BMS @ VES

S.Y.B.M.S

RELATIONSHIP WITH

COMMUNITY

PUBLIC RELATION

Prof. Mrs. Martina

GROUP MEMBERS :-

HEMANT

Rebuilding Lives

HUL has reconstructed a village in the Bhachau Taluka of Gujarat's Kachch district. The village, which has been named Yashodadham, was dedicated to its 1100 residents in December 2002. The residents belong to Nani Chirai village, which was completely wrecked by the devastating earthquake of January 2001. Yashodadham, spread over 25 acres, comprises 289 homes. HUL has also provided a school building, an exclusive playground for children and a multi-purpose community centre, including a crèche, health centre, and community room and village administration office. Space has been left all along the village for parks and public squares, where villagers subsequently will plant trees.

Each house is of 400 sq. ft built-up area, with running water and electricity, in a 1600 sq. ft plot. As desired by the villagers, the design and foundation of houses and the plot size is such that they have the scope to build extra rooms in the future. HUL has constructed both an underground reservoir and an overhead tank for water. HUL, which had launched immediate relief after the quake in areas adjacent to its Kandla Exports factory, subsequently decided to reconstruct a village, which was completely wrecked. The objective was to help a completely wrecked village, because such settlements had the greatest need for help. Forty such villages were inspected, around Kandla factory, and Nani Chirai was chosen. 

Health & Hygiene Education

Lifebuoy Swastya Chetna (LBSC) is a rural health and hygiene initiative which was started in 2002. LBSC was initiated in media dark villages (in UP, MP, Bihar, West Bengal, Maharashtra, Orissa) with the objective of spreading awareness about the importance of washing hands with soap.

The need for a program of this nature arose from the fact that diarrhoeal diseases are a major cause of death in the world today. It is estimated that diarrhoea claims the life of a child every 10 seconds and one third of these deaths are in India. According to a study done by the London School of Hygiene and Tropical Medicine, the simple practice of washing hands with soap and water can reduce diarrhoea by as much as 47%. However, ignorance of such basic hygiene practices leads to high mortality rates in rural India.

Being India’s leading personal wash health brand, Lifebuoy saw a role for itself in propagating the message of hygiene and health in

villages. We launched our Lifebuoy Swasthya Chetna initiative keeping this rationale in mind. LBSC is a multi-phased activity which works towards effecting behaviour change amongst the rural population it touches. It demonstrates that “visible clean is not really clean” thereby proving the importance of washing hands with soap. It targets children as they are the harbingers of change in society and mothers since they are the custodians of health.

As stated above, the campaign has been divided into various phases. In the initial phase, a Health Development Facilitator (HDF) and an assistant initiates contact and interacts with students and influencers of the community, i.e. village community representatives, medical practitioners, school teachers etc. A number of tools such as a pictorial story in a flip chart format, a "Glo-germ demonstration" and a quiz with attractive prizes to reinforce the message are used. The "Glo-Germ demonstration" is a unique tool to make unseen germs visible and emphasize the need to use soap to wash hands and kill germs. The first interaction with students is then replicated with the women and finally the rest of the community. The various stages reinforce the message and learnings, which is crucial in order to effect awareness and behaviour change in favour of hand wash hygiene.

GENERATING MORE THAN POWER

Tata Power's unique CSR initiatives in Lonavala have created awareness about forest preservation and the environment, and have also provided employment opportunities to villagers living in the catchment areas of its dams

Tata Power's three hydroelectric power stations at Khopoli, Bhira and Bhivpuri supply India's financial capital with 450 mw of life-giving electricity, ensuring that the lights are never switched off.

The company has six dams in the Western Ghats — Lonavala, Walwhan, Shirwata, Kundli, Mulshi and Thokerwadi — that supply the powerhouses with water. The lakes behind these dams and their catchments were once abundant with greenery and forest cover. But over the years, due to biotic pressures, the area has seen a lot of soil erosion, population pressure and human activity, which have contributed to depletion of the forests, rendering this an ecologically fragile area. What makes matters worse is that local communities have not been provided alternate fuel options, and largely depend on the forests for firewood.

Greening the valley

Over the last 30 years, Tata Power has been involved in the conservation of the natural habitat here. Through the dedicated efforts of SN Ogale (a retired AGM, still actively involved in Tata Power's CSR activities), and his team, the company has

spearheaded several environmental initiatives.

