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IODInstitute Of Directors
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TimesA Journal of the INSTITUTE OF DIRECTORS February 2015 • INDIA
This month's Articles
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Volume XX No. 02/2015 `45/-
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COMPANIES NEED TO
ALIGN THEIR GROWTH ASPIRATIONS with COMMUNITY DEVELOPMENT, in order to create an Inclusive Society.
DUBAI GLOBAL CONVENTION 201525th World Congress on
LEADERSHIP FOR BUSINESS EXCELLENCE & INNOVATION19– 21 April 2015, Dubai (UAE)
Leading 21st Century Organisation through
ICE (Innovation, Creativity & Excellence)
Mrs. Rajashree BirlaChairpersonAditya Birla Centre for Community Initiatives and Rural Development, Aditya Birla Group
A Report...P. 22
The Rt. Hon. Baroness Verma, Minister for Energy & Climate Change, Govt. of UK inaugurating the CSR Convention in Mumbai . Also seen Dr. Jaco Cilliers, Country Director, UNDP India, Ranjan Dhawan, Executive Director, Bank of Baroda and Namita Vikas, Sr. President and Country Head-Responsible Banking, YES Bank Ltd
Dr. S. S. Kshatriya, IAS, Chief Secretary, Govt. of Maharashtra State receiving Distinguished Fellowship of IOD from Mr. Subhash Desai, Hon’ble Minister of Industries, Govt. of Maharashtra
Experience of
CSR
is growing and CSR practice is evolving and developing. CSR
should be integrated into the
framework. In particular, there should be a CSR committee with
at least one of whom should be an Independent Director to ensureCSR policy of the organisation.
Corporate Governance
Three Corporate Directors,
....Recommendations at the CSR Convention in Mumbai.
thSpeech at the 9 International Conference on Corporate Social Responsibility & Presentation of Golden Peacock Awards Mrs. Rajashree Birla
CSR Strategy: Focus and OpportunityProf. Colin Coulson-Thomas
India's CSR Law- An Innovative SolutionDr. Mahesh Chandra &Dr. James P. Neelankavil
Pg: 5
IOD organised CSR Convention on the theme 'CSR – An Actionable Business Agenda', in Mumbai during
January 19 - 20, 2015, it attracted a large number of CSR stakeholders, who highlighted how the
developmental activities can be supported and funded by the industry, both in public and private sector, and
thereby help in socio-economic transformation of the country.
Government is realising that there are certain activities that need to be undertaken mainly for social impact,
and will also have long term economic impact. These activities should be kept out of government's red tape.
Cleaning of the rivers has been a challenge and governments in the past have not been able to implement the
programme effectively, inspite of political commitment. The Cabinet discussed the possibility of involvement of
private players in cleaning the Ganga through CSR route, under the Ganga Rejuvenation Programme. In
addition to activities mentioned in Schedule -VII of the Companies Act 2013, the government is seriously
considering to allow corporates to spend their CSR funds, without any interference of municipal bodies in 118
cities and towns along the river. Corporates would be allowed to undertake projects that contribute to this
mission after getting easy approvals from the municipal bodies. Subsequently, the Minister for Urban
Development, while addressing the commissioners of 130 municipal bodies, on January 16, 2015,
emphasised that corporates may be allowed to take up projects, implement them and then hand over to local
bodies. They may be allowed to put banners and sign boards, and claim their role in such projects. This will
avoid delays of traditional route of inviting tenders by municipal bodies.
The government is planning to involve private sector in a big way by introducing “Revenue Model” for sewage
treatment by bringing this sector, under industry category. This suggestion is part of an interim report of the
seven IITs. The group is likely to submit its final report by the end of January, 2015.
This suggested approach will help in creating a 'Revenue Model' based on CSR activities and can possibly
ultimately substitute the CSR for 'Public Relations Model' of the corporates. Although, it is too early to discuss
the success or otherwise of the proposed approach but all the same it is an important step in the right
direction.
IOD is now planning the next Conference on 19 - 21 April in Dubai on Leadership for creativity, innovation and
Business Excellence. The effort will be to highlight global business models and identify those that can be
applied in India for faster growth and thereby support the Prime Minister's thrust on “Make in India”
programme.
Total Pages - 56
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EDITORPradeep Chaturvedi
SUB EDITORReji Mathew
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Pradeep ChaturvediManoj K. Raut
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CONTENTS
THE FROM
EDITOR
5
CSR and Revenue Model
Disclaimer: The opinions expressed in articles/ stories are the personal opinions of the author. IOD / Editor is not responsible for the accuracy, completeness, suitability, or validity of any information on those articles. The information, facts or opinions expressed in the articles do not reflect the views of IOD/ Editor and IOD/Editor does not assume any responsibility or liability for the same.
thSpeech at the 9 International Conference on Corporate Social Responsibility & Presentation of Golden Peacock Awards Mrs. Rajashree Birla
CSR Strategy: Focus and OpportunityProf. Colin Coulson-Thomas
India's CSR Law- An Innovative SolutionDr. Mahesh Chandra and Dr. James P. Neelankavil
th9 International Conference on Corporate Social Responsibility & Presentation of Golden Peacock Awards A Report
Winners Highlights of Achievements 2014
IOD Distinguished Fellows 2014
9
15
22
31
33
19
Pradeep ChaturvediVice President, IOD
Corporate Social Responsibility - UNDP InitiativesDr. Jaco Cilliers
am indeed delighted to be, with all of you this evening, given that
Corporate Social Responsibility is the theme. I will concentrate on IIndia, as the nation faces daunting challenges. In the developed world
while there are problems, they are not of the magnitude that we witness
here. I have not seen the kind of issues we have in the 36 countries, that
we in the Aditya Birla Group, have our operations. Regardless, the
problems and the solutions are country agnostic. There should be some
takes for you.
I would like to divide my address into two parts. Firstly, to set the context,
my focus will be, on the evolutionary path of CSR in our country, and how
important it is for corporates, to be genuinely engaged in working towards
a more equitable society. Closing the chasm between the 'haves' and
'haves not', is the need of the hour. Secondly and most importantly, I will
dwell on how the very concept of development, is being refined and
reaffirmed by our Prime Minister, Shri Narendra Modiji. And within it, I will
thread what is the way forward.
Let me begin by saying that, throughout India's history, Social
Responsibility, the philosophy of giving and caring, has been an
undercurrent. CSR was not a part of the lexicon. Still for nearly 100 years,
leading business family patriarchs, have played a critical role in the
development, and strengthening of the underprivileged. All of you must
have heard of visionaries, like my grandfather-in-law, Shri Ghanshyam Das
Birla, like Shri Jamsetji Nusserwanji Tata, like Shri Ramkrishna Bajaj, to
name a few. All these legendary figures, were deeply influenced by
Gandhiji's trusteeship concept of management. This involved, giving a
part of the profits back to society. This societal context, set the expressions
of the philanthropic impulse.
In recent years, the very concept of philanthropy, or charity, or giving and
caring, morphed into Corporate Social Responsibility. Let me elaborate
this, with our example.
As I mentioned, Trusteeship, in the context of CSR, means investing part of
one's profit outside the business, for the greater good of society. While
carrying forward this philosophy, my late husband, Shri Aditya Birla, wove
in the concept of 'sustainable livelihood'. This transcended cheque-book
philanthropy. In his view, it was unwise to keep on giving endlessly. Instead,
he felt that, channeling resources to ensure, that people had the
wherewithal to make ends meet, would be more productive. So we set up
vocational and other training centres for the underprivileged.
Taking these practices forward, my son Kumar Mangalam, has
institutionalized the concept of triple bottom-line accountability. This is
represented by economic success, environmental responsibility and social
commitment. Thus the interests of all our stakeholders, have been woven
into the Group's fabric. It is now crystallized into3-Ps. As Kumar Mangalam
avers, our thrust is on the three critical dimensions of People, Planet and
Profit. So the universe where we operate is more expansive.
Kumar Mangalam, has raised the bar very high. In his view, we must give
our Social Projects, the same kind of importance, as we give to our
business projects. So just as for companies, we have a business vision, for
our social projects we have evolved a Social Vision. In a nutshell, it
epitomizes inclusive growth, and dignifying the lives of the underprivileged.
Let me share our vision. It is “to actively contribute to the social and
economic development of the communities in which we operate. In so
doing, build a better, sustainable way of life for the weaker sections of
society, and raise the country's Human Development Index”.
Today, the engagement of more and more corporate in the CSR domain,
with the new Companies Law, is a fait accompli. So it should come as no
surprise, that most of the corporates present here, would have a social
vision and a strategy for execution. In our CSR practice, we have always
followed an integrated, holistic approach, with a clear focus on education,
healthcare, sustainable livelihood and infrastructure. This kind of a
wholesome model, is a sure shot towards inclusive growth. believe, that
corporate can do well in their business, by doing good. And this is today a
proven fact. The reputational lever, the ability to attract, retain and
energize talent, the tremendous goodwill of consumers, the pride that the
shareholders and investors take and above all garnering of community
support, all are the direct outcome of genuine CSR engagement.
Increasingly, corporate are moving beyond altruism and realizing that
doing well makes good business sense. Progressive corporations are
th9 International Conference on
Corporate Social Responsibility & Presentation of
Golden Peacock Awards th
on the 19 of January, 2015 at Hotel Taj Lands End, Bandra - Mumbai
Theme:
“CSR – An Actionable Business Agenda”.
Speech at the
5
* Mrs. Rajashree Birla
already doing a lot, to ensure that the benefits of capitalism percolate
down. They are taking the CSR route to work for the marginalized.
It augurs well for us that our Prime Minister, Shri Modiji has already taken a
pledge to move towards a new India of inclusiveness. In this regard, at the
recent ET Global Business Summit, held last week, our Prime Minister's
key message assumes great significance. And I quote what he said –
• “The Government must nurture, an ecosystem where the economy is
primed for growth; and growth promotes all-round development.
• Where development is employment – generating; and employment is
enabled by skills.
• Where skills are synced with production; and production is
benchmarked to quality.
• Where quality meets global standards; and meeting global standards
drives prosperity.
Most importantly, this prosperity is for the welfare of all. That is my
concept, of economic good governance and all-round development”.
Unquote.
The Modi Government promises a faster growth process and an inclusive
one.
As you all know, in the last 10 years, the burden of poverty has been lifted
from over a 100 million people. And this is almost the population of
Western Europe. Still we have more than one-third of the world's poor
housed in India. All of you must have seen, the shining towers dotting the
skyline of Mumbai. Side by side, in your mind you must have noted, the
hard truth of the struggles of the men and women, who sleep on the
pavements of the metros, or the sub-human life that thousands of our
slum dwellers lead. And we cannot escape this scenario. The Government
has taken cognizance of these anomalies. There is much hope, that within
the next 10 years, the number of poor would be negligible.
The Government has launched a slew of initiatives to bring in inclusive
growth. For instance, the Financial Inclusion Scheme that is the “Pradhan
Mantri Jan-Dhan Yojana” and the “Swachh Bharat Abhiyan” towards
providing sanitation facilities and encouraging cleanliness, are a clear
indication of the road ahead. Employment generation and skills
enhancement is a priority as well.
