitation

Primary education is one of the major indicators for raising overall cognitive development in a child

and has a direct correlation with the country's Human Development Indices (HDI). It is equally

important to upgrade skills of youth to better compete with the emerging needs in the job market.

ITC's primary education programme provides furniture, books, teaching aids and structural

additions e.g. classrooms and toilets as infrastructural assistance to Government primary schools in

the vicinity of its operating units. Supplementary Learning Centres (SLCs) set up by the programme

provide additional coaching to help children keep up in school. Educated unemployed or college-

going local youth are trained and employed as tutors in the SLCs which are situated in premises

provided by the community. The programme also supports a network of libraries and resource

centres and builds parental and community involvement in education through regular interactions

and meetings. An initiative called Read India Plus Programme was introduced in the latter part of

the year that aimed at improving education levels of children in and around ITC's production units.

30,000 new students were covered through all these above initiatives during the year, taking the

total number of children covered till date to 3.36 lakhs. Infrastructure support was provided to 47

government primary schools during the year, taking the total number to over 1,011.

More than 2,400 youths were covered this year by the skill development initiatives, of which 38%

belonged to the SC/ST communities, thus contributing to the Company's affirmative action

commitment.

In order to promote hygienic environment through prevention of open defecation and to reduce

incidence of water-borne diseases, 829 low-cost sanitary latrines were constructed for poor

households on a cost sharing basis, around the factory locations of Andhra Pradesh, Bihar, Tamil

Nadu and Karnataka.

Conclusion

For India to progress on a path of sustainable and inclusive growth, and secure long-term economic

competitiveness, ITC believes that it is imperative that the private sector plays a more proactive

role in the social sector. Anchored in community based self-help initiatives, the ultimate aim of

ITC's programmes is to build self-reliant, empowered local institutions that can catalyse change at

the grassroots and develop leadership within stakeholder communities. ITC's CSR programmes are

working towards this objective by building competencies at the local level – managerial,

administrative and financial capabilities – that will eventually make the roles of external funding

and implementation agencies redundant. The aim is to give communities control over their own

resources and enable them to participate in the formulation and implementation of development

strategies.

The Road Ahead Going forward, in a continuing affirmation of our commitment to sustainable and inclusive growth,

we have set the following targets for the next 3 years:

SOCIAL FORESTRY In our endeavour to provide fuelwood and fodder security to small and marginal farmers, the area

to be brought under Social and Farm Forestry in Andhra Pradesh and Karnataka will increase by an

additional 70,000 hectares, taking the total area to 2.30 lakh hectares.

WATERSHED DEVELOPMENT Our commitment of improving the soil moisture regime of farmers operating in the rainfed regions

of the country will find expression in watershed development of 1.30 lakh hectares, taking the total

to more than 2.80 lakh hectares. To provide critical irrigation to these farmers, 3,000 new water-

harvesting structures will be constructed, taking the total to 8,000 leading to a total freshwater

storage of 29 million cubic metres

SUSTAINABLE AGRICULTURE To ensure higher yields on a sustainable basis and lower costs of production, sustainable

agricultural practices will be significantly ramped up from the current 9,000 hectares to more than

50,000 hectares.

ANIMAL HUSBANDRY DEVELOPMENT In order to hedge risks of farmers, we will continue to improve the performance of the livestock

sector in our project villages by providing integrated services to 4 lakh additional milch animals,

taking the total number of animals covered to 14 lakhs. More than 35,000 farmers will benefit

through higher realisations for their milk through state-of-art milk procurement network and

transparent measurement systems.

WOMEN'S ECONOMIC EMPOWERMENT The Company's women's empowerment programme will continue to find avenues for gainful

employment or supplementary incomes for 3,000 poor women from our project areas, taking the

total coverage to 45,000.

EDUCATION & SKILLS We will continue to improve the learning levels of primary school goers by reaching out to 25,000

additional children, taking the total to 3.60 lakh children. Acknowledging the urgency of creating a

large pool of skilled human resources, the vocational training programme will be ramped up

significantly to cover 36,000 additional youth, taking the total to 43,000 youth.

SAIL India

As a vibrant organisation growing by leaps and bounds in a competitive business environment, SAIL's

focus on social reasonability remains unwavering. While implementing various initiatives SAIL has been

acutely aware of the pivotal role of education, health, income generation training etc. in sustainable

development. Moving ahead, special thrust is being given to reach the poorest of the poor by opening

free special schools and free health centres for the

under priviledged, organising free health camps in

remote areas of the country etc. A comprehensive

CSR strategy has been devised with a focus on

Model Steel Villages, income generation, women

empowerment, emphasizing health care facilities,

health melas, school for the underprivileged and

contribution to tribal societies.

The Company accepts its social obligations to the

communities in which it operates by — n

promoting concepts of national integration in its broadest sense, through providing community services,

developing and assisting domestic institutions and generally ensuring that the Company as a whole and

its employees act on the ideals of social justice without discrimination; n providing knowhow and

assistance, encouraging talent and growth among members of the communities through ass istance

towards the establishment of cooperative institutions n carrying out programmes for peripheral

development and supporting educational, charitable and welfare institutions, providing healthcare by

way of regular health camps and health centres among other initiatives, within and outside steel

townships; and n undertaking programmes in steel plants for controlling air pollution, water

contamination and disposal of solid wastes aimed at environmental preservation

SAIL firmly believes that ‘people’ must be at the centre of its development debate - what really counts is

how they participate in economic growth and how they benefit from it. Whilst implementing various

initiatives, they have been acutely aware of the pivotal role of education, health, training, etc., in work

and production that need to be kept firmly in view in considering alternative scenarios of sustainable

development: Human skill and agency would be

important not just in raising productivity, but

also in devising ways and means of dealing with

environmental and other challenges.