A team of botanists and scientists carried out a survey of the six catchment areas, spread over 400 sq km and studied the composition of the degraded forests. With the help of experts, they decided on suitable endemic tree species to grow in the region; a mix of fast-growing trees that provide firewood, as well as trees that grow slowly but are evergreen, which have more biodiversity value, and are local to the Western Ghats.

Villagers are educated about which trees to cut, so as to conserve the biodiversity of the region. The focus is on saving and conserving the remaining natural forest cover and the afforestation of the degraded forest. Local forest officials allowed them to plant trees in degraded forest land, increasing the greening area.

Tata Power has managed to develop stretches of forests and wetlands that attract wildlife like leopards, barking deer, sambar and wild boar, as well as over 100 species of migratory birds like painted storks and cormorants.

Tata Power started an environment education programme for schools in 1996, much before it was made a norm by the Indian government, with the help of Pune's Bharati Vidyapeeth Environment Education and Research Institute (BVEERI). Over 900 teachers were trained to impart knowledge about conservation of natural resources, pollution control, etc. An environment manual published by BVEERI is used as reference. Children from nearly 60 schools participate in an annual environment fair. This pioneering initiative, funded by Tata Power, has become a model and is implemented in some other states by the central government through BVEERI.

Caring for the community

The company has asphalted over a 100 km of village roads, making commuting easier. A vocational training school at Khopoli — supported by the Kherwadi Social Welfare Organisation — offers training to local young men to become plumbers, wiremen, welders or rural technicians, while young women can learn tailoring and fashion designing. Tata Power also runs a community development centre, Utkarsh, which trains women in health care and various arts and crafts.

Recently, Tata Power sponsored over a 100 villagers to train at the Horticulture Institute in floriculture, organic farming, vermi-composting, etc. Such trained gardeners can easily get employment tending the gardens of individual homes as well as large companies setting up floriculture projects near Lonavala. Besides, regular medical camps are organised for villagers where free medicines are distributed. Two health workers have been trained for each village and new health care centres, closer to the villages have opened.Tata Power, it seems, has been silently energising not just urban homes but is doing everything in its power to vitalise the environment and enrich the lives of the rural communities in its areas of operation.

CORPORATE SOCIAL RESPONSIBILITY ( CSR )  

  STAKEHOLDER TIES AT THE GRASSROOTS

An Integrated Rural Development Centre has been set up on 40 acres of land along the Delhi-Jaipur Highway. The Centre-complete with wide approach roads, clean water, and education facilities for both adults and children-now nurtures a vibrant, educated and healthy community.

The Foundation has adopted various villages located within vicinity of the Hero Honda factory at Dharuhera for integrated rural development. This includes:

Installation of deep bore hand pumps to provide clean drinking water.

Constructing metalled roads and connecting these villages to the National Highway (NH -8).

Renovating primary school buildings and providing hygienic water and toilet facilities.

Ensuring a proper drainage system at each of these villages to prevent water-logging.

Promoting non-conventional sources of energy by providing a 50 per cent subsidy on biogas plants.

 

Raman Munjal Sports Complex

The Raman Munjal Sports Complex has basketball courts, volleyball courts, and hockey and football grounds are used by the local villagers. In the near future, sports academies are planned for volley ball and basket ball, in collaboration with National Sports Authority of India.

Vocational Training Centre

In order to help local rural people, especially women, Hero Honda has set up a Vocational Training Centre. So far 26 batches comprising of nearly 625 women have been trained in tailoring, embroidery and knitting. The Company has helped women trained at this center to set up a production unit to stitch uniforms for Hero Honda employees. Interestingly, most of the women are now self-employed.

Adult Literacy Mission This Scheme was launched on 21st September, 1999 , covering the nearby villages of Malpura, Kapriwas and Sidhrawali. The project started with a modest enrollment of 36 adults. Hero Honda is now in the process of imparting Adult Literacy Capsules to another 100 adults by getting village heads and other prominent villagers to motivate illiterate adults.   

 

Preventive health care

As a public-private participatory approach, the DOTS (Directly Observed Treatment, short course) Centre and DMC (Direct Microscopy Centre) have been recognised by the World Health Organization (WHO). These were established under Revised National Tuberculosis Control Programme (RNTCP) in 2004 and have reduced the need to transport patients to Jamnagar for testing and treatment.

An HIV/AIDS awareness campaign in collaboration with NGOs and Government authorities was started in 2004. Since then a number of programmes including distribution of handouts, village rallies, street plays, interactive game shows, quiz competitions, poster exhibitions, audiovisual shows, group meetings, one to one contact programmes, etc. have been conducted for mass awareness. Group counseling, screening of high risk group, HIV testing have been started.