In this regard, I believe, fostering training, vocational training and
educational processes are very critical, both to employment generation
and for us to leverage our demographic dividend. Hold on to this thought.
Sir Winston Churchill, once said and I quote – “The empires of the future
will be empires of mind”. Unquote. He highlights the importance of
knowledge, the importance of education, which leads to the intellect and
drives the nation's destiny.
We have a massive challenge in education. Millions of our children, do not
complete basic schooling. As part of our CSR, we could all think of building
better schools and institutions of higher learning. Alongside, we need to
focus on the girl child, her education, and the empowerment of women.
As part of our CSR, we have set up 4,000 women self help groups,
supporting 48,000 women. We run 42 schools, providing quality education
to 45,000 children, of which 18,000 come from the underprivileged
families.
Apart from general education and the vocationalisation of education, there
is another aspect. Populations in economies like Europe, and Japan have
begun to age. It is projected that India in 2050, will have the largest
number of young, below 25 years in the world at 550 million, and the
largest number of people, in the productive age group of 20 to 60 years –
800 million. I believe, labour shortages in the developed economies, will
continue to drive the flow of labour-intensive services – from places like
India. At the same time, India will be in a position to place our talent in
these countries. So, one of our CSR priorities as corporate, should be, to
orient our training towards this need.
The last point which I wish to make, again relates to a thought expresses by
our Prime Minister, and this is what he said – “Each of our MPs should
make one village of his or her constituency, a model village”. This is
particularly encouraging, as to build the nation, we have to secure the
foundation of our villages. Gandhiji always said that, India lives in its
villages.
We firmly believe, that this is the way forward, for maximizing the social
impact of CSR projects. Very humbly, I would like to state that, this was, one
of our path breaking CSR initiatives in our Group, begun more than a
decade ago. We evolved the concept of model villages, giving it a definite
shape.
Making of a model village, entails ensuring self-reliance in all aspects viz.,
education, healthcare and family welfare, infrastructure, agriculture and
watershed management, and working towards sustainable livelihood
patterns. Basically, in the villages, which we adopted, more than 80
percent of the people were living below the poverty line. Our objective was
to make a paradigm shift, and over a 5 year timeframe, lift 90 per cent of
those living below the poverty line, to self reliance. Up until now, we have
transformed 70 villages into model villages of the 300 villages that we
have adopted. So every corporate could think of adopting villages for
transformation into model villages.
In my concluding remarks, I would like to say, that every corporate must
envisage making a difference beyond business. While the Government will
do its best, we must as corporate work shoulder to shoulder with them. We
stand at an inflection point. Today, we can truly change the face of the
nation. As corporate we have to step up to the plate. As a privileged and
blessed people, we owe it to the nation. And even more important, we owe
it to ourselves and to our people together. Let us all dream of an India free
from poverty, an India of inclusive growth. Together, we can make it
happen. Let's do it.
* Mrs. Rajashree Birla, Chairperson, Aditya Birla Centre for Community
Initiatives and Rural Development, Aditya Birla Group
7
MANY THINK ABOUTCHANGING THE WORLDWE ARE ACTUALLY DOING ITTransforming Corporations through our holistic programmes . Together we can create a better world
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UPCOMING EVENTS 2015
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Golden Peacock AwardsLast Date of Submission of Applications for
10th March 2015 For more information visit us at:www.goldenpeacockawards.com
129th Vishakhapatnam : 20 - 22 February, 2015
130th Bengaluru : 06 - 08 March, 2015
131st Mumbai : 20 - 22 March, 2015
132nd Delhi : 10 - 12 April, 2015
Incorporating 15th International Conference on CORPORATE GOVERNANCE & SUSTAINABILITY & GLOBAL BUSINESS MEETAlso presentation of Golden Peacock Awards for Corporate Governance, Sustainability, (both National & Global) & Innovation Management
07 - 09 October 2015London (UK)
LONDON GLOBAL CONVENTION 2015
• Golden Peacock National Quality Award (GPNQA)
• Golden Peacock Business Excellence Award (GPBEA)
• Golden Peacock National Training Award (GPNTA)
• Golden Peacock Innovative Product / Service Award
(GPIPSA)
25th World Congress on LEADERSHIP FORBUSINESS EXCELLENCE& INNOVATION
19 - 21 April 2015 Dubai, (UAE)
17th World Congress on ENVIRONMENT MANAGEMENT
Also presentation of Golden Peacock Awards for Environment Management Occupational Health & Safety and Eco-Innovation
10 - 11 July 2015New Delhi (India)
IOD SILVER JUBILEECELEBRATION
11 July 2015New Delhi (India)
,
thThe theme of the 9 International Conference on Corporate Social
Responsibility held in Mumbai was “CSR – An Actionable Business
Agenda”. The term “actionable” puts the emphasis upon implementation.
In addition to learning from case studies presented by Golden Peacock
Award winners, delegates considered the policy and legislative
framework, their responsibilities, how to integrate corporate social
responsibility (CSR) into corporate strategy and social innovation.
Participants in this annual event organised by IOD India also discussed the
communication and reporting of CSR and using it to build a socially
sensitive brand. When formulating CSR strategy boards face choices. In
particular, at a time when there may be many completing claims upon
management attention and various corporate capabilities, how should
directors determine how much effort to devote to CSR? How should they
decide what types of projects to encourage and support?
Focus versus Diversity
In relation to CSR, should boards do the bare minimum necessary to
satisfy legal requirements and stakeholder expectations, or do they go
beyond this and consider how the full range of corporate capabilities might
be harnessed and deployed for external and mutual benefit? Should they
focus corporate efforts in order to attain the critical mass to achieve a
tangible impact or encourage a wider range of initiatives in order to
engage as many people as possible?
Another issue for boards to consider is the advantages and disadvantages
of operating alone or in collaboration with others. Is cooperation helped or
hindered by having a wide range of different projects, many of which might
be undertaken locally, or getting people to concentrate upon a smaller
number of initiatives? It may be that a proposed activity needs to be of a
certain scale and/or potential to attract attention and interest, achieve an
impact and hence enable people to justify the time, effort and resources
required to become involved.
While some directors may advocate concentration and focus, others may
be reluctant to have too many eggs in one basket. A portfolio of projects
may reduce the risk of failure to achieve an impact and increase the
chances of success, but a number of initiatives can be linked by a common
theme, purpose and/or goal. This paper examines a key issue for CSR
strategy, namely the question of width or depth, and for those favouring
concentration it considers a possible area of operation.
Costs and Benefits
Diverse initiatives, and even a single one, can become an
unwelcome distraction if a company faces other challenges and
opportunities, is resource constrained, and people are already
heavily committed elsewhere. Where a company is already satisfying
a minimum requirement and focus is required for corporate success
a potential CSR project may need to be significant, compatible with
other activities and might have to relate to one or more key corporate
activities to justify the diversion of attention its initiation may involve.
Potential activities may have benefits as well as costs. For example,
contributing to a CSR project can sometimes be a developmental
opportunity for those involved. It can encourage an external focus, build
new skills and help people to establish new contacts and relationships.
Having many projects could increase the number of individuals who might
benefit, but the extent and quality of learning might be greater with a longer
lasting and carefully chosen project that requires team involvement and a
greater depth of commitment.
A single, larger and longer lasting project might require greater preparation
and also enable those in central, specialist or head office support roles to
make more of a contribution. A time limited project can make unwelcome
commitments upon time at a busy period, where a continuing one might
CSR STRATEGY: FOCUS AND OPPORTUNITY*Prof. Colin Coulson-Thomas
• Focus versus Diversity • Costs and Benefits
• Advantages and Disadvantages • Assembling a Portfolio of Projects
• Establishing Selection Criteria • An Historic Opportunity
• Meeting CSR Programme Objectives • International call for Action
9
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10
enable certain individuals and groups to become involved during periods
of relative slack.
Advantages and Disadvantages
The question of width versus depth can involve a comparison of
advantages and disadvantages. A something for everyone strategy may
involve more people, but spreading resources too thinly can result in a
failure to make a difference in any one area. Within the project portfolio
that a larger organisation might be able to afford selected initiatives when
taken as a whole may need to satisfy a number of assessment criteria.
Much will depend upon the relative importance of different criteria and
aspirations. A variety of projects can sometimes enable a broader range of
corporate capabilities to be engaged and increase the chance of finding
potential partners. However, where the quality and extent of engagement
and involvement is important a single project that ticks a number of boxes
might be preferable.
As well as spreading risk, a portfolio of initiatives can increase the chances
of appealing to different constituencies. A wide range of local projects
could increase the number of stories that might be relevant to local media,
but it may require the distinct and measurable impact of a initiative that
concentrates upon tackling a particular issue or problem to interest the
media at national or international level. In relation to the latter, how
realistic is it for a single organisation to have noticeable national or
international impact?
Assembling a Portfolio of Projects
Much will depend upon the relevance and quality of the projects that are
chosen, and the potential they offer for enabling an organisation to make a
noticeable difference. If one sets the bar high and has a rigorous
qualification process only a small number of projects, if any, may satisfy
the criteria for selection. Many companies may run with a range of
initiatives simply because of being unable to identify an area in which they
could make a difference in a way that would engage the media and
stakeholders and harness the interest and contributions of a range of
corporate capabilities.
It is sometimes possible to simultaneously obtain the benefits of both
width and depth by allowing selected projects where there is a
commitment to undertake them and they are unlikely to prove a
distraction, while at the same time developing a corporate initiative that
over time could achieve a significant impact while at the same time
helping to differentiate a company and build its brand. There is a
difference between ending up with a portfolio of projects by default and
the proactive and considered development and implementation of an
appropriate strategy.
In the absence of an appropriate project that would really engage people
and make a noticeable difference some companies quickly initiate a range
of activities in order to be able to satisfy an expectation that some CSR
activity is under way. However, will a disparate and changing portfolio of
activities that mirror those undertaken by many other companies satisfy
the desire of many members of generation Z to do something worthwhile
with their lives and make a difference? Will it help to differentiate a
company from its competitors, interest the media and help to build a
brand?
Establishing Selection Criteria
As has been mentioned already the role of CSR in the building of a socially
sensitive brand was considered in Mumbai and selection criteria could
include opportunities to display caring and sensitivity. The most effective
business leaders are often those that deal with underlying problems rather
than attempt to address or rationalise their consequences of symptoms.
Prevention or elimination at source can be much more cost-effective than
cure and this could become a criterion.
Rather than quickly agreeing to whatever suggestions for CSR activities
are tabled, a board should challenge and require that more attention be
given to the choice of project. Guidelines or selection criteria could be
agreed relating to the type, nature and scale of project that should be
undertaken. As with a corporate vision, an initiative chosen should ideally
be distinctive and compelling and both demanding and achievable. It
should be easy to articulate, understand and justify. Progress towards its
objectives should be measurable so that success can be identified and
celebrated.
Suitable projects might be found in all the areas in which CSR activities
occur, such as the environment, education, health, sanitation, and basic
and rural services. Opportunities to make an impact and a difference are
often found at the boundary of these categories and/or where they
overlap. Thus for example a more efficient stove used in rural homes that
generated less internal smoke might benefit the environment and result in
fewer respiratory problems.