SAIL has established about 146 schools in its

steel townships to impart modern education to

more than 69,000 children. Every year more

than 200 students from SAIL-run schools are

admitted into professional courses being

offered by premier institutions of higher

learning in the country such as IITs, IIMs, NITs, medical schools, etc. Many students from SAIL townships

are among the top rankers in the entrance examinations of these institutes.।

Besides, the company provides assistance in the form of construction of additional rooms/boundary

walls/toilets, provision of stationery/sports items, etc., to over 286 schools with around 14,000

students. Apart from its own schools, SAIL also supports other public schools, managed independently

and opened primarily to support the growing demand for education. Consequently, in terms of

completion of primary education (up to class 5), SAIL-managed schools have the distinction of having a

survival rate of 93.12% and 90% in secondary education. The schools have maintained a girl:boy ratio of

1:1 for all levels of education. SAIL is now targeting to achieve 100% literacy in its townships.

SAIL has started free schools in each of townships of its integrated steel plants for underprivileged

children. These schools provide free nutritious midday meals, uniforms, textbooks etc. Scholarships for

bright children belonging to weaker sections of society as well as Scheduled Castes/Tribes have also

been provided. In addition, Bhilai has adopted 225 tribal children while 14 tribal children belonging to

the nearly-extinct Birhore tribe have been adopted by Bokaro Steel Plant and free schooling/education,

boarding and lodging facilities are being provided to them.

To enable availability of vocational avenues to its communities,

SAIL has set up an ITI at its Gua Ore Mines recently. The

foundation stone for an ITI at Samastipur in Bihar has also been

laid.

SAIL has been an active participant in the National RCH

programme across all since 1995. All SAIL hospitals have

participated in the National RCH program. SAIL is also

participating in other National Health Programmes like National

Tuberculosis Program, anti-Malaria, Anti Leprosy Program etc.

There are 20 hospitals including 4 state-of-art hospitals situated

throughout the country having a total strength of around 4000 beds for the benefit of employees, their

dependents and the peripheral population and are managed by trained medical staff of around 4000

people. Also, there is a scheme for employees with two or less children, in which Rs. 2000/- are given to

an employee ( or spouse) for a sterilization operation. Various Health camps have been organized at

hospitals of all plant/units like Tuberculosis Camp, Anti Leprocy Camp etc. To combat the threat of

Tuberculosis and Leprocy, DOTS (Directly Observed Treatment) therapy and Anti Leprocy MDT has been

made available free of cost at all Primary Health Centres etc. SAIL has launched HIV/AIDS awareness and

control program in partnership with National AIDS Control Organisation (NACO), Ministry of Health and

Family Welfare. Till date about Rs.32 million have been received for implementing the policies of NACP -

II in all plants/units. Till date, 1.1 Lakhs employees and around 6 Lakhs non-employees have been

covered under Information, Education & Communication (IEC) Awareness Campaign. SAIL has launched

School AIDS Education Programme covering 111 schools, 3000 teachers and 35,000 students.

Federal Bank

CONTENTS

1. CSR Statement........................................................................................................................3

2. Vision…...................................................................................................................................4

3. CSR Committee ……………....................................................................... .................................4

4. Geographical Coverage................................................................................... .......................5

5. Identification and monitoring of CSR Projects.......................................................................5

6. Implementation of Projects and modalities of execution......................................................6

7. Monitoring of the project......................................................................................................6

8. CSR Projects and Programmes...............................................................................................6

9. Financials……………………………………………………………………………………………………………………………..8

10. Conclusion…………………………………………………………………………………………….…………………………….9

Fedbank Financial Services Ltd. (FEDFINA) is a wholly owned subsidiary of the Federal Bank Ltd., a

leading private sector bank. With the receipt of the NBFC license from the Reserve Bank of India in 2010,

Fedbank is poised to be a top NBFC in the country with its extensive service portfolio and aggressive

expansion blueprint.

Products and Services Fedfina has interests in financial products and services such as loan against gold, loan against property, home loans, personal car loans, insurance products, and more. Expansion blueprint With more than 10 Retail Loan Hubs and 118 Retail Branches, Fedfina has a multi-state presence spanning Tamil Nadu, Karnataka, Maharashtra, Gujarat, New Delhi, Rajasthan

1. CSR Statement

Reaching out to people who need assistance is part of the values passed down by our parent

company’s founder Shri KP Hormis. The objective we intend to achieve through our CSR

program aims at developing communities and environment sustainability and to create a

protected future for the generations to come. Our activities are to cover a wide gamutof

services such as Health, Education, Women empowerment, Environment sustainability and

other activities as permitted under The Companies Act, 2013, all aimed at creating a

meaningful difference in the society where we live and operate in.

In tune with the Companies Act, 2013, read with regulatory requirements in the Companies

(Corporate Social Responsibility Policy) Rules, 2014, the following points need to be observed

while undertaking the CSR activities:

1.Company’s CSR corpus is to include i) at least 2% of the average net profit of the immediate

three preceding financial years;ii) any income arising from CSR activity; and iii) surplus funds

or unspent CSR funds.

