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Bombay Chamber of Commerce and Industry
Corporate Social Responsibility Mosaic:
New Age Models and Practices
Date: 31 January 2018
KNOWLEDGE PARTNER SUPPORTED BY
Narsee Monjee Institute of Management Studies Bajaj Electrical Foundation
Bajaj Electrical Ltd.
Prepared by:
Ms. Usha Maheshwari, Additional Director; Ms. Aneeha Neeraja Rajan, Assistant Manager
Bomabay Chamber of Commerce & Industry
Mr. Rahul Rahangdale, Mr. Prashant Barehla - Students
Tata Institute of Social Sciences, Mumbai
AGENDA
Time Topics Speakers
09.30am Registration
09.55 Welcome Address Mr. Vijay Srirangan, Director General, Bombay Chamber
10.00 Introduction
Corporate Social Responsibility
Mosaic: New Age Models & Practices
Dr. Meena Galliara, Director, Jasani Center for Social Entrepreneurship
& Sustainability Management, NMIMS, Co- Chairperson - CSR
Committee, Bombay Chamber & Invitee to the Board, Bombay Chamber
10.15 Panel Discussion 1
The role of Board in CSR -
Boardroom leadership - A Game
Changer
Moderator:
Mr. Anirban Ghosh, Chief Sustainability Officer, Mahindra Group &
Member of Sustainability Committee, Bombay Chamber
Panelist:
Mr. R. Mukundan, Managing Director, Tata Chemicals Ltd & Past
President, Bombay Chamber
Dr. Meena Galliara
11.30 Tea Break
12.00 Panel Discussion 2
CSR: Navigating between Rhetoric
& Reality –
CSR as a means to achieve
sustainable development
Engaging SME's to Jump on the
CSR Band-wagon
Moderator:
Dr. Meena Galliara
Panelist:
Mr. Anirban Ghosh
Ms. Pearl Tiwari, President (CSR & Sustainability), Ambuja Cements
Ltd. & Chairperson, CSR Committee, Bombay Chamber.
Mr. Amit Sarda, MD, Soulflower Co. Ltd. & Invitee to the Board,
Bombay Chamber
1.15pm Lunch
2.00 Panel Discussion 3
Partnership: Creating Synergy for a
Better Future
Navigating Challenges to a
successful corporate-NGO, corporate-
corporate, Corporate - Government
partnership
The future of Corporate- NGO
Partnership
Moderator:
Ms. Pearl Tiwari
Panelist:
Ms. Priya Khan, OSD to CM, Government of Maharashtra
Ms. Sharon Weir, Co-Founder, 4th wheel Social Impact
Ms. Madhura Talegaonkar, CSR Head – Bajaj Electricals Ltd.
3.15 Tea Break
3.30 Panel Discussion 4
Measuring Effectiveness of CSR
Programmes
Strategies and challenges to
measure impact
Moderator:
Ms. Sharon Weir
Panelist:
Ms. Anagha Mahajani, Genaral Manager, CSR, Ambuja Cement
Foundation.
Mr. Karthikeyan Elangeswaran, Director of Operations, Impact
Management Consulting, Sustainable Square
Ms. Cocky Van Dam, Impact Manager, Naz Foundation
4.45 Vote of Thanks
SPEAKER PROFILE
Mr. R. Mukundan, Managing Director, Tata Chemicals Ltd & Past
President, Bombay Chamber - Mr. R. Mukundan, Managing Director &
CEO of Tata Chemicals Limited, joined Tata Administrative Service in 1990,
after completion of MBA from FMS, Delhi University. He is an Engineer
from IIT, Roorkee and an Alumnus of Havard Business School. During his
27 year career with Tata Group, he has held various responsibilities across the Chemical,
Automotive and Hospitality sectors of the Tata Group. He serves on Executive Committees of
various industry forums viz. Confederation of Indian Industry, Bombay Chamber of Commerce
& Industry, Employers‟ Federation of India, All India Management Association etc.