With issues such as the provision of fresh water or toilet facilities, the
challenge is widely recognised and on the radar of both Government and
other organisations. Providing affordable solutions may represent a
significant business opportunity for companies with operations and
capabilities in these areas. One needs to be alert to opportunities to
monetise and commercialise.
The search for the right CSR project could be approached as one would
tackle the development of new product ideas. One is looking for something
that is doable and has the potential to stand out, attract attention and
relate to a laudable and engaging objective and brand value. For example,
a company concerned with connectivity and seeking to be inclusive could
look for opportunities to reach communities that have hitherto been
excluded.
An Historic Opportunity
Last month saw the birth of the National Institution for Transforming India
11
WHY IT IS SO SPECIAL?
• The only Award, which has a meticulously defined and transparent
selection criteria and is implemented by a highly elaborate and
independent assessment process
• The award builds your BRAND EQUITY and worldwide recognition
• Award winners are eligible to use the Golden Peacock Awards
LOGO on all promotional literature for one year.
• Preparation for award application helps to inspire and align the
entire workforce and rapidly accelerates the PACE OF
SYSTEM IMPROVEMENT
• Even, if you don’t win the Award, the PREPARATION & FEEDBACK
helps your strategic learning process to put you on your way to
achieving world-class status
UPCOMING AWARDS
• Golden Peacock National Quality Award (GPNQA)
• Golden Peacock Business Excellence Award (GPBEA)
• Golden Peacock National Training Award (GPNTA)
• Golden Peacock Innovative Product / Service Award (GPIPSA)
LAST DATE FOR SUBMISSION
10 March, 2015
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Details:
Golden Peacock Awards SecretariatINSTITUTE OF DIRECTORSM-56 A, Greater Kailash Part - II (Market), New Delhi-110048 India, Tel: +91-11- 41636717, 41636294, 41008704Fax: +91-11- 41008705 • Email: [email protected] • www.goldenpeacockawards.com
IODInstitute Of Directors
Building
Tomorrow’s
Boards
Instituted by
Guidelines and Application forms can be downloaded from
www.goldenpeacockawards.com
A Strategic tool to Lead the Competition
Golden Peacock Awards®
Unilever, UK, receiving the Golden Peacock Global Award for Sustainabililty
WPP 2005 Ltd. UK, receiving the Golden Peacock Global Award in London
Kumar Mangalam Birla, Chairman, Aditya Birla Group receiving the Golden Peacock Award
chaired by Prime Minister Modi. It replaces the previous Planning
Commission and announcements of the change have mentioned that
'public' services are often being delivered by 'private' entities and
highlighted the value of collaboration. An ambitious and sensitive board
could seek a transformational impact in an area that has traditionally
presented challenges for public bodies across India and elsewhere.
As an example of a project that might satisfy multiple criteria, including
engagement, inclusion, tangible impact, displaying sensitivity and making
a difference, we will now consider one group that has been excluded for
over two millennia, namely lepers. Leprosy is a traditional scourge of
mankind and South-East Asia is the World Health Organisation (WHO)
region with the highest prevalence of the disease. Leprosy is a curable
condition that is particularly associated with India and its elimination has
been judged by the World Health Assembly to be a practicable possibility.
In 2013 India reported 126,913 new cases of leprosy and accounted for
over 62% of new cases of leprosy reported by countries that have notified
over 1,000 new cases in the past five years. India now accounts for a
higher proportion of reported cases than in the period 2006-2008. Over a
half of cases in India involved multi-bacillary leprosy, 46,845 were females
and 12,043 were children. The IOD President Lt. Gen. Ahluwalia has
spoken and written about the plight of the disabled in India. In 2013,
5,256 of the new cases of leprosy in the country represented grade-2
disabilities.
Given the size of India's population and how leprosy spreads one would
expect higher absolute numbers than in many other countries, but leprosy thcan be controlled by multi-drug therapy when detected early and the 44
World Health Assembly in 1991 called for the elimination of leprosy as a
public health problem by the year 2000. Elimination is defined by the WHA
as a prevalence of less than one case in 10,000. Assuming most cases of
leprosy are reported its elimination remains on the “to do” list and at sub-
national level could be regarded as an achievable objective.
Meeting CSR Programme Objectives
Some CSR programmes are aimed at selected age groups or the disabled.
Other initiatives have a particular purpose, for example the greater
inclusion of groups that have been excluded. Leprosy can afflict young and
old. It can result in physical and social disabilities. Lepers have
traditionally been outcasts. They are rejected and ostracised by their
families and communities. Hence corporate action to deal with leprosy
can appeal to a wide range of constituencies.
The relief of leprosy offers scope for action in particular locations or across
multiple sites, including in rural areas. While a large budget could result in
the elimination of leprosy at State or national level, a modest sum could
offer much needed relief for supported lepers. To illustrate what can be
achieved and how afflicted people can benefit we will consider two
projects in India supported by the Order of St Lazarus which has been
concerned with helping lepers since its early origins.
The Leprosy Mission in West Bengal has operated since 1902. It provides
food, clothing, shelter and care to over 40 victims of leprosy with a view to
them enjoying a dignified life of improved quality. Their particular
requirements for medical treatment and prostheses are also addressed.
Many of the residents were previously rejected and unwanted. One was
sent away by her four sisters who were subsequently abandoned by their
husbands on account of her leprosy. Another resident who has lost his
fingers and most of his toes helps with the mission's cattle and is learning
to read.
In 2013 there were 54 leprosy-affected children residing in the Rainbow
Children's Home and receiving nutritional, medical and educational
support. They are encouraged to communicate with members of their
families who remain in leper colonies and to support each other and the
home. Their experiences of birthdays and outings contrast strongly with
those of many lepers whose daily lives in India echo those of victims of
leprosy two thousand years ago. Yet this continuing strand of human
suffering could be ended.
International call for Action
In 2013 seventeen Ministers of Health from highly endemic countries
reporting over 1,000 cases per annum met for an international leprosy
summit and issued the Bangkok Declaration. This called for a
reaffirmation of commitment - with appropriate resourcing and use of
multi-drug therapy - to achieve the goal of a world without leprosy. Because
they cannot feel pain in areas affected by the decease lepers can suffer
more than others from accidents. Cases therefore need to be detected
before disabilities occur.
Many cases of leprosy may be undiscovered and/or undisclosed. In India
lepers face discrimination on many grounds and this can lead to both
concealment and marginalisation. Lepers cannot stand for election and
leprosy is grounds for divorce. For much of our recorded history they have
been shunned and confined to leper colonies. The development of a
vaccine would increase the protection afforded to those living in areas
where leprosy is endemic.
The elimination of leprosy is a significant, appealing and achievable target.
For those aspiring to make a difference there is an opportunity to achieve a
milestone in history and benefit India and many countries in which the
disease is found. We could lay a traditional scourge of mankind to rest.
Elimination is affordable and modest sums can support communities of
lepers. However, prompt action is required as there is also a risk that drug
resistant strains may emerge. To be sure of success the elimination of
leprosy needs to become a core CSR goal while a window of opportunity
exists.
*Prof. Colin Coulson-Thomas of the University of Greenwich and Director-
General, IOD India for UK and Europe Operations, and leads the
International Governance Initiative of the Order of St Lazarus.
13
Most CSR practitioners believe that for just emerging or developing
countries, tackling CSR issues through laws and regulations is challenging
and problematic. These experts believe that CSR enforcement by
governments requires political will to enact laws, technical expertise to
understand environmental hazards, and resources to enforce regulations.
Moreover, research has shown that, in developing countries companies do
not comply with existing legal frameworks related to corruption, fair trade
practices, respect of human rights, and other CSR-related laws (Rahbek-
Pedersen and Muniche, 2006). In spite of these difficulties, a few Asian
governments have enacted CSR regulations, including India.
Having had very little progress in the direction of voluntary CSR initiatives
by the private sector, in 2013 government of India passed a compulsory
CSR regulation to enforce businesses to act responsibly in addressing
environmental issues. Clause 135 of India's Company Act of 2013
mandates that companies meeting certain criteria in terms of profit, net
worth or turnover spend at least 2% of their average net profit in the
previous three years on CSR activities.
CSR as a Voluntary and Self-Regulated Concept
In developed/industrialized countries of Europe and the US, CSR
initiatives by businesses are well formulated and the companies seem to
be genuinely interested in CSR. Many of the companies in these countries
are publicly held, global in nature with additional pressures to behave in
an ethical manner. In a study on accountability, Watts and Zimmerman
found that the large firms have a more political visibility and are subject to
a greater external scrutiny and, hence, are willing to be active with CSR
initiatives (Watts and Zimmerman, 1986).It has also been noted that CSR
is an increasingly pervasive phenomenon in European and North
American economic and political landscape. Researchers have found
that neo-institutional and stakeholder theory show the differences in the
institutional environments of Europe and the U.S. affect expectations
about CSR to society (Doh and Guay, 2006). These differences in the
institutional framework often manifest into government policy and also
that of the non-governmental organizations (NGO) activism towards
issues involving CSR. Research investigating the public policy issues that
guide CSR in Europe concludes that CSR a neo-liberal concept helped to
downscale government regulations, but that it has in turn matured into a
more progressive approach of societal co-regulation in recent years.
Implying that to be effective CSR polices should have the combined inputs
of self-regulation as well as regulation (Steurer, 2010).
Based on a review of the submissions to a 2005/2006 Australian
Government inquiry into corporate social responsibility investigating
whether CSR and accountability of businesses' actions should be
regulated or left to be determined by market forces, the results showed
that there were equally strong arguments made for both. On one hand, as
expected, the business community overwhelmingly favor an anti-
regulation approach whereas, social and environmental organizations
including a few individuals strongly support government intervention.
Ultimately the Australian government decided not to introduce national
legislation governing CSR and adopted
India's CSR Laws as an Opportunity for Indian Businesses
For Indian companies, especially those that are required to meet the
newcompany act concerning CSR, the law should be viewed more as an
opportunity to do good as well as avoid more stringent laws that might be
severely restrictive. In addition, embracing the CSR regulation might also
endear them to the public as well as the country's lawmakers. A further
benefit of accepting the law might be the way in which the Indian
government would deal with businesses, instead of being confrontational,
they might be more cooperative/collaborative in enacting new CSR laws. If
fact, some researchers have found that there are a few cases in which
governments have joined other stakeholders in assessing their role as
drivers of CSR. These initiatives have led some governments to seek
partnerships with intergovernmental organizations, thereby recognizing
the importance of collaborative public policy in encouraging CSR activities
(Albareda, Lozano, Tencati, Nidttun, and Perrini, 2008). Companies, of
course, are not in favor of lowering their profit margins, but they probably
could agree on an acceptable profit margin if CSR initiatives were arrived at
through negotiations with government rather than through enacted laws
and regulations.
There have been many conceptual arguments made for CSR to be non-
regulated for the reasons of efficiency, level of compliance achieved, and
lack of technical understanding within government bodies. In fact, some
suggest that improving CSR accountability could be achieved through
stakeholder engagement and co-operative arrangements between
businesses' and affected entities (Ihugba, 2014).
INDIA'S CSR LAW- AN INNOVATIVE SOLUTION*Dr. Mahesh Chandra and Dr. James P. Neelankavil
15
All the above compelling reasons make it imperative that Indian
companies follow the new CSR laws and use it to their advantage. This is a
great opportunity for Indian companies to be a good corporate citizen as
well as be viewed by the Indian government as a cooperative partner in
reducing the environmental destruction.