2. The CSR Policy will cover the activities to be undertaken by the Company as specified in

Schedule VII of the Companies Act, 2013 and the expenditure incurred thereon, excluding

activities undertaken in pursuance of normal course of business of the Company.

3. The CSR Committee of the Board shall institute a transparent monitoring mechanism for

implementing the projects/programmes /activities proposed to be undertaken by the

Company.

4. For implementation of approved CSR activities of the Company, the services of FEDBANK

HORMIS MEMORIAL TRUST can be utilized. The Company shall disclose the contents of the

CSR Policy in its website and publish it in its Annual Report.

5. Incase the Company fails to spend the mandatory required amount earmarked, the Board

shall, in its report under Section 134 of the Act, specify the reason for not spending the

amount.

6. CSR projects/programmes will focus on integrating business models with social and

environmental priorities and processes in order to create shared value.

7. The Company will ensure that the surplus if any arising out of the CSR activity will not form

part of the business profits of the Company.

2. Vision

i. To identify and implement CSR projects aimed at uplifting the weaker sections of the social strata and

to support the needy and elderly people.

ii. To empower children, youth and women through skill building programs.

iii. To be involved in activities that can build a sustainable environment for future generations.

3. CSR Committee

CSR Committee of the Board

i) Every company having a net worth of Rupees Five Hundred Crore or more, or a turnover of Rupees

One Thousand Crore or more or a net profit of Rupees Five Crore or more during any financial year shall

constitute a Corporate Social Responsibility Committee of the Board consisting of three or more

Directors, out of which atleast one Director shall be an independent Director.

Consistent with the above, the CSR Committee of the Board currently has the following members:

Mr. Dilip Sadarangani, (Nominee Director)

Mr. Shyam Srinivasan, (Director)

Mr. Suresh Kumar, (Director)

ii)The following shall be the terms of reference of the Committee:

Formulate and recommend to the Board aCSR Policy which shall indicate the activity or activities

to be undertaken by the Company as specified in schedule VII of the Companies Act, 2013

Approvethe amount of expenditure to be incurred on CSR activities

Monitor and review the CSR Policy of the Company from time to time and make necessary

changes

iii) The Company is to spend in every financial year atleast 2% of the average net profits of the Company

made during the three immediately preceding financial years in pursuance of its CSR policy. Where the

company fails to spend such amount, the Board shall in its report specify the reasons for not spending

the amount.

CSR Committee of Executives

It is recommended that a Committee consisting of senior executives may be constituted and delegated

with powers for sanctioning CSR projects and activities where the cumulative project expenditure for a

financial year is not to exceed an amount of 50% of the total amount to be spent or Rs Ten lakhs,

whichever is higher and individual project expenditure for a financial year not to exceed an amount of Rs

Five Lakhs or such amount as may be thought fit by the CSR Committee. Such activities which may be

approved by the CSR Committee shall be taken forward and will be monitored by the CSR cell. The

Committee shall consist of the following:

1. President

2. Head-Finance

3. Head-Credit & Risk

4. Head - HR

CSR Cell for monitoring/implementation

It is recommended that the CSR Committee of the Board may form a CSR Cell. The CSR Cell would be

responsible for implementation, monitoring and administrative functions related to CSR activities. The

CSR Cell shall be housed in HR Department and will be headed by the Head - HR.

4. Geographical Coverage

The Company with its presence pan India will be extending its CSR activities across all geographies

irrespective whether the companies’ branch is operational or not. This will be applicable to any project

undertaken by the company.

5. Identification of CSR Projects

i. Scope of projects

The Companies Act, 2013 specifies that at least 2% of the average net profitof the immediately

preceding three financial years has to be allocated for CSR activities. Being in the service sector and

having a footprint across the country, the core focus of our CSR projects (which are connected to the

Companies Act 2013) would revolve around social development programs. The other critical areas

where we would get involved are in the field of environment protection, empowerment of women,

promoting education including special education and employment, training to promote rural sports,

nationally recognized sports, setting up public libraries, contribution to the Prime Ministers National

Relief Fund or any other fund set up by the Central Government for socio- economic development, etc..

ii. Identification of Projects

The CSR Committee of the Board will decide on a theme which can vary from year to year (for example

‘Women empowerment year’ or ‘Year of youth’) to have a meaningful focus on CSR initiatives. Based on

the theme, suitable projects shall be identified and approved by the CSR Committee of the Board. Any

required assistance for identification of projects may be taken up through professional agencies

appointed for the purpose from time to time. The final decision rests with the CSR Committee of the

Board for approving or rejecting a particular proposal to be taken up for implementation.

All projects will be identified in a participatory manner so as to understand the needs of the community.

The approved projects will receive necessary funding out of the CSR Corpus drawn up every year as

approved by the CSR Committee of the Board. A CSR Budget will be allocated to such activities based on

the projects so identified and approved.

6. Implementation of Projects and modalities of execution

i. Implementation through employee involvement

The company perceives CSR programs as an avenue for employee engagement and development and

will devise schemes like voluntary day off which will help employees contribute to CSR programs. For

implementation of approved CSR projects, the services of Fedbank Hormis Foundation Trust can be

utilized.

ii. Association with NGO’s, Trusts, etc.