We also provide diagnostic facilities like HIV screening by rapid test as recommended by NACO. All high risk groups are encouraged to avail of these facilities and the fact that people have started coming voluntarily for HIV testing is a positive mark of the success of this programmes

Special support – prevention of fire and loss of life

We take it on ourselves to play an active role in protecting the lives, environment and property of the neighboring communities. This is done through active support of the Fire & Safety departments for various incidents.

Calls pertaining to road accidents, spillage or leakages of chemicals, fire, etc. and even household calls like LPG leakages / kitchen or hutment fire are attended to. Through this initiative, our resources and infrastructure in fire fighting, chemical neutralisation or safe disposal are utilised for social causes in the neighboring area (industry or domestic) wherein similar facilities are frequently unavailable.

Other Community Initiatives

Furthering our commitment to Corporate Social Responsibility, we manufactured large quantities of polythene pouches for air dropping water during the Surat floods.

All our surplus laboratory instruments were donated to educational institutions.

At our Vadodara complex, training for self-employment in trades such as tailoring, plumbing, auto-mechanic, driving, nursing, etc. is imparted to local villagers. Distribution of tricycles to the handicapped, tool kits for self-entrepreneurship, support for construction of classrooms, wasteland development & farming, bucket drip irrigation, planting tree saplings, renovation of crematorium in Vadodara city, etc. are some of the activitiesundertaken during the year.

Rising to the need of the hour, our Vadodara complex participated in providing relief measures for the flood-affected in Surat. At our Nagothane complex, major infrastructure development activity was undertaken for the construction of 35 houses at Mahadeowadi near Kolad and provision of all civic amenities such as roads, drinking water, drainage, etc. to the village. A

Kissan Mela was organised through MADER to benefit around 400 farmers.

At our Gandhar complex, major activities included extension of medical facilities to the surrounding villages through mobile van, support to Pulse Polio Abhiyan, medical check-up of school students, medical camps, self-employment to rural women through training, animal husbandry programmes, relief measures in flood affected areas, etc.

The Drishti Painting Competition for school children was organised at all complexes. Community Welfare Services in the areas of health, training for employment, civic amenities have been undertaken at the Polyester units.

Diageo Radico launches safe driving campaign with Shah Rukh

Khan

February 04,08 Doing its bit for social responsibility, Diageo Radico has launched a responsible drinking campaign, ‘The Masterstroke don’t drink and drive campaign’. The campaign, which features

brand ambassador Shah Rukh Khan, dwells on the importance of making responsible decisions about drinking with the social message ‘never drink and drive’.

The concept behind the TVC is to create awareness about the need for responsible drinking. Diageo Radico is just showing its concern over a social cause.

Raju Vaziraney, CEO & President, Sales and Marketing, Diageo Radico Distilleries Pvt Ltd, said, “The TVC will be unveiled in a few month’s time. We will be doing a lot of on-ground activities, which involves directly contacting the consumers at pubs and bars educating about the dangers of excessive drinking and driving, because we feel that a mere 15-second TVC will not be able to convey the that communication we want to spread.”

The campaign is supplemented by various below-the-line activities in the form of car shades, sign-post at bar, clubs, etc.

The TVC shows a party in full swing with SRK also present there. When a young guy approaches him and asks for his autograph, Khan instead of giving his autograph writes down a telephone number. Excited, the guy asks whether it is his number, but Khan gives his dimpled smile and replies it is the number of the taxi stand and asks the guy to take a taxi back home after consuming drinks.

Said Khan about the campaign, “The Masterstroke don’t drink and drive campaign intends to raise awareness about responsible drinking. As the campaign suggests, I urge each of you to ensure that in case you are going out and wish to drink, you should either designate a driver, take a taxi or use a public transport to have a safe ride back home.”

Abhishek Khaitan, MD, Diageo Radico Distilleries, added, “The message could not be simpler, ‘never drink and drive’. As one of India’s leading deluxe whiskey makers in the Indian Made Foreign Liquor (IMFL) category, we recognise our role in educating consumers about drinking responsibly. The joint venture has today successfully completed a year of the launch of our premier brand Masterstroke. We thus, feel very proud to announce the launch of this campaign at a momentous occasion. Moreover,

Shah Rukh Khan’s legendary status and association with this campaign gives us a bigger and wider platform to successfully drive the message across media and audiences.”