A collaborative effort between governments and businesses that brings
complementary skills to the table would in the final analysis be probably
more successfulin implementing CSR laws.If the Indian companies view
the new law as a threat, they will definitely be viewed as being
Here are IOD’s Certified Directors
126th Masterclass for Directors, January 23 - 25, 2015, Bengaluru
Name Designation Company Mr. Sridhar Venkatachalam Director Empowertrans Pvt Ltd
Mr. Bhaskar Mahendrakumar Chavda VP & GM India Marketing Replicon Software India Pvt Ltd
Mr. Raj Rao CTO Hospitality Finance Co. India Pvt Ltd.
Ms Usha Rangarajan CTO Tata Teleservices Ltd
Ms. Reena Dayal Yadav Head - Corporate Industry Forums and Standards TCS
Dr Garima Vashistha Chairman Tholons
Mr. K.V. Prabhakar Chief Manager Syndicate Bank
Mr. Suswaram Badari Narayana Murthy Manager Syndicate Bank
Ms. Abha Saxena Founder Social Equity Advisory Services
Mr. Ravindra Ramaswamy Win Win Technologies
Ms Kavitha Kestur Chief Vigilance Officer BEML Ltd
Ms. Moumita Bhattacharya S.T. Writer Oracle India
Ms. Kameshwari Rao Director - People Strategy Sapient
Mr. S.K. Goel Independent Director IRFC
Mr. Pradeep Jagtap Lead - Retail Bank ANZ
Mr. Jagadish Nanjappa Head - Technology Enzen Global Limited
Name Designation Company
Mr. M. Venkatesh Rao Group GM MRPL
Ms. Vishakha Pota Proprietor Vimark Plus
Mr. Mauleesh Pota Proprietor Vimark
Mr. Ashutosh Nadkarni Managing Director KKN Land Systems India
Ms. Gauri Gokhale Vice President Atos India
Mr. Hemant Kale Managing Partner Yashodhan Consulting
Mr. Dibyalochan Ojha Chief Financial Officer NEC India Pvt. Ltd.
Mr. Kapil Chhabra Director HERF Solutions India Pvt. Ltd
Mr. Vinayak Kamath Director Viva Corporate Advisors Pvt. Ltd.
Mr. V.S. Sriram
Mr. Somdev Singh Vice President Program Management Essel Infra Projects Limited
Mr. Sanjay Desai Director, Supply Chain Asia Thermo Fisher Scientific
Mr. Gyan Prakash Srivastava Director Central Electronics Ltd
Mr. Anup Kumar Singh Head of Business Development Maersk Group
Mr. Hariharan Goplakrishnan Retd. MD ESAB India Ltd
Ms. Meenakshi Roy Leadership Coach and Strategic HR Partner RBNL
Ex Sr. Corporate VP & Chief Customer Officer HCL Technologies Ltd
127th Masterclass for Directors, 30 January - 1 February, 2015, Mumbai
17
for the month January 2015IOD Certified Directors
confrontational which in all likelihood make things worse for these
companies.
* Dr. Mahesh Chandra, Assoc. Professor, Department of Information
Systems and Business Analytics, Zarb School of Business, Hofstra
University, NY.
* Dr. James P. Neelankavil, Professor of Marketing and International
Business, Zarb School Business, Hofstra University, NY.
It is my privilege to speak to the leaders of the industry and various
stakeholders involved in the corporate social responsibility initiatives in
the country. I would be using this opportunity to explain some of the
leading initiatives that UNDP has been implementing across the world with
the private sector for finding effective solutions for poverty alleviation,
environment protection disaster management. As we are all aware, private
sector plays an important role as an engine of economic growth and job
creation in developing countries. It provides goods and services,
generates tax revenues to finance essential social and economic
infrastructure, develops new and innovative solutions that help tackle
development challenges and it is a central actor in addressing climate
change. As such, the private sector is an important strategic partner for
UNDP in achieving its vision to help countries eradicate poverty and
reduce inequalities and exclusion within broader sustainable
development.
UNDP has projects related to private sector development or engagement
in most of the over 170 countries and territories where we provide
assistance. UNDP works with companies from a variety of sectors, for
example, water, energy, extractives, food and agriculture, consumer
products, healthcare, finance and information technology. Private sector
companies have supported UNDP projects directly with US$135 million
between 2009 and 2013.
UNDP's collaboration with the private sector can take various forms:
• Facilitate discussions between public and private sector and the civil
society on a specific development theme or industry sector;
• Find solutions for development challenges through core business
activities and initiatives that include low-income groups into value
chains as producers, suppliers, employees and consumers;
• Mobilize private sector financial and in-kind resources for development
projects;
• Leverage innovative technologies and solutions for development;
• Form broader collective action initiatives on key development issues.
In today's global economy access to new markets, products and
production opportunities are important for companies' competitiveness.
At the same time economic development is central to the long-term
success of businesses as the provision of affordable goods and services
and job opportunities to the poor generate rising incomes and thus new
market opportunities. Companies around the world are recognizing the
benefits from taking greater responsibility and contributing towards
sustainable development.
Operating in a developing country and implementing inclusive business
models that offer the potential for development impact along with
commercial success however may lead to a range of complex issues that
companies may not be able to handle on their own. Often these challenges
can best be addressed in partnership with other actors – including other
businesses, government agencies and civil society organizations. By
partnering with UNDP many of the challenges can be addressed
effectively.
Most UNDP programmes with the private sector aim at inclusive market
development (IMD). Inclusive markets are markets that extend choices
and opportunities to the poor (and other excluded groups) as producers,
consumers and wage earners. Inclusive markets thus create jobs and
affordable goods and services needed by the poor.
In a number of developing and transition countries UNDP contributes to
development of inclusive markets by working in the areas of improving
policy frameworks, developing value chains, improving access to
affordable goods and services, supporting entrepreneurship development
and corporate social responsibility.
The IMD approach focuses on entire markets or sub-sectors that are
important to the poor by addressing barriers to inclusive market
development at micro, meso and macro levels. Such barriers include, e.g.
lack of appropriate policies, limited access to finance and markets, weak
value chain linkages, capacity constraints and lack of infrastructure. Thus,
various interventions at different levels might be needed.
The IMD approach promotes participation of all relevant actors at various
levels. Which market or sector to target and how to promote inclusion is
defined through an open and participatory process where the focus is on
the sectors or markets that are important to the poor. The process involves
not only UNDP and other UN agencies but also additional partners and
stakeholders such as the local government, academia, private sector
organisations, civil society organisations, etc. Upon selection of target
CORPORATE SOCIAL RESPONSIBILITY - UNDP INITIATIVES*Dr. Jaco Cilliers
19
sector or market the sector specific stakeholders are identified along with
investors and lead firms. This ensures a demand driven strategic
approach where the opportunities for the poor are the starting point.
Based on the IMD approach UNDP leads a global multi-stakeholder
research and advocacy initiative- The Growing Inclusive Markets (GIM). It
seeks to understand, enable and inspire the development of more
inclusive business models around the globe that will help to create new
opportunities and better lives for many of the world's poor.
The GIM initiative involves a broad range of partners from developed and
developing countries, has produced global, regional and national reports,
action-oriented research tools, a web-based knowledge management
platform, and generates capacity building, network building and
knowledge sharing at the local level.
The GIM approach seeks to demonstrate how business can significantly
contribute to human development by including the poor in the value chain
as consumers, producers, business owners or employees ('inclusive
business models'). GIM highlights portraits of successful simultaneous
pursuits of revenues and social impact by private actors, from social
entrepreneurs to local small and medium-sized enterprises, large
domestic companies and multinational corporations, but also state-
owned companies and civil society organizations.
I would like to highlight another UNDP innovation: The Business Call to
Action (BCtA). It is a global initiative that seeks to harness the power of
business investments to reduce extreme poverty and improve the lives of
millions.
Launched in 2008, the Business Call to Action (BCtA) aims to accelerate
progress towards the Millennium Development Goals (MDGs) by
challenging companies to develop inclusive business models that offer the
potential for both commercial success and development impact.BCtA's
value-added stems from its ability to provide:
• A global leadership platform and opportunities to share expertise,
knowledge, and best practices for market-based approaches to
development;
• Initiative development advice and assistance; and
• Linkages with companies, donors, and other key stakeholders.
BCtA member initiatives include pledges to provide access to banking
services for more than 40 million people, promote improved nutrition for 8
million children, and enhance access to energy for 7.1 million low-income
households.
The United Nations Global Compact is largest corporate sustainability
initiative in the world with more than 10,000 signatories based in more
than 140 countries, and Local Networks existing or emerging in over 100
countries. Global Compact Network India is the Indian arm with 183
leading corporates.
UNGC is a call to companies everywhere to:
• Voluntarily align their operations and strategies with ten universally
accepted principles
• Areas of human rights, labour, environment and anti-corruption
• Take actions in support of UN goals, including the Millennium
Development Goals
• A leadership platform for the development, implementation, and
disclosure of responsible corporate policies and practices
In India, UNDP has worked in India since 1951 in virtually all areas of
human development from democratic governance to poverty eradication
and sustainable energy and environmental management. Our
programmes are aligned directly with national priorities and are reviewed
and adjusted annually. Our use of flexible implementation modalities to
provide a full range of demand-based development services makes us the
preferred partner of government and private sector foundations in
implementing development initiatives. We look forward to partnering with
you in implementing development solutions on the ground and
contributing to the goal of inclusive and sustainable development.
* Dr. Jaco Cilliers currently works as the Country Director for the
United Nations Development Programme (UNDP) in India. He
specialized in sustainable development, social and political
interventions, as well as reconstruction and transformation
processes.
NEW MEMBERS OF THE MONTH January 2015
INDIVIDUAL MEMBERS
INSTITUTIONAL MEMBERS
Name Designation Company
Mr Anshuman Neil Basu Chief Executive & Director SCM Programs Private Limited
Mr Rajendran M Managing Director Kaavian Systems Private Limited
Mr Gautam Malik Chief Executive Officer Kanchan Janga IntegratedInfrastructure Dev Pvt. Ltd.
Mr Surya Kant Agrawal General Manager Finance & Company Secretary Machino Plastics Limited
Mr Alfred Tuinman Director Our Man in India
Mr Regunathan Srinivasan (Retd.) Vice President BASF
Mr Bhagwandas Bhojwani MD Imerys Minrals (I) Pvt. Ltd.
Mr Kokkonda Venkateshwar Resident Construction Manager/Sr Manager( Proj.) Powermech Projects Ltd.
Dr Shirshendu Mukherjee Senior Strategic Advisor Wellcome Trust
• Futurenet Technologies India Ltd • CIMA India Liaison Office
21
Dr. S. S. Kshatriya, IASChief Secretary, Govt. of Maharashtra
receiving Distinguished Fellowship
of IOD from Mr. Subhash Desai,
Hon’ble Minister of Industries, Govt. of Maharashtra
& The Rt. Hon. Baroness Verma, Minister for Energy &
Climate Change, Govt. of UK
IODDISTINGUISHED
FELLOW 2014
r. S. S. Kshatriya, IAS belongs to the 1980 batch of Indian
Administrative Service. Has held various important Dassignments in Maharashtra and served Government of
India in the Ministries of Steel, Power & Home Affairs. Under State
Government, he has held crucial assignments like Vice President,
MHADA, Commissioner of Sales Tax, General Manager, BEST,
Principal Secretary to Chief Minister, Municipal Commissioner of
Mumbai. He was the Chairman of the Committee for classification of
Commodities, where he drafted the law for Value Added Tax system.