Wherever the CSR Committee feels that the assistance of a registered society or registered trust is

required for implementing identified projects, such assistance will be taken for effective

implementation, with its approval, provided such organizations have an established track record of

atleast three years in carrying on activities in related areas. The projects or programs to be undertaken

through these entities, the modalities of utilization of funds on such projects and programs and

monitoring and reporting mechanism should be specified. The contribution to any such

organisation/Trust shall not exceed 10% of the amount expended for CSR purposes in a financial year.

7. Monitoring of the projects

A quarterly report shall be submitted to the CSR Committee of the Board through the CSR Cell outlining

the status of the CSR projects initiated, completed as well as breakup of the funds utilized for the

purpose.

8. CSR Projects and Programmes

The focus sectors and the general projects where the company will deploy CSR funds and efforts will be

as per the Companies Act 2013 read with the Companies (Corporate Social Responsibility Policy) Rules,

2014, an illustrative list of which is given in the table below. The Projects and Programmes will be

implemented by the total participation of the employees of the company.

Sectors Projects and Programmes % of CSR Expenditure

A) Promotion of Education

Employment enhancing vocational training Social development & Skill Building

Distribution of scholarships to eligible students belonging to the weaker sections of the social strata

Promoting education, including special education and employment enhancing vocational skills especially among children, women, elderly and differently abled and livelihood enhancement projects

Skill building workshops for farmers and people engaged in small scale industries

Conduct of national level essay, quiz competition on Banking & Finance at school orcollege levels for elevating financial knowledge.

Financial literacy programs at select educational institutions/SHG’s through employee involvement

Sponsoring brilliant students to the institutions of excellence for higher studies/research

Support to schools/educational institutions/ other institutions by way of providing books, other needy articles or required infrastructure for carrying out their education in a better way

Support to students who belong to the economically weaker sections of the society but with good merit for continuing education

Educational projects aimed at up-liftment of mentally retarded/ physically challenged students

*

B) Healthcare Eradicating hunger and poverty, malnutrition, promoting preventive health care and sanitation and making available safe

*

drinking water. Contributing to cancer research, treatment of weaker sections

suffering from serious ailments. Sponsoring trauma care units including ambulances,

counselingcenters, dialysis centers, etc. Partnering with public health services to provide amenities in

large Government hospitals to help the poor. Small housing projects for people living in slums under

unhygienic conditions. C) Gender Equality and Empowering Women

Promoting gender equality, empowering women, setting up homes and hostels for women and orphans, setting up old age homes, day care centers and such other facilities for senior citizens and measures for reducing inequalities faced by socially and economically backward groups.

Rehabilitation homes. Self-defense workshops for women. Self-employment training programs for women.

*

D) Environmental sustainability

Ensuring environmental sustainability, ecological balance, protection of flora and fauna, animal welfare, agro forestry, conservation of natural resources and maintaining quality of air, water and soil.

Clean drive campaigns through employee involvement Subsidizing purchase of Bio-treatment plants for poorer sections

of the society Awareness programs on conservation of nature and natural

resources through employee involvement. Renewable energy/Energy conservation campaigns afforestation

programs. Disaster Relief/Support programmes in case of any national

emergencies/natural calamities etc.

*

E) Promotion of Sports

Training to promote rural sports, nationally recognized sports, Para- Olympic sports, and Olympic sports.

*

F) Contributions to armed forces veterans

Measures for the benefit of armed forces veterans, war widows and their dependents.

*

G) Contributions to Funds

Contribution to the Prime Ministers National Relief Fund or any other fund set up by the Central Government for socio-economic development and relief and funds for the welfare of the Scheduled castes, the scheduled tribes, other backward classes, minorities and women.

Contributions or funds provided to technology incubators located within academic institutions which are approved by the central government.

*

H) Protection of National heritage, art and culture

Protection of national heritage, art and culture including restoration of buildings and sites of historical importance and works of art, setting up public libraries, promotion and

*

development of traditional arts and handicrafts I)Rural Development Projects

Tribal welfare activities Solar lamps in tribal areas

*

Up to 50% of the total amount to be spent in a year or any such amount to be fixed by the CSR Committee of the Board

9. Financials

For CSR activities, the company will earmark at least 2% of the average net profit for the immediately

preceding three financial years as the budget for the financial year as mandated in the Companies Act,

2013. The CSR Committee of the Board can fix the maximum amount which can be expended for CSR

purposes. The funds so allocated every year shall move into a CSR corpus fund from where planned

expenses will be made. It shall be endeavour of the company to fully utilize the budget allocated every

year for CSR programs as per policy; however any leftover amount for the year will move into a CSR

corpus fund which will be used for next year’s CSR activities. The surplus arising out of CSR activity will

not be part of business profit of the company. The CSR corpus fund shall be accounted separate ly and

the fund shall essentially comprise of three elements as under:

1. At least 2% of the average net profit for immediately preceding three financial year’s allocated as CSR

budget every year;

2. Any income arising from CSR activity; and

3. Surplus funds or unspent CSR funds- (Left over funds)

10. Conclusion

Through the new CSR rules, the Government aims at reaching and supporting a wider section of people

that require timely help and assistance. As an organization committed to the Nation’s cause, our

Company through our CSR programs intends to actively partner in the nation building process.