Colgate Palmolive ( India ) Ltd Colgate People worldwide share a commitment to the three core corporate values: Caring, Global Teamwork and Continuous Improvement. These values are reflected not only in the quality of our products and the reputation of our Company, but also in our dedication to serving the communities where we do business.

Colgate-Palmolive (India) Ltd., undertakes its corporate social responsibility through a variety of effective programs. Since 1976, the company has been delivering free oral health education to children of rural and urban poor in partnership with Indian Dental Association (IDA). Colgate's community outreach efforts have touched the lives of millions of children, providing the information, insight and inspiration they need for a healthy life and a healthy smile.

Community Initiatives

Children : Meljol and Make a Wish Foundation Dominic Savio Summer CampEducation : Partnership with Pratham Partnership with Pratham

Colgate supports Pratham, an NGO working in the field of education of underprivileged children. Colgate has worked with Pratham to set up libraries in economically backward areas to encourage and inculcate the habit of reading among the children living here. We have also supported training and development modules for Pratham's volunteer base of over 10,000 people.

   

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."

— Mrs. Rajashree Birla, Chairperson, The Aditya Birla Centre for Community Initiatives and Rural Development

Making a difference

Before Corporate Social Responsibility found a place in corporate lexion, it was already textured into our Group's value systems. As early as the 1940s, our founding father Shri G.D Birla espoused the trusteeship concept of management. Simply stated, this entails that the wealth that one generates and holds is to be held as in a trust for our multiple stakeholders. With regard to CSR, this means investing part of our profits beyond business, for the larger good of society.

While carrying forward this philosophy, his grandson, Aditya Birla weaved in the concept of 'sustainable livelihood', which transcended cheque book philanthropy. In his view, it was unwise to keep on giving endlessly. Instead, he felt that channelising resources to ensure that people have the wherewithal to make both ends meet would be more productive. He would say, "Give a hungry man fish for a day, he will eat it and the next day, he

would be hungry again. Instead if you taught him how to fish, he would be able to feed himself and his family for a lifetime."

Taking these practices forward, our chairmanMr. Kumar Mangalam Birla institutionalised the concept of triple bottom line accountability represented by economic success, environmental responsibility and social commitment. In a holistic way thus, the interests of all the stakeholders have been textured into our Group's fabric.

The footprint of our social work today straddles over 3,700 villages, reaching out to more than 7 million people annually. Our community work is a way of telling the people among whom we operate that We Care.

Our strategy

Our projects are carried out under the aegis of the "Aditya Birla Centre for Community Initiatives and Rural Development", led by Mrs. Rajashree Birla. The Centre provides the strategic direction, and the thrust areas for our work ensuring performance management as well. Our focus is on the all-round development of the communities around our plants located mostly in distant rural areas and tribal belts. All our Group companies —- Grasim, Hindalco, Aditya Birla Nuvo, Indo Gulf and UltraTech have Rural Development Cells which are the implementation bodies.

Projects are planned after a participatory need assessment of the communities around the plants. Each project has a one-year and a three-year rolling plan, with milestones and measurable targets. The objective is to phase

out our presence over a period of time and hand over the reins of further development to the people. This also enables us to widen our reach. Along with internal performance assessment mechanisms, our projects are audited by reputed external agencies, who measure it on qualitative and quantitative parameters, helping us gauge the effectiveness and providing excellent inputs.

Our partners in development are government bodies, district authorities, village panchayats and the end beneficiaries -- the villagers. The Government has, in their 5-year plans, special funds earmarked for human development and we recourse to many of these. At the same time, we network and collaborate with like-minded bilateral and unilateral agencies to share ideas, draw from each other's experiences, and ensure that efforts are not duplicated. At another level, this provides a platform for advocacy. Some of the agencies we have collaborated with are UNFPA, SIFSA, CARE India, Habitat for Humanity International, Unicef and the World Bank.

Our focus areas

Our rural development activities span five key areas and our single-minded goal here is to help build model villages that can stand on their own feet. Our focus areas are healthcare, education, sustainable livelihood, infrastructure and espousing social causes.