As Principal Secretary of Housing Department, he wrote the Housing
Policy for the State focusing on affordable housing. He prepared the
policy for renewal of leases and introduced the Suvarna Jayanti
Rajaswa Abhiyan, which has received tremendous public response.
He has served both State Govt. and Govt. of India with great
distinction.
31
Golden Peacock AwardsA Strategic Tool to Lead the Competition
Golden Peacock Global Award for Corporate Social Responsibility (GPGACSR)
Tata Motors LimitedIndiaSector – Automobile
Tata Motors Limited is a leading company in automobile sector with 52% market share in commercial vehicle category.
During the current year it has allotted 5.17% of annual profit for CSR activities. The thrust areas of its CSR activities are
health, education, employability and environment. It has issued CSR policy and has a CSR committee. Its major work
consists of : Improvement in physical infrastructure of schools; Construction of internal village roads; Skill development
of youth including driver and mechanic motor vehicle training program; Tree plantation around its manufacturing units;
Provide safe drinking water in drought prone villages; Run mobile medical clinic in villages and hospital for community;
Infrastructure and facility up-gradation of ITIs. Tata Motors supports Sumant Mulgaonkar Development Foundation
towards implementing 'Amurtdhara' - National Drinking Water Project to provide safe drinking water to communities. It
started Learn, Earn and Progress (LEAP) program to train youth as motor vehicle mechanic.
PT Bank Mandiri (Persero) TbkMandiri Micro Business, IndonesiaSector – Financial (Banking)-Government
PT Bank Mandiri (Persero) Tbk is the second largest bank in Indonesia with turnover of IDR 32.71 trillion. It has over
2000 branches in Indonesia and 7 foreign offices. The bank allocated IDR 5 Billion last year for Community
development projects. It supports Hydro- power to generate renewable energy. CSR program is focused to have key
positive impacts in sectors of education, training, healthcare, scholarship, business mentoring, and financial lectures,
which has contributed to community development in Indonesia. Bank has implemented a program in Argorejo village in
the province of Yogyakarta, Indonesia. Argorejo was selected to host the pilot project due to its underdeveloped status
despite its enormous potentials. Comprehensive and integrated mentoring and empowerment programs are aimed at
local community with focus on agriculture, livestock husbandry, and the creative industries to improve food self-
sufficiency. The project makes use of many food crops found locally and improve them in productivity and product
variety. This includes rice plantation, oyster mushroom cultivation, cattle farming, gardening, and freshwater fishery.
Besides, it also promotes the use and development of alternative sources of energy.
Doha BankQatarFinancial (Banking)- Private
Doha bank is the leading bank of Qatar and has shown growth in total assets, on year to year basis, for the last five years
and 137% growth in equity in last 6 years. The branch has taken more than 30 initiatives for community investment.
Prominent is an Eco-school concept for school children with an Eco-school website and Eco-star awards scheme. The
Eco schools program is absolutely free of charge and user friendly. It delivers ECO-curricular activities for the next
generation, which provides a creative learning environment for children to become more resourceful, innovative,
artistic, imaginative and proactive in saving the environment. Audit of CSR activities is done by an internal audit task
force.
Dubai CustomsUAESector- Government
Dubai Customs is a public service organization with an agenda to facilitate free trade and ensure the control and
security of Dubai's borders and integrity. It has implemented SA 8000, the social accountability standard. It has CSR
Vision, Mission, Values and Policy. CSR allotment is 0.6% of previous year's expenses. The CSR policy drives it to carry
out activities for society, environment, market and workforce. Regarding assessment of social/ ethical impacts of
company's activities its CSR team gives all details to its Management; on KPI, on quarterly basis for analysis, for
comparing with target and deadline. It has strong CSR management practices and conducts internal audit of CSR
activities.
Mr. Ravindra Pisharody, Executive Director, Commercial Vehicles, Tata Motors Limited, India receiving the Award
Mr. Khalil Saqer Bin Gharib, Director Corporate Communications, Dubai Customs, UAE receiving the Award
Mr. G. Pattabiraman, Country Manager – India, Doha Bank, Qatar receiving the Award
Mr. Hery Gunardi, Director of Micro and Business Banking, PT Bank Mandiri (Persero) Tbk receiving the Award
ACHIEVEMENTS
WINNERSHIGHLIGHTS OF
2014
33
SanDisk CorporationUSA
Sector- Software
SanDisk Corporation is a global leader in flash memory storage solutions. Company transfers 0.5 % of net profit, each
quarter, to SanDisk Foundation, which is designated for CSR activities. SanDisk has contributed to: The distribution of
over USD $25 million to over 1,000 charitable organizations worldwide since 2003 – over USD $8 million last year;
Providing needed training, education and support to the unemployed & under-employed; Supporting research to fight
against cancer; Providing education, health care and prevention services to the poor ; Serving food to seniors,
homeless youth and children around the world; Providing SanDisk product donations to schools, humanitarian aid to
medical health organizations; Housing for the homeless and victims of domestic violence; and Supplying educational
materials, scholarships, mentoring and tutoring to poor, talented school and college students. Its innovative social
project is titled 'The impact of corporate community partnership on global hunger' and has perceptible impact on
community. SanDisK employee volunteers' philanthropic and program support has enabled the 'Second Harvest Food
Bank provide more than 6 million meals to families, children, seniors and veterans in its local communities
Maruti Suzuki India Limited New Delhi
Sector - Automobile
Maruti Suzuki India Ltd, a subsidiary of Suzuki Motor Corporation; and is the first company to produce and sell more
than a million cars in India. As a part of CSR, the company undertakes development projects in areas of education,
sanitation, healthcare and rural infrastructure for local communities. The Company is undertaking social projects in
Manesar, Gurgaon and Rohtak. The infrastructure development work includes construction of toilets, boundary walls,
pavements, drinking water tanks, repair of electrical fittings, provision of fans and horticulture work. The Company has
contributed to upgradation of 7 government schools, out of which 3 have been declared the “most beautiful schools”
by the State Education Department. Around 7,500 students, many from underprivileged sections of society, have
benefitted from the education program of the Company. It started working on sanitation and of the villages where it
worked, one village “Alihar” has been declared Nirmal Gram in 2013-14 under the Nirmal Gram Puraskar scheme of the
Government of India. In healthcare field it donated ambulances to the Civil Hospital in Gurgaon, which have attended to
over 2785 medical emergencies during the year.
UltraTech Cement Ltd, Rajashree Cement WorksGulbarga
Sector - Cement
UltraTech Cement Ltd, Rajashree Cement works, Gulbarga is the single largest cement plant in India. It has adopted
CSR policy with a well defined vision aligned with 5 core strategies like Community health, Education Upliftment,
Infrastructural Development, Livestock development, Livelihood & Social issues. It allocated 2.24% of annual profits for
CSR. The company CSR activities include donations/contributions to organizations and institutions involved in service
to the under-privileged, for example, schools for the visually challenged, skill training initiatives for the youth and
women, pre-school centres, library book distribution, and community toilets. It has formal MOUs with Sarva Shiksha
Abhiyan for school improvement and with ICDS for improvement of identified Aanganwadis. It also organizes activities
like self Help Groups, livelihood trainings, health program, eye camps, immunization camps, health camps, family
planning camps and provision of potable water. Its social project has been 'Skill development with focus on livelihood'.
WNS Global Services Pvt LtdMumbai
Sector - BPO
WNS Global Services is a 100% subsidiary of WNS (Holdings) Ltd, a leading global Business Process Management
(BPM) company. WNS framed its CSR policy to establish its commitment to serve the community, through its various
programs under the aegis of WNS Cares Foundation (WCF). WCF has customized projects and programs for each of its
international locations. The infrastructure that WCF invests in, is usually Computers, Book Cabinets for the Library and
Books and Sports Equipment. The company also invests in Beautification of Computer Labs to make the environment
more friendly, warm, and conducive to learning. WNS Cares Foundation vows to create a more equitable society for
future generations. The aim is to equip underprivileged children and youth so that they reach their potential to the
fullest. The holistic approach adopted by WCF in developing these children and youth is by offering them academic
qualifications, computer literacy and real life skills, which spur their self-esteem and confidence.
Golden Peacock Award for Corporate Social Responsibility (GPACSR)
Mr. Vivek Tyagi, Director, APAC Sales, SanDisk Corporation, USA receiving the Award
Mr. Ranjit Singh, General Manager (CSR and Sustainability), Maruti Suzuki India Limited receiving the Award
Mr. Keshav R. Murugesh, Group CEO, WNS Global Services Pvt Ltd receiving the Award
Mrs. Rajashree Birla, Chairperson, Aditya Birla Centre for Community Initiatives and Rural Development receiving the Award
35
Gujarat State Fertilizers & Chemicals LtdVadodara
Sector- Chemicals & Fertilizers
Gujarat State Fertilizers and Chemicals (GSFC) was incorporated as a joint sector company in 1962. Going beyond the
mandatory 2%, GSFC has been contributing as much as 14% of its profit, towards various CSR activities. It has
implemented CSR policy and has Board level CSR committee. Its focus areas are providing total solutions to the
farmers, through awareness, training, technological support through GSFC's Science Foundation and Agricultural
Development & Agricultural Services Department. Other CSR activities are: Promoting education and employment
enhancing vocational skills; Promoting gender equality, empowering women, setting up homes and hostels for women
and orphans; Setting up old age homes, day care centres; Ensuring environmental sustainability, ecological balance,
protection of flora and fauna, animal welfare, agro-forestry, conservation of natural resources; Maintaining quality of
soil, air and water; Training to promote rural sports; Promoting healthcare, sanitation and making available safe
drinking water. GSFC sponsors mid-day meals for 1,30,000 school and aaganwadi children by supporting the nutrition
program of NGO -Akshaya Patra Foundation. GSFC plans to build 1000 House Hold Sanitation Latrines in the remote
villages in Vadodara district in 2014-15 at a cost of INR 1.7 Crores.