Maruti Suzuki Ltd

Most of the companies in the automobile sector spend mostly on environmental sustainability, while some like Tata motors focus more on education and skill development. Mahindra and

Mahindra focuses more on environment by committing to reduce greenhouse gas emissions. It has introduced various sustainability measures in its plants like xeriscaping, green buildings and

water efficient plants. This can be attributed to the fact that the automobile sector is one of the most polluting industries in India.

The Centre for Science and Environment (CSE) has given a very low score to Tata motors and Mahindra and Mahindra in its green rating programme. Hence this may explain their CSR

orientation towards environment. While Maruti Suzuki, which has a comparatively higher score in green rating, has spent more on employee welfare than on environment related activities.

This suggests that firms which are comparatively more polluting are more driven towards environment in their CSR orientation.

Industry Health Education Community

Development/Rural Development

Environment Total

Automobile 40.00% 10.00% 40% 10% 100%

MARUTI SUZUKI The local community and the society at large are important stakeholders of Maruti Suzuki. The

Company addresses social concerns through its CSR programmes. The Company’s CSR programmes are guided by CSR policy. Stakeholder engagement is central to the CSR policy.

The Company’s CSR programmes address issues at the national level and also at the local level around its manufacturing sites. The Company’s CSR focus areas include community

development, skill development and road safety. While skill development and road safety activities are spread across various states in the country, the community development activities

are carried out in villages around manufacturing facilities of the Company. The key approach of the Company is to develop scalable, sustainable and impactful social programmes in a

partnership mode. CSR is an integral part of the business and the CSR programmes are periodically reviewed by the management.

LOCAL COMMUNITIES The local community is an important stakeholder of the Company. The Company carries out community development activities in the villages around both manufacturing locations at Gurgaon and Manesar. The key areas of intervention include health, education, infrastructure development, sanitation and skill training for enhancing employability of youth. The social programmes are designed based on the outcome of needs assessment surveys and the inputs received from the community and the government. After the implementation of the programme, impact assessment is carried out by the CSR team to measure the impact on the beneficiaries.

COMMUNITY DEVELOPMENT PROGRAMMES EDUCATION

The Company upgrades infrastructure of schools in the villages around Gurgaon and Manesar

plant. The school upgradation work includes building repair, whitewash, fortification of boundary wall, provision of blackboards, development of green areas, safe electrical repairs, construction of toilets and rooms, and provision of furniture for students and staff. The Company has so far upgraded five government schools in Gurgoan and Manesar villages. Two of these were declared the most beautiful schools by the Haryana government under Chief

Minister School Beautification Scheme. In addition to school infrastructure development, the Company carries out activities for

improvement in the academic performance and overall development of students. The Company has instituted Academic Excellence Awards for meritorious students who capture the top three

positions in 10th and 12th board examination in the school. The students are given a cash prize along with a trophy.

The Company creates opportunities for the students to showcase their talent in art, culture and

sports. In order to promote spirit of sports among students, the Company arranges coaches and provides sports equipment, such as cricket kits, footballs, badminton kits etc.

HEALTH CARE Gurgaon district reports a large number of Dengue and Malaria cases every year. One of the

reasons is a lack of awareness among people. In partnership with Gurgaon health department, the Company has developed information and awareness material on prevention of mosquito

breeding and protection from mosquito bites. Large awareness hoardings are put up at various locations across Gurgaon and leaflets are distributed in large numbers to general public and schools. Besides, the Company organises awareness sessions along with District Malaria department in schools and carries out larvacide activities in villages and residential areas in the city. The employees of the Company also participate in anti-Dengue and anti-Malaria campaign awareness and larvaside drives as part a part of the volunteering programme. In 2012-13, the anti-Malaria campaign, larvaside and fogging operations activities helped in marked reduction

of Malaria cases in the villages

SANITATION The large scale migration of labour to the villages in and around industrial areas puts heavy pressure on local infrastructure and resources. One major impact of this migration is inadequate sanitation. Poor sanitation leads to various water borne and seasonal diseases. Maruti Suzuki initiated sanitation drives in four villages in Manesar. As sanitation and health are closely linked, it is important to put in place efficient systems of sanitation and this requires a collaborative approach with the community and government agencies. large scale cleanliness drives were organised with the help village volunteers in four villages in Manesar. The cleanliness drives included cleaning of streets, presentation of street plays at key village locations and distribution of information material. The Company is working on developing an effective sanitation programme along with the village community.

SKILL TRAINING

The Company runs two tailoring centres in the villages for women. The village has provided space and instructor for the tailoring centres. In addition to learning tailoring, the centre gives

them an opportunity to get together and socialise. LOCAL TRAFFIC MANAGEMENT

Vehicle manufacturing requires inbound and outbound logistics for supply of parts to the factory and for transportation of vehicles from the factory to the dealerships across the country. Such movement of trucks and trailers increases local traffic and can cause congestion. The Company has taken various measures to minimise impact of logistic operations on local traffic. It has started a milk run system for a section of suppliers to optimise the truck load and

reduce the number of trucks coming to factory. Also, supply of parts during night time has been started. Similarly, vehicle transportation is largely being done during lean traffic hours and at

night. The Company has also deployed traffic marshals around the factory to ensure smooth flow of traffic during peak hours.