EducationBalwadis (pre-school) Adult educationNon-formal education

Continuing educationScholarships for girls, merit and technical education

 

 

 

Sustainable development and livelihood and agriculture and watershed developmentSelf-help groupsSGSY - dairy, readymade garments, jute project, basket making, aggarbati making, bee keeping, durrie making.Check damIrrigationLand developmentSoil and water conservationPasture developmentSocial forestry/ plantation activities/ nurseryHorticultureFarmer training

 

Infrastructure developmentRoads, schoolDamsCommunity centresHousesCulvertsElectricityHealth centresWater channels

Health and family welfare

Mobile clinics - doctors visit once a weekMedical camps - general and issue-basedHealth training and awarenessSanitation - toilets, training, smokeless chullahs, biogasSafe drinking waterMother and child healthReproductive healthAwareness building

Social causesWidow / dowry-less mass marriagesWomen empowermentAwareness drives on knowledge, attitude and practices

The Aditya Birla Group Scholarship covers the academic fees as well as the hostel fees for the duration of the course, commencing with the academic session of the first year.

The value of the scholarship for various institutions is as under:

IIM: Rs 1,75,000 per annumIIT / BITS (Pilani): Rs 65,000 per annumSince the scholarship covers the entire course, scholars are entitled to a refund of any amounts they may have paid to their institute, prior to the commencement of the scholarship.

The scholarship funds are administered by the dean/director of the institution. All funds are sent directly to them for appropriate disbursal.

The performance of the scholars is monitored closely for renewal of the award every year.

Performance assessment criteria for the renewal of the scholarshipThe Aditya Birla Scholars are assessed regularly on qualitative and quantitative parameters to judge their performance on the academic and leadership front. This assessment forms the basis for determining the continuation of the scholarship for the next academic session.

For the IIMs, the assessment is done once in a one-year time frame.

For the IITs and for BITS (Pilani), the assessment is done thrice in

a three-year time frame.

Assessment criteria:

Scholastic standards: The scholar must be in the top 25 per cent of students in his/her batch Work done by the scholar during the course of the programme: At least 60 per cent of the assignments must have a rating of at least 7 on a 9-point scalePractical work-related experiences of the scholar: Summer project must have a rating of at least 7 on a 9-point scale Participation in campus activities: Active participation in a minimum of two forums on campus Learning: Scholar has to write a 350-word essay on "Being an Aditya Birla scholar: experience sharing"

The Aditya Birla Group Scholarship covers the academic fees as well as the hostel fees for the duration of the course, commencing with the academic session of the first year.

The value of the scholarship for various institutions is as under:

IIM: Rs 1,75,000 per annumIIT / BITS (Pilani): Rs 65,000 per annumSince the scholarship covers the entire course, scholars are entitled to a refund of any amounts they may have paid to their institute, prior to the commencement of the scholarship.

The scholarship funds are administered by the dean/director of the institution. All funds are sent directly to them for appropriate disbursal.

The performance of the scholars is monitored closely for renewal of the award every year.

Performance assessment criteria for the renewal of the scholarshipThe Aditya Birla Scholars are assessed regularly on qualitative and quantitative parameters to judge their performance on the academic and leadership front. This assessment forms the basis for determining the continuation of the scholarship for the next academic session.

For the IIMs, the assessment is done once in a one-year time frame.

For the IITs and for BITS (Pilani), the assessment is done thrice in a three-year time frame.

Assessment criteria:

Scholastic standards: The scholar must be in the top 25 per cent of students in his/her batch Work done by the scholar during the course of the programme: At least 60 per cent of the assignments must have a rating of at least 7 on a 9-point scalePractical work-related experiences of the scholar: Summer project must have a rating of at least 7 on a 9-point scale Participation in campus activities: Active participation in a minimum of two forums on campus Learning: Scholar has to write a 350-word essay on "Being an Aditya Birla scholar: experience sharing"

Aditya Birla Memorial HospitalAditya Birla Memorial Hospital is equipped with the latest technology to make it a benchmark hospital in healthcare standards. It is a multi-speciality medical centre with a holistic approach towards healthcare. The outpatient clinics provide preventive, curative and rehabilitative care along with traditional medicine therapy.

Spacious atrium

18,000 sq.ft. aesthetically designed space

ATM booths

Information and travel desk

24-hour cafeteria

Indoor children's play area

Business centre

Utility, book and gift shops

Temple

The one-stop wellness assessment centre

X-ray

Dexa bone densitometry

Stress test

Gynaecological examination

2D echo and colour doppler

Sonography

Spirometry

Dental check-up

Eye check-up

 

Large OPD complex

OPD

Complete range of speciality clinics

60 consulting rooms

30 procedure rooms

Pleasant and cheerful environment

Daycare

Single point service for all daycare surgeries

Well-equipped, 14-bed daycare department

Minimum invasive surgery centre and endoscopy