Dr. S. K. Nanda, IAS, Chairman & MD, Gujarat State Fertilizers & Chemicals Ltd receiving the Award
Samsung India Electronics Pvt Ltd Gurgaon
Sector- Electronics
Samsung is a global leader in digital technologies. The company has allocated 2% of its average net profits for CSR over
the last three years. Samsung's flagship CSR initiative in the country is the Samsung Smart School program. It has been
setting up Samsung Smart Classes at Navodaya Vidyalaya in different parts of the country thereby improving the
quality of education. It signed an MOU with Micro, Small and Medium Enterprises (MSME) and has set up two MSME-
Samsung Technical Schools one at Delhi and other at Hyderabad to impart Advanced repair and Industrial skills
enhancement program. Further it trains teachers across the country as 'Guru Shiksha' initiative. It has adopted a village
to bring in several improvements in the infrastructure, health and education facilities. Mr. HyunWoo Bang, Senior Vice President, Chief Relations Officer, Samsung India Electronics Pvt Ltd receiving the Award
State Bank of IndiaMumbai
Sector- Financial (Banking)
State Bank of India (SBI) is committed to maintaining highest standards of ethical conduct, saving environment and
doing service to the society as their social responsibility. It has implemented CSR policy. It has spent over INR 148
Crores on CSR activities, 1.37% of Profit after tax. Focus areas of CSR activities are: Support in education; Healthcare;
Assistance to poor and underprivileged; Environment protection; Entrepreneur development program; Assistance
during natural calamities. SBI provided 1,40,000 electric fans to 14,000 schools across the country, infrastructural
support like furnitures, computers, donation of 130 buses and vans to physically/ visually challenged children and
those belonging to weaker sections of society. It donated 618 medical vans/ ambulances and medical equipment to
165 centres and installed more than 88,000 water purifiers in schools ensuring clean and safe drinking water. SBI
signed an MOU with Enable India - NGO for imparting skill development program for physically challenged persons in
Karnataka state. Its branches arranged numerous blood donation camps, Eye camps, Health camps and supported
tree plantation for environment protection and windmill for power generation.
Mr. Vinod Pande, GM - Corporate Communication & Change Management, State Bank of India receiving the Award
ICICI Foundation for Inclusive GrowthMumbai
Sector- Financial Services
ICICI Foundation for inclusive growth is the CSR arm of the ICICI Group. The foundation has a strategy to partner in India's
inclusive growth, through projects in the area of education, healthcare, skill development and sustainable livelihoods.
By strengthening public health systems and delivery mechanisms, it aims to improve access to healthcare for some of
the poorest communities across the nation. In the area of skill development & sustainable livelihoods, the Foundation
has launched ICICI Academy for skills and Rural Self – Employment Training Institutes (RSETIs).
Mr. Chinmay Sengupta, Chief Operating Officer, ICICI Foundation for Inclusive Growth receiving the Award
37
NMDC LimitedHyderabad
Sector- Mining & Metallurgy
NMDC is the largest public sector unit devoted to mines and mineral development. NMDC Ltd places emphasis on
employee's participation and involvement in CSR activities. CSR is embedded in organizational culture and top
management is fully committed to achieve objectives of CSR programme. The impacts of CSR activities includes:
Reduction in Infant Mortality Rate (IMR); reduction in Maternal Mortality Rate (MMR); High Per Capita Income and
Substantial improvement of Human Development Index. The sectors of CSR activities are: Healthcare; education;
literacy promotion; improving rural infrastructure; empowerment of women; child welfare & income generating
programs.
Oil and Natural Gas Corporation Ltd.New Delhi
Sector- Oil Production
Oil and Natural Gas Corporation (ONGC) is a leading PSU. It has implemented CSR policy, has a CSR committee and is
committed to allot 2% of Profit after Tax for CSR activities. CSR projects are carried out through specialized agencies
singly, in collaboration or under Public Private Participation (PPP) mode. Focus areas are Healthcare, education, literacy
promotion, improving rural infrastructure, community development, welfare programmes, economic empowerment of
women, income generating programmes, child welfare, community relations: involving employees in community
development and providing social amenities. ONGC started project 'Swavlamban Abhiyan', in collaboration with
Artificial Limb Manufacturing Corporation of India (ALIMCO), distributing aids and appliances to persons with
disabilities reaching out to 41000 of the poorest of poor people. Other CSR projects are in Healthcare sector namely
Medical camps, Health schemes for women and elderly people and immunization programs. It partnered with Help –
Age India to run 20 Mobile Medicare units under social project - 'Varishtajana Swasthya Sewa Yojana' aimed to serve
aged people in remote areas.
Biocon LimitedBangalore
Sector- Pharmaceutical
At Biocon, CSR has been an integral part of business since inception. It has formed CSR policy and implements CSR
activities through Biocon Foundation, Biocon Academy and External Partners. CSR focus areas are Healthcare,
Education and Civic infrastructure. It has allocated 2% of its annual profit as funds for community development works. It
monitors Immunization process, and conducts Maternal and child health camps. Biocon Foundation and the
Government of Bagalkote have a common vision of eradicating malnutrition in Badami Taluk in North Karnataka.
Currently, Biocon Foundation is working with 398 Anganwadis reaching almost 30,000 children in Badami. The primary
focus of this program is food security for pre-school children; regular health checkups and timely medical intervention
when required; awareness and education of the parents and caregivers. Under the education initiative, Biocon
Foundation has an initiative 'Chinnara Ganitha' which helps to bridge the gap in Maths education. For Infrastructure, it
developed Biocon Nagar- a township consisting of 411 houses equipped with solar light. The foundation is in the
process of building a school, health center, water purification system as well as a solid waste management system.
Biocon provided access to sustainable and clean sanitation facilities to rural communities – 1000 household toilets
and several community toilets have been built so far. Further it provided clean drinking water and set up a water
purification plant in Huskur, rural Karnataka. Its social project include: Mobile Early Detection and Prevention of Oral
Cancer (mEDPOC) for early detection and prevention of oral cancer at the community level, thereby decreasing the
incidence and severity of oral cancer, which has an annual target of 30,000 population in both urban and rural areas.
Cisco Systems (India) Pvt LtdBangalore
Sector- IT
Cisco System (India) Pvt Ltd , has been a pioneer in networking technologies since 1984. Under CSR program, Cisco
invests in programs that give students the foundation to succeed beyond school. The company focuses on the skills
needed for information & communication technology (ICT) careers and emphasize the importance of Science,
Technology, Engineering & Mathematics education, especially in under developed communities. Networking Academy
is Cisco's longest-running CSR program and is supported worldwide by public-private partnerships with educational
institutions, non-profit, non-governmental organizations (NGOs) and government agencies. The Cisco Networking
Academy program teaches students how to design, build, manage, and secure computer networks. In India, over the
past 15 years Cisco has supported the training of 84,000 students through 190 partnerships with Higher Educational
Institutions, Vocational schools, Public Sector agencies and the non-profit sector across 25 states and union Territories.
Mr. Purushottam Kaushik, Director Operations, Sales, Cisco Systems (India) Pvt Ltd receiving the Award
Mr. Rabindra Singh, Director (Personnel), NMDC Limited receiving the Award
Mr. Alok Misra, Executive Director, CSR, Oil & Natural Gas Corporation Limited receiving the Award
Mrs. Rani Desai, Head - Biocon Foundation, Biocon Limited receiving the Award
39
Concentrix Daksh Services India Pvt LtdGurgaon
Sector- BPO
Concentrix Daksh Services India Pvt Ltd, is a BPO Service provider, with 24000 employees, involved in Customer
relationship management, marketing, sales, front- line customer support, back office- customer support, product
support, social media monitoring and analysis. The India HR strategy is designed and aligned as the derivative of the
Concentrix global HR strategy and the aim is to become the 'Employer of choice' in Indian markets. It has three key
drivers to orient itself: 1. Corporate Culture - Atmosphere and Environment, Empowering, Pay for Performance; 2.
Continuous Learning & Development - Progress Front line, Job rotation, Next in Readiness; and 3. Acquisition & Nurture
Talent - Leverage supply, Improve Engagement. Further the HR takes the following steps too: Transformational
Leadership; Accelerated Management Program from Indian School of Business; Application of the Learning - Designing
of Strategies at Offsite Strategy meets; Top Talent Program; People Manager Development Strategy.
Steel Authority of India LimitedNew Delhi
Sector- Steel
Steel Authority of India Limited (SAIL) is the largest public sector steel producing company. It is a Maharatna status
company with Govt. of India holding about 75% equity. It has formed CSR policy, duly approved by its Board. SAIL is
committed to allocate 2 % of its Profit after Tax of previous year for CSR. Focus areas of CSR are: Village development
including development of 'Model Steel Villages' (MSVs), providing Medical and Healthcare, Immunization; Education;
Access to water facilities; Construction of roads; Road side drains & Street lights; Environment; Women empowerment;
Assistance to people with disabilities; Sustainable income generation through Self help groups; promotion of Sports;
Arts, Culture & Recreational activities. During the last 3 years, over 9700 health camps were organized benefitting more
than 5.9 lakhs people. SAIL has provided access to over 77 lakh people across 435 villages since inception by
construction and repair of roads. It has installed over 7000 water sources to provide drinking water access to over 42
lakh people. It provides Mid-day meals to students of Govt. schools in and around Bhilai and Rourkela and healthy &
nutritious meals are being provided to 73000 students in around 550 schools every day. SAIL has planned to construct
814 toilets in 676 schools under ' Swatchh Bharat- Swatchch Vidyalaya Campaign'.
Golden Peacock HR Excellence Award (GPHREA)
Accenture Services Pvt LtdBangalore
Sector- Consultancy
Accenture is a global management consulting, technology services and outsourcing company, with approximately
319,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive
capabilities across all industries and business functions, and extensive research on the world's most successful
companies, Accenture collaborates with clients to help them become high-performance businesses and governments.
The company generated net revenues of USD $30 billion for the fiscal year ended Aug. 31, 2014. Accenture's
integrated HR strategy caters for continuous improvement during all stages i.e. Talent Acquisition, Talent Management,
Talent Development and Talent engagement. Its 2 Tier HR strategy covers: Service management reviews and Strategy
Tower Governance Model. It displays very high level of Innovation, in delivery of an effective HR strategy and a culture of
learning. It has a very large pool of software based processes covering all stages of HR activities.
Aditya Birla Nuvo Ltd, Indian RayonVeraval
Sector- Chemical
Indian Rayon a SBU of Aditya Birla Nuvo Ltd, is a leading company manufacturing high quality textile grade 'Viscous
Filament Yarn' (VFY). Its HR Group has formed variable pay scheme for higher productivity and the four areas which
impact the variable pay are: Business Goals, SBU and unit goals, Lead indicators, Individual Performance. It has career
development monitoring and coaching programs like '360 degrees feedback for one to one interaction' and 'direct
feedback exercise for personal interaction'. It has web- based E-learning Platform for self learning system. It has
collaboration with Harvard Institute for zero cost access to all Harvard e-learning Courses. HR softwares in use are
'Poornata' for employees' performance, 'ABG onstream' for communication and collaboration and 'Quest to Travel' for
travel services, hotel bookings, visa, Forex.