ROAD SAFETY DRIVING TRAINING AND AWARENESS

Road safety is a major social concern in India. Maruti Suzuki runs a nationwide road safety

programme to impart driving skills to existing and new drivers. As per a government study, over 78% road accidents happen due to the drivers’ fault. Therefore, it is imperative to focus on

enhancing driving skill and behaviour. In addition to imparting driver skills, the road safety programme of the Companyalso focuses on awareness about road signs, traffic rules,

behavioural aspects and health. The Company has developed three models to impart driving skills to existing and new drivers.Institute of Driving and TraDc Research (IDTR): Established in

partnership with state governments, IDTRs offer training on passenger and commercial vehicles. Scientifically designed driving tracks and simulators are used for training. Maruti Suzuki has six operational IDTRs in four states.

Maruti Driving Schools (MDS) A smaller format of imparting driving training, MDS are being set up in partnership with dealers.

MDS offer training for driving passenger vehicles. Each MDS has state-of-the-art driving training

simulator and air conditioned rooms for indoor theoretical training. Unlike, IDTR, practical

training is imparted on roads instead of test tracks. In 2012-13, 76 new MDS were established in

the country taking the cumulative number of MDS to 282. In 2012-13, MDS trained 1,20,537

people in safe driving skills, taking the cumulative number of people trained in safe driving to

over 500,000 so far.Road Safety Knowledge Centre (RSKC) setup in collaboration with Traffic

Police are specifically aimed at educating and counselling traffic violators. Presently, Haryana

state has four RSKC, at Gurgaon, Faridabad, Karnal and Panipat. In the reporting year 1,29,264

people were provided with refresher training and 14,958 people attended road safety

awareness programmes at RSKC

In the last decade, Maruti Suzuki has trained over 1.5 Million people in safe driving at MDS and IDTR put together. In addition to driving training, the Company also spread road safety awareness among masses. Road safety awareness includes awareness rallies and street plays.

Train the Trainer Programme Maruti Suzuki lays stress on training the trainers. The key objective of the programme is to develop high quality, dedicated road safety professionals for its driving schools and standardise training delivery across India as per Maruti Suzuki standards. Future trainers are trained to achieve proficiency in training, communication skills and key instructional abilities. A 10-day residential programme ‘Train the Trainer’ is offered by IDTR,

Delhi, and IDTR, Vadodara. In 2012-13, 221 trainers were trained. Road Safety for Truck Drivers

The truck drivers transporting Maruti cars are trained at Driver Education Centres (DEC) located in Manesar and Gurgaon plants. More than 31,000 training sessions were conducted at the DECs covering topics such as safe driving, precautions to be taken in different weather conditions and sensitisation about ill effects of drinking and driving. Maruti Suzuki organises a week-long annual programme, Jagriti, to spread road safety awareness among truck drivers.

The programme also covers health and eye check-ups and HIV/AIDS awareness and testing camps, multiple media like games, quizzes and nukkad nataks (plays) etc. The Company also

rewards drivers who practise safe driving and transport vehicles on time without damages. In

2012-13, 110 star drivers were rewarded in the Jagriti programme. The impact of training truck drivers in safe driving is seen in the reduction of vehicle damages during transportation

SKILL DEVELOPMENT

The availability of skilled manpower is critical to sustain industrial growth. To bridge the gap in industry’s requirement and the quality of skilled manpower available, Maruti Suzuki

has partnered with state governments to upgrade Industrial Training Institutes (ITIs). The Company undertakes following activities at adopted ITIs: • Repair and maintenance of building • Machines and automobile parts for training • Industry exposure to students and teachers • Additional modules on safety, quality and shop floor practices • Facilitate participation in exhibitions, competitions and job interviews • Rain water harvesting structures

• Horticulture and landscaping

Maruti Suzuki has so far adopted 21 ITIs and taken a target to adopt 29 more ITIs in next two years. These ITIs benefit over 8,000 students per year. In addition, the Company focuses on upgrading the automobile trade in ITIs. As far as possible, youth trained in these trades are absorbed in the Company’s service network. In 2012-13, 895 students graduated from ITIs supported by Maruti Suzuki and found placement in the service network. Cumulatively, 2,132 students have been placed in the service network so far

EMPLOYEE VOLUNTEERING Maruti Suzuki encourages it employees to contribute for the benefit of society through its employee volunteering programme, e-Parivartan. All levels of employees from shop floor workers to senior management participate in the volunteering programme, often bringing

along their family members and friends. The Company has partnered with local NGOs, where employees volunteer on an on going basis on Sundays and holidays. The Company also

organises many volunteering events throughout the year such as Joy of Giving Week, book donation campaign, collection drives for the victims of natural calamities, tree plantation

drives, Wish Tree Campaign etc.The Company undertook a new activity called the Green Aravali Campaign in Manesar, wherein employees planted 500 saplings in the Aravali range at Panchgaon village. The Company has taken the responsibility of maintaining these trees. In a similar initiative, 1,500 saplings were planted inside the Manesar plant by the employees as part of the volunteering programme.

Reliance Industries Ltd

Why Education in CSR ?

For Indian Corporate in today’s world, being involved in social activities related to

education can fulfill some of the following corporate strategic objectives:

a) Building positive reputation:

reputation while contributing to the society.

being concerned about the younger generations and a hopeful future.

b) Accessing high‐quality human resource:

ities, companies gain the opportunity

to hire students showing high potentials.

purposes are generally related to maximizing influence on prospective employees.

c) Fulfilling company mission:

their mission and vision by targeting specific goals and objectives in the education

ecology.

d) Direct CSR involvement at low level:

focused programs relating to education, companies can

receive high visibility, make large direct impact, and capitalize on the opportunity

to really leverage their strengths and resources.

e) Need for change:

their part in promoting education,

they lack specific skill sets that companies can bring in to enhance the quality of

education. Some of these are:

1. Corporate players are believed to be generally better at administrating complex

tasks and managing resources effectively to meet specific needs.

2. Higher involvement from a financial perspective to strengthen the education

system in underdeveloped regions.

3. Deeper participation of businesses will lead to greater expertise by engagement

of the company’s most valuable resources in educational activities.

We will take example of RIL to show in detail the purpose of Education in CSR:

RIL

RIL’s social investment are as follows, nearly 712 crore is an expenditure for CSR

activities. More than 5000 villages have been touched by reliance foundation.

Reliance contributes in education of the society in many ways. Some of them are

listed below:

Education

RIL has instituted the ’UAA-ICT Dhirubhai Ambani Lifetime Achievement Award’,

jointly with the UDCT Alumni Association (UAA) and the Institute of Chemical

Technology (ICT), Mumbai for innovative and outstanding contribution in

chemical sciences. It continues to recognise scientists from India and worldwide

through this award. The award, fourth in the series, was conferred on Professor

George Stephanopoulos (Arthur D. Little Professor of Chemical Engineering,

Massachusetts Institute of Technology, USA) in recognition of his seminal and

innovative contributions in chemical engineering.

A network of nine schools caters to 13,251 students spread across geographies in

India. CSR teams from RIL's manufacturing divisions and E&P operations work

ardently to support the educational requirements of the community and schools

in the neighbouring region benefiting thousands of students from the

underprivileged section of the society. RIL plays a pivotal role in supporting

Government's initiative towards education of girl child. In Gujarat, under the

project "Kanya Kelvani", RIL's Dahej Manufacturing Division has extended

financial assistance towards education of girl child in the state.

RIL has created a platform for computer learning in many villages. Its

manufacturing divisions have provided computers to primary and secondary

schools under the Company's computer literacy initiative.

RIL continues to provide support to school run by Lions Club of Naroda Charitable

Trust. The school renders quality education in English medium to children of

labourers working in GIDC, Naroda area, who are economically and socially

backward. Jamnagar Manufacturing Division constructed a school building for

village Kana Chikari of Lalpur taluka in Gujarat. Hoshiarpur Manufacturing Division

has adopted village Mangrowal- Nari primary school. Annually free uniforms,

books, shoes and school bags are given to students and also free electricity is

provided to the school.

RIL's CSR teams continue to provide uniforms, books etc, to students of

neighbouring villages of manufacturing divisions and E&P operations. Further,

continuous monitoring is being done in local schools for improving the

performance of students. Regular counseling sessions are also being arranged

with experts in personality development and psychology for motivating the

children to achieve better results. To encourage school children from

neighbouring villages in their learning process, Nagothane Manufacturing Division

and the MADER Foundation provided school uniforms to the tribal and

underprivileged students. Eleven schools were selected for this initiative, out of

which seven Zilla Parishad schools are located on a hilltop near the manufacturing

division. Further, meritorious students were felicitated with an objective of

encouraging them for higher studies.

RIL's Project Jagruti, the project to tackle dyslexia in Surat, is setting the pace for

the community's response to the social dogma of the mentally underprivileged

children. More than 8,800 hours have been spent by 35 trained teachers and

more than 1,000 hours by RIL volunteers to uplift and bring the dyslexic students

from the underprivileged segment into the main stream. RIL employee's spouses

are supporting this activity and many teaching aids have been developed. NIOS

registration has been initiated for Academic Year ("AY") 2011-12.

Partnership with similar associations across the country and UNESCO / BBC has

been initiated to spread awareness and benefit the students with latest training

aids. Awareness stall was put up that attracted thousands at the national book

fair organized by Surat Municipal Corporation (SMC). Membership of Maharashtra

Dyslexia Association and International Dyslexia Association has been taken to

make the project more focused with proven scientific practices and to get

availability of resourceful experts, sourcing global knowledge / resources and best

practices / models in the LD/Dyslexia space. Focus is on early identification of

learning disability in child and procuring various screening tests for the same.

POLICY FOR EDUCATION

RIL works on several educational initiatives to provide quality education, training,

skill enhancement for improving the quality of living and livelihood. Initiatives are

aimed at:

a) Promoting primary and secondary education

b) Enabling higher education through merit cum means scholarships, including

for differently able across the country.

c) Using sports as a tool for development of students in both urban and rural

settings

d) Promoting higher education including setting up and supporting universities

e) Skill development and vocational training

Reliance Dhirubhai Ambani Protsaham Scheme

A flagship CSR initiative in its own right, Reliance Dhirubhai Ambani Protsaham

Scheme, financially supports poor and meritorious students (Class X pass-outs)

from the East Godavari district. Recipient students get admissions in corporate

junior (intermediate) colleges of their choice. A total of 178 meritorious students

were selected for the academic year 2013-14 and received support of ̀ 1 crore.

With this year’s admissions, the total number of students supported under the

scheme reached 1,326. Since 2010- 11, RIL has been providing financial aid to the

deserving candidates (among Protsaham recipients) for pursuing their higher

studies in engineering and medical streams.