Mr. Binod Kumar, Director (Commercial), Steel Authority of India Limited receiving the Award
Mr. Ravinder Singh Rana, VP and Country Head, Concentrix Daksh Services India Pvt Ltd receiving the Award
Dr. Bir Kapoor, Unit Head, Aditya Birla Nuvo Limited, Indian Rayon receiving the Award
Ms. Ritu Bhati, Associate Director, HR, Accenture Services Pvt Ltd receiving the Award
41
Union Bank of IndiaMumbai
Sector- Financial (Banking)
Union Bank of India has shown uninterrupted profit during all 95 years of its operation. The Bank integrated HR strategy
consists of the following SRARK process : ie. Strategize; Plan; Acquiring skills; Recruit; KPI/ KRA Driven - committed to
be Performance focused for a fair and transparent system which promotes meritocracy. The Bank uses many
components of Human Capital Management for this. It has an interactive and transparent Performance Management
in Place. The Bank has rolled out a new interactive Performance Management System (PMS) based on the principles of
transparency and objectivity. The attrition rate for officers was 0.3% and for all staff was 1.2 % in 2013-14, which shows
the positive impact of the Bank's initiatives in employee engagement and employee grievance redressal system. The
Bank has been doing succession planning in right earnest and has conducted various assessment centre exercises in
association with leading HR consultants
Mr. Arun Tiwari, Chairman & Managing Director, Union Bank of India receiving the Award
Mahindra and Mahindra Financial Services Ltd, Mumbai
Sector- Financial Services
Mahindra and Mahindra Financial Services Limited (MMFSL) is a Non-Banking Financial Company (NBFC), catering to
the financial needs of the large population residing in rural and semi- urban areas of India. It has developed excellent
Training, Learning and Human Capital Development through innovative techniques like 'Chakrayuh', 'The third Eye' and
method of effectiveness of Learning and Development. It uses software like SAP and offers mobile – App based
programs.
Mr. Vinay Deshpande, Chief People Officer, Mahindra & Mahindra Financial Services Ltd receiving the Award
Cairn India LimitedGurgaon
Sector- Oil Production
Cairn India Limited is one of the large oil and gas exploration and production companies in India. Cairn HR supports
functional departments thereby aligning to the overall organizational and business KPIs. Some of the projects /
initiatives are : Career Ladders; Mentoring Framework; Competency Management System; Individual Development
Action Plan. Its recruitment process enables it to reach out to global talent pools. It has best in class global recruitment
partners who work as brand ambassadors and are able to attract diverse talent. Cairn's Talent Management Frame
work is: Identify - Define talent priorities and identify critical roles; Assess- Identify top talent and develop succession
plan; Plan- Draw up individual and departmental development plans; Develop and Engage- Implement individual and
group level developmental plans; Review- Monitor implementation Mr. Jatin Tyagi, GM - HR, Cairn India Limited receiving the Award
Hindustan Petroleum Corporation LimitedMumbai
Sector- Oil Refining
Hindustan Petroleum Corporation Limited (HPCL), is a Govt. of India company with Navratna status in oil refining sector.
It has implemented Performance appraisal system integrated with Balanced scorecard to ensure the alignment of its
strategies and action plans. It has done HR Automation and all HR processes from Recruitment to Retirement are e-
enabled, which has helped in transparency, accuracy, user friendliness. It has launched Project 'Akshay', a leadership
development program of 10 months' duration for aspirational strategy for future leadership development. The top ten
executives of the organization are being taken through this process.
Mr. Pushp Kumar Joshi, Director, HR, Hindustan Petroleum Corporation Ltd receiving the Award
43
SPECIAL COMMENDATION Golden Peacock Award for Corporate Social Responsibility (GPACSR)
Viom Networks LimitedGurgaon
Sector- Telecommunication
Viom Networks is India's largest independent Telecom Tower Company. It has 11% share of all the telecom towers in
India. The company follows the 3E development methodology – Education, Exposure, and Experience, which is
blended in a 10, 20 and 70% mix of learning interventions. It has an initiative 'CEO club' to identify and develop 25 high
potentials and groom them for the Circle Functional Heads and other lead roles. Besides it has mentorship programs,
where Senior leaders from corporate office are designated as 'Mentors' to Circle Heads. The manpower at Viom is valued
and aim to 'Attract', 'Develop', 'Engage' and 'Retain'. Other HR initiatives are: The Alchemists - an experience sharing series;
Creation of Subject Matter Experts known as 'Dronacharyas'; Gyansarovar - the on-line portal, Balance score card based
Role management; 'V-Meet' - the quarterly town-hall meeting led by the CEO; Launch of SAP Initiative – 'PRISM'
Mr. Sunil Maxwell Massey, Chief, HR & Business Excellence Officer, Viom Networks Limited receiving the Award
DP World Pvt LtdMumbai
Sector- Transportation - Ports
DP World has presence in 65 marine terminals in 6 continents. Its products are its container terminals and container
terminal-operations including loading, off loading and storing of containers in the yard. It has a well defined
Performance Management Process and Online System in place. Balance Score Card is used for alignment. DP World
globally has developed a People Development Framework (PDF), which is the career and succession planning tool that it
uses. The PDF framework helps the HR team to evaluate their employees on their Skills, Competencies and readiness
for future roles. It also helps the HR Team to develop a succession plan for the organization. At the end of a PDF
workshop the HR team is trained to define individual development plans for key resources in their organization and also
do effective succession planning for these critical resources. The PDF System is supported by an Online System, where
the outcome of this model can be monitored and tracked.
Mr. Devang Mankodi, Regional Director, Finance, DP World Pvt Ltd receiving the Award
Dhariwal Infrastructure LimitedChandrapur
Dhariwal Infrastructure Limited (DIL) is a subsidiary of CESC Ltd, a RP –Goenka group company. It has set up a 2 x 300
MW coal based thermal power plant, 12 Kms away from Chandrapur, in Maharashtra state. The company practices a
leadership style where value system fosters an energetic, motivational and innovative environment. Its CSR activities
has beneficial impact on surrounding villages in the following sectors: Income generation & Skill development;
Employment opportunity; Healthcare; Education; Literacy promotion; Economic empowerment of women; Agriculture
and water harvesting programs. It has allocated Rs 1 Crore and spent over Rs 72 lakhs in 2013-14 for community
development activities.
Mr. Madan Gupta, Managing Director, Dhariwal Infrastructure Limited receiving the Certificate
Mr. Debdatta Maitra, General Manager, HR, CESC Limited receiving the Award
CESC LimitedKolkata
Sector- Power
CESC, Kolkata, a power generation and distribution company, was established in 1897. Major reforms were introduced
in the HR processes of CESC, post 2010, with the objective of attracting, retaining and motivating key talents to meet
the changing business requirements. All HR policies/ strategies/ processes of the organization are aligned with the
overall business strategy for achievement of the strategic goals of the company. Knowledge Carnival is a first of its kind
event aimed at enabling an organizational culture fostering innovation and creativity. With the theme “Quest for
Innovation”, it was first organized at the campus of the International Management Institute, Kolkata in March, 2012. It has
now become a regular annual event. Major reforms were introduced in the HR processes of CESC, post 2010, with the
objective of attracting, retaining and motivating key talents to meet the changing business requirements. A cross functional
team was constituted with senior officials and based on their recommendation many initiatives were implemented for
Recruitment, Development and Retention of key talents. This has resulted in downward trend in attrition.
45
SPECIAL COMMENDATIONGolden Peacock HR Excellence Award (GPHREA)
Divis Laboratories Ltd.Hyderabad
Divis has the world's largest Active Pharma Ingredients (API) plant within one location with around 500 acres of land and
around 6000 employees. CSR is a part of its company culture since 1995. Its major CSR activities are: Health services
including health insurance to 20,000 BPL persons; Hygiene and sanitation; social infrastructure; promotion of
Education; support of the disabled; imparting employment enhancing vocational skills. It encourages its employees for
blood donation and imparting engineering skills to local community.
Manappuram Finance LtdThrissur
Manappuram Finance Ltd (MAFIL) is one of the Non Banking Finance Corporations in India providing loan against gold
security and owns one of the largest gold holding in India. Its major HR initiative is extending free health insurance to
20,000 below poverty line (BPL) families. MAFIL has set up the 'Manappuram Academy of Professional Education' to
provide free professional coaching for Chartered Accountancy (CA). Other CSR initiatives are: Free health care; free
medical camps; Day Care Centre; Manappuram foundation called 'Ma Mahima' for empowerment of women.
Mr. V. P. Nandakumar, MD & CEO, Manappuram Finance Ltd receiving the Certificate
Mr. L. Ramesh Babu, Vice President, Divis Laboratories Ltd receiving the Certificate
Mr. C. Padmakumar, Chairman and Managing Director, Terumo Penpol Limited receiving the Certificate
Terumo Penpol LimitedTrivandrum
Terumo Penpol Limited (TPL) is a 100% subsidiary of Terumo Corp. Japan and is India's largest blood bag manufacturer.
The CSR activities undertaken by TPL are: Organizing Blood donation camps; arranging training for customers;
arranging blood for needy patients, assisting the Govt Lower Primary Schools, distribution of school bags and note
books to all students, organize library in schools; arranging Science classes at schools in Villapil panchayat;
healthcare; employment of disabled & mentally challenged persons and internships for blind students.
47
Dr. Rajesh Save, Global Head of HR, Syntel Limited receiving the Certificate
Syntel LimitedMumbai
Syntel Limited is a leading company in IT sector. It provides digital transformation, information technology and
knowledge process services to Banks, Financial services, Insurance, Healthcare, Retail, Life science, Logistics, and
Manufacturing sectors. Its major HR initiative is Online training program on web and mobile devices for anytime
anywhere learning platform for employees. The Syntel Talent Engagement Program (STEP) is a leadership development
and performance management tool, used to identify the best talent and brings a holistic perspective to the business
landscape by identifying successors.
Ms. Sanita Chittilappilly, Director, HR, Visual IQ Techno Services India Pvt Ltd receiving the Certificate
Visual IQ Techno Services India Pvt. LtdErnakulam
Visual IQ, a medium and small service company, is a part of US based marketing intelligence Software Company for
improvement of marketing performance. To make Visual IQ attractive for young people with the culture and challenging
work it does, It has introduced programs like 'work at your comfort' where people are given options like Work from Home,
Flexible work timing, where they are not stressed and can meet companies requirement at the same time cater to family
needs which help them to strike healthy work life balance.
Angel Broking Pvt. LtdMumbai
Angel broking is a medium and small financial service provider company with a vision to provide best value for money to
investors. Company uses some of the online applications developed in house, HRIS system for all HR functions, CRMS
for client relationship management system, I sense (Advisory Dashboard) for B2C Business and Blink (Advisory
Dashboard) for B2B Business. Its talent development efforts have been for the Sales & service vertical with a career
Progression plan (CPP) for entry to middle management level.
Mr. Dhruv Desai, Head HR, Angel Broking Pvt Ltd receiving the Certificate
JK Tyre & Industries LtdChennai Tyre Plant
thJK Tyre & Industries, Chennai, also called Chennai Tyre Plant (CTP) in Tamil Nadu, is the 5 manufacturing Plant of JK
Tyre. CTP has demonstrated clear linkage of HR Work Systems with Vision, Mission and Core Values. It has Performance
Management Process, as a strategy to address & achieve business results apart from People Management Award. The
half yearly review provides information regarding training needs for the appraisee. As regards Talent Management, its
review process of IDPs (Individual Development Programs), MDPs (Management Development Programs), LDPs
(Leadership Development Programs) is a formal interaction amongst the Senior members (Business Head, Unit Head &
HODs) both at Business and Unit level.
Mr. K. A. Unni Nayar, Vice President, Works, JK Tyre & Industries Ltd receiving the Certificate
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We are constantly on the lookout for volunteer professionals or quality people nominated by their organisations who can become certified examiners for Golden Peacock Awards
Please send your CV at [email protected]
Quality, Business Excellenceand
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Supported by
IODInstitute Of Directors
49
costs if they cannot be accessed and utilised by key work-groups as and
when required to address a challenge or pursue an opportunity.”