Mumbai Indians ‘Education for All’ Initiative

Smt. Nita M. Ambani – an educationist – who pioneered the concept of

‘Education for All’ programme believes in the cause to uplift a child through equal

education opportunities. In the past four years, this programme has been able to

impact the lives of over 27,000 underprivileged children. Apart from monetary

support, it has built awareness amongst various groups so that the movement can

expand and impact more children.

Dhirubhai Ambani International School

Dhirubhai Ambani International School (DAIS), Mumbai, a K-12 school established

in 2003, prepares students for the ICSE, the IGCSE and the IB Diploma

Examinations. The school is also a member of the Cambridge International

Primary Programme. The school’s mission is to provide a learning environment

that encourages children to bring out the best in themselves. It supports their all-

round development through discovering the joy of learning, awakening and

illuminating their intellect in multi-dimensional ways and instilling values in them.

In a decade, the school has achieved the highest standards of excellence on all

performance parameters. It has evolved as one of the most admired schools in

India and in the world. In 2013, Education World ranked DAIS as the No. 1

International School in India across all categories. The rank was given on seven

key parameters - Academic Reputation, Individual Attention to Students, Co-

curricular Education, Competence of Faculty and Leadership/Management

Quality, Parental Involvement, Teacher Welfare and Development. The Hindustan

Times – C Fore Top Schools Survey has ranked DAIS the No. 1 School in Mumbai

for 2012 and 2013. The students of the school have consistently achieved

outstanding results across all three curricula – the ICSE, the IGCSE and IB Diploma.

The ninth batch, the Class of 2013, earned an average of 39.6 points (out of the

maximum possible score of 45). Generally an average of 30-32 points is

considered to be excellent for any good IB World School. From the Class of 2013,

11 students gained 44 points and 4 students obtained the perfect score of 45

points. This score was achieved by only 108 children worldwide. The IB Diploma

graduates from the class of 2013 have gained admissions to 20 of the world’s top

30 universities. Many universities have offered scholarships to these students.

Some of the graduates have also joined India’s leading colleges. Students’

accomplishments in co-curricular and extracurricular activities continue to be

splendid. They won prizes at state, national and international levels in several

sports. Some of them are table tennis, chess, football, squash, athletics, judo,

cricket and swimming. They have also won prizes at the Indian Robot Olympiad,

IRIS National Science Fair, Commonwealth Essay competition and Education

First’s English Proficiency Survey. They also received the prestigious Hindustan

Times scholarships. The Annual DAIMUN (Dhirubhai Ambani International School

Model United Nations) Conference 2013 deliberated on the topic of ‘Foreign

Intervention’. Over the years, DAIS’s student exchange programmes have

expanded to more schools worldwide. Currently, DAIS has exchange programmes

with schools in seven countries - France, Spain, Germany, Italy, UK, USA and the

Czech Republic. As part of their engagement with many social causes, the children

work with several NGOs - Advitya, Muktangan Pratham and Aseema. They

support the educational needs of children from underprivileged sections. Through

outreach programmes for remote rural villages - Hassachipatti (a village near

Matheran) and Kumbharghar (near Patalganga) - these NGOs help in constructing

roads, educating children and creating employment avenues through skill

development initiatives. As a Global Member Round Square, this year, the school

hosted the Round Square International service project at Kumbhargar. Children

from 8 countries participated in building a school and low-cost housing facilities

by using green architecture. The students conducted a School Fete and raised

substantial funds to support the various service projects undertaken by them. The

Dhirubhai Ambani International School Akanksha Centre supports the education

of children from slum areas. The first batch of students from this Centre has

passed the Class 10 board examinations in 2013. The school celebrated its Annual

Week on the theme ‘Katha Sagar’. Children enacted a series of plays celebrating

India’s rich legacy of art and culture.

Girls’ Education Initiative

RIL Jamnagar supported the Government of Gujarat’s drive to promote girls’

education. Approximately 1,600 school kits were distributed in the villages to

encourage enrollment of girls in schools. More than 1,500 kits are distributed in

42 villages of Jamnagar and Lalpur talukas every year since 2006. This has resulted

in a remarkable rise in enrollment of girls in the first standard. Construction of

girls’ primary school at the Moti Khavdi village in the vicinity of Jamnagar Complex

was undertaken during the year at the behest of villagers. A two-story building

with the necessary facilities has been constructed. The school building is

earthquake resistant, and has the provision for vertical extension. Furniture and

computers were provided to Moti Khavdi Boys’ Primary School. Ten computers

were donated to the primary school at Kanalus village. In Ranchi and other places

of Jharkhand, school benches were provided to various schools according to

requirements. Financial assistance to Bhil Community in Tripura and Assam for

educational needs of underprivileged children was given.

Sanskar Shibir

Sanskar shibir is a regular activity of CSR team of Nagothane Manufacturing

Division. Sanskar Shibir is a concept of enjoyable learning for school students. It is

also a demonstration of interactive teaching method for school teachers. Sanskar,

synonymous with excellence in education equips its pupil with all the requisite

skills to be tomorrow’s leaders with a critical and global outlook. Objective of the

project is to motivate school children for improved life skills and also encourage

the high moral values and cultural values towards the right ways of leading life.

To conclude this report I have found RIL is working towards the prosperity of

education. They are giving chance of education to everyone from disabled person

to a person who does not get chance to show his or her potential because of

poverty or some other reason

.