He continued: “The key to competitive
success is to ensure certain jobs are
undertaken in a winning way. In uncertain
and competitive markets there may be little
point recruiting expensive people with
potential who may not be required at a future
date if they are neither engaged nor properly
supported. If existing staff in front-line roles
are not equipped to excel at tasks such as
winning business, building customer
relationships, pricing and purchasing there
may not be a tomorrow.”
The professor's investigations identify critical success factors for activities
that contribute directly to corporate success. They discover what high
performers do differently from less successful peers in these areas, and
examine how others can be enabled to emulate their superior practices. He
shared evidence from his recent reports Talent Management 2,
Transforming Public Services and Transforming Knowledge Management
which highlight the quickest, most affordable and least disruptive route to
high performance organisations. The findings suggest a new approach is
required. The new leadership he advocates puts greater emphasis upon
intelligent steering, implementation and ensuring that the people of
organisations are properly supported.
Coulson-Thomas believes there is little point producing plans that people
are not equipped to implement, or having highly motivated people who lack
the tools needed to do their jobs: “Boards should challenge CEOs and their
executive teams and question whether people – and especially those in
front-line and customer facing jobs – have the help they need to do what is
required to compete and win. Personalised 24/7 performance support can
provide relevant assistance whenever required, including when on the
move. It can also enable customers, clients and citizens to help
themselves, and it can simultaneously deliver multiple benefits to both
people and organisations.”
His presentation on “what's keeping boards awake and what should they
do about it?” was delivered at the Hotel Royal Orchid Central. The
attendees included Institute members and those completing its
Masterclass for Directors which leads to the award of Certified Corporate
Directorship.
Directors should ensure key work-groups excel at the
fundamentals of business
Boards are approving disruptive restructuring, introduce unnecessary
culture change programmes and initiate expensive talent wars rather than
ensure key work-groups are properly supported, according to Prof. Colin
Coulson-Thomas, author of Developing Directors and Winning
Companies; Winning People. Speaking to the Institute's Bangalore
Chapter he suggested that in many companies there are far too many
corporate initiatives that are not relevant to customers and which do not
relate to critical success factors for competing and winning. Sources of
competitive advantage, differentiators and the fundamentals of buying
and selling are often being overlooked.
The University of Greenwich Professor believes that in place of
preoccupation with areas driven by vested interests boards should
concentrate upon the distinct contribution they can make to the growth
and development of a business: “Their behaviours – what they do and the
quality of their thinking and the decisions they take – determine the value
they add. Directors should keep their feet on the ground in terms of focus,
speed and affordability and be aware of what is happening in the business
and market environment. The Conference Board in its CEO Challenge
2015 report undertaken with the support of its regional partner the
Institute of Directors of India identifies the concerns of Indian CEOs. Their
top two issues are human capital and operational excellence.”
Coulson-Thomas believes boards need to ensure human capital, financial,
technological and other resources can be harnessed and applied to what
directors are setting out to do in terms of vision, goals and objectives:
“Many companies are rich in human capital but poor in terms of
operational performance. Impressive capabilities represent overhead
Boards Urged to Avoid Distractions
news & events
51
SBI Youth for India was launched as a CSR initiative by the State Bank of
India to bridge the growing urban–rural divide in the country and to
mobilize educated urban youth to work on development projects in rural
areas.
The Need
With 55 per cent of the Indian population below the age of 25, India boasts
of the highest youth population in the world and this is a trend that will
continue for at least the next two decades. Such a demographic
distribution gives an indication of the energy, enthusiasm and idealism
that is available for harnessing, provided there are suitable avenues that
can attract young Indians. However, today, young people passing out of
universities look for the earliest opportunity to start climbing the corporate
ladder or to go abroad. While their value system has made them
materialistic in their outlook, they also feel helpless & frustrated about
their inability to act as change agents in society & find a higher purpose for
their lives.
On the other hand, economic liberalization & the growth in GDP have
apparently not touched 70% of the Indian population. Agriculture, which
engages about 50% of the nation's youth, is showing signs of an acute
agrarian crisis, which is sweeping across the country and has led to a large
number of suicides by farmers. The declining agricultural productivity,
falling employment opportunities in agricultural and non-farm sectors,
poor health care services and inability to access quality elementary and
higher education has enhanced poverty and distress amongst one third of
the rural population which has unleashed social tensions particularly in
under-developed & tribal areas.
One of the ways to bridge the widening urban-rural divide is to organize &
galvanize the youth, particularly the urban educated youth, so that they
voluntarily get involved in various developmental projects in rural areas
which people today perceive as being largely the responsibility of the
government. Some countries like USA have well-structured schemes (like
Peace Corps or AmeriCorps) to enable Volunteers to spend a brief period,
doing development work with underprivileged sections of society before
taking up their chosen profession. To translate our 'demographic dividend'
into a true 'development dividend', we need such initiatives, which will
sensitize & provide avenues for the more privileged sections to become
aware of ground realities and contribute through their personal efforts
towards building strong cohesive communities; a pre-requisite
for a stable socio-political environment, which in turn would
lead to economic regeneration.
We have in our country, a plethora of NGOs engaged in
development work in rural areas. However, the challenges and the
need to get involved in such work has somehow not captured the
imagination of the educated urban youth, partly because getting involved
in such work often means making a career choice for life. So, a well-
conceived, short term programmeis required at the national level, to
mobilize the educated urban youth to volunteer for development work.
Such a programmewould also need to be non-partisan & apolitical in
character.It was to meet this need that the State Bank of India launched
the SBI Youth for India Fellowship as a CSR initiative of the bank.
Vision
Uniqueness
The unique aspect of the fellowship is that it is structured to allow fellows to
work on any aspect of rural development as they deem fit. Unlike other
fellowships in the country, the SBI Youth for India programme allows
Fellows the freedom of choice to work on any aspect of rural development
and the opportunity to implement their own ideas of social change. The
Fellows are provided support systems and mentorship to achieve
SBI Youth for India fellowship is funded and managed by the State Bank of
India in partnership with reputed NGOs. The program seeks to bring
together India's best young minds to work on making rural development a
reality by:
• Providing educated Indian youth with an opportunity to touch
lives and create positive change at the grass root level in rural India.
• Providing NGOs working in rural India with educated manpower whose
skill sets can be used to catalyze rural development.
• Promoting a forum for the program alumni, to share ideas and contribute
to rural development throughout their professional life
Going ahead, SBI Youth for India envisions being a premier rural Fellowship
in the country to create a national movement for outstanding youth to be
involved in the development agenda of the nation.
SBI YOUTH FOR INDIA
52
milestones they set for themselves. For classification purposes, the
projects are grouped into 12 broad program areas that cover almost the
whole gamut of rural development:
1. Women's Empowerment
2. Alternative Energy
3. Health
4. Education
5. Rural Livelihoods
6. Traditional Art & Culture
7. Watershed Management
8. Local Self-Governance
9. Social Entrepreneurship
10. Technology
11. Food Security
12. Environment Protection
Partners
The Fellowship presently partners with the following reputed NGOs:
1. MS Swaminathan Research Foundation
2. BAIF Development Research Foundation
3. SevaMandir
4. Gram Vikas
5. Aga Khan Rural Support Programme (India)
Only reputed NGOs with a proven track record of at least two decades, with
projects in rural areas, are selected to be partners in this initiative. This
ensures that they have mature projects with adequate infrastructure and
grass root network to support the fellows in managing the logistics for their
projects.
Locations
Fellows are presently working in remote tribal villages of 10 states,
namely, Gujarat, Jharkhand, Karnataka, Kerala, Madhya Pradesh,
Maharashtra, Orissa, Rajasthan, Tamil Nadu and Uttarakhand.
Fellows
This year, the SBI Youth for India Fellows were selected out of over 6500
applicants. With a current batch of 61 and alumni of 27, the SBI Youth for
India Fellows are from premier academic organizations of the country like
the IITs, IIM, NID, NIFT, BITS Pilani, as well as foreign universities. 3 out of 4
fellows have had previous professional experience in corporates like
theTata Group, Reliance, Deloitte, Accenture, IBM, Infosys, Ernst & Young,
Thomson Reuters, CISCO, L&T, Mu Sigma, ICICI Bank, SBI, among others.
This year, the composition of the batch comprises of more than 55%
women Fellows. This has resulted in a number of projects being chosen
dealing with women related issues such as Women's Empowerment,
Menstrual Health, Hygiene and Nutrition.
Due to their urban upbringing, the SBI YFI Fellows are able to observe
things from a broader perspective and appreciate the wider implications.
Living with rural communities, they can empathise with the hardships of
women forced to carry water and firewood over long distances, the future of
children deprived of a basic education in this competitive age and think
deeply about the development model that the country needs to adopt. As a
result, the experience of the fellowship has been transformational for
these youth.
Impact
Achievements of the fellowship are at two levels. At the personal level, each
fellow who has completed the fellowship considers this to be a
transformational experience. 15 of the 27 fellows from the pilot batch of
the fellowship continue in the development space – in non-profits,
corporate foundations, research organizations, social enterprise or other
fellowships like the PMRDF. The fellowship has succeeded in inspiring
urban youth who would otherwise have had no exposure to rural
challenges, to work towards rural development. Some examples are:
• From training local youth to sell and maintain solar equipment, Simran
Singh Grover is now the Chief Technology Officer of Boond, providing
solar lighting solutions in Rajasthan
• After prototyping an IVRS helpline with 100 farmers and fisher folk,
AnkitWalia is now working on a pan-India helpline on similar lines with
Reliance Foundation, expected to address 60,000 queries in its first
year
• After the fellowship, Shuvajit, who was previously working with IBM, is
now the Program Manager for the SBI Youth for India, mentoring 61
fellows in their fellowship work.
• ParveenShaik continues to work on women's empowerment as National
Coordinator of SEWA in Ahmedabad
At the grass root level, the fellows have been able to touch the lives of rural
communities through establishing market linkages, implementing
innovative ideas and providing access to information otherwise
unavailable in a rural context.
Going ahead, it is hoped that the SBI Youth for India alumni occupying
positions of authority, will be able to become a powerful force working
towards social change. The SBI Youth for India Fellowship Programme aims
to tackle one of the most pressing development challenges of the nation –
to bring rural development back into the mindspace of the youth of the
country. This effort can succeed if more and more stakeholders take up the
cause.
53
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Topics to be Covered
25th World Congress on
Leadership for
& Business Excellence
Innovation
19 - 21 April 2015, Dubai (UAE)
Also presentation of
Golden Peacock Awards for Quality, Business Excellence, Training &Innovative Product / Service
Leading 21st Century Organisation through ICE (Innovation, Creativity & Excellence)
Institute Of Directors
Supported by
Leadership Business Excellence Creativity Quality Innovation Intellectual Property
Dubai Global
Convention
The Institute of CostAccountants of India
In Association with
Theme
54
55
Date Publication: 5th February 2015
Date of Posting: 6th - 7th February 2015Postal Registration No.: DL (S)-01/3051/2013-2015
RNI No.68701/95
Printed and published by J.S.Ahluwalia, President on behalf of Institute of Directors at Maximus Packers.49 - DSIDC Okhla Phase - 1, New Delhi and published at M-56 A, Greater Kailash Part - II (Market), New Delhi-110048.