Ms. Pearl Tiwari, President (CSR & Sustainability), Ambuja Cements
Ltd., Director & Chief Executive, Ambuja Cement Foundation &
Chairperson, CSR Committee, Bombay Chamber. - In a professional
career spanning almost 30 years, Pearl has been associated with the not-for-
profit, educational and corporate sectors. A post-graduate from the
prestigious Tata Institute of Social Sciences (TISS), Pearl‟s early job profiles
ensured a close association with urban and rural development issues, inclusive development and
as faculty at TISS before joining the corporate sector. Mid-career, she completed the Executive
Education course in CSR from the Harvard Business School in 2008. Pearl joined Ambuja in
2000 and ever since has been at the helm of nurturing the Ambuja Cement Foundation that has
expanded from a fledging team to over 450 development professionals it now boasts of today,
with a pan-India presence active in 22 locations across 11 states. A large part of the past 16 years
has been spent in steering the CSR initiatives to make it an integral part of the Company‟s
strategy. This work has borne fruit as evident from the evolved process to plan and implement
CSR, fulfilling aspirations of the community and other stakeholders while remaining relevant to
the business. Community development is closely linked to sustainability and hence a consistent
focus on managing water resources, enhancing livelihoods and raising the bar in human
development of communities. Ambuja‟s CSR efforts has been recognised widely and the recent
years has seen a slew of national and international awards for CSR and water management,
bestowed by different chambers of commerce and other organisations of repute.
Dr. Meena Galliara, Director, Jasani Center for Social
Entrepreneurship & Sustainability Management, NMIMS, Co-
Chairperson- CSR Committee & Invitee to the Board, Bombay
Chamber - Dr. Meena A. Galliara is currently appointed as a Professor &
Director, Jasani Centre for Social Entrepreneurship & Sustainability
Management at NMIMS, Mumbai. Prior to this assignment she was a full time faculty with Tata
Institute of Social Sciences. As an academician she has authored and co-authored research
publications in the area of CSR, social entrepreneurship and NGO management. In recognition
of her contribution to the field of CSR and social entrepreneurship she has received a few
national and international awards. She is also a Trustee of International Resources for Fairer
Trade (IRFT) and Co-Chairman of CSR Committee in Bombay Chamber of Commerce and
Industry as well as Member of UNGC Global Compact Framework (Western Region).
Mr. Anirban Ghosh, Chief Sustainability Officer, Mahindra Group &
Member of Sustainability Committee, Bombay Chamber – Mr .Anirban
Ghosh has worked with the USD 19 billion Mahindra Group since 1999
where he is currently the Group‟s Chief Sustainability Officer. He leads the
strategy and implementation of the Group‟s sustainability drive. He has
shaped Mahindra‟s award winning sustainability framework and has been acknowledged as
“Distinguished Chief Sustainability Officer” Mr. Ghosh has held roles in Sales, Marketing and
Strategy in Mahindra‟s farm business and has been the President of Mahindra USA. He has
created strategies leading to Mahindra becoming the largest tractor company in the world and
expanding beyond farm equipment into the entire agricultural value chain. He has also led an
impactful project in which the income of 20,000 rural Indians more than doubled in 5 years. He
has served on the committees of many Industry Associations in India and USA, including the
Board of the Association of Equipment Manufacturers, USA. He has been a guest lecturer at
business schools in India and enjoys music, travelling, cricket and tennis.
Ms. Madhura Talegaonkar, CSR Head – Bajaj Electricals Ltd. A
Corporate Social Responsibility Expert with 15 years of experience
Corporate Social Responsibility and Diversity & Inclusion (D&I) and
volunteering. At present she is the Head CSR at Bajaj Electricals Ltd., where
Corporate Responsibility encompasses Sustainability, Diversity,
Volunteering and Community Investment Initiatives and reports to the CMD. Her previous
experiences include working and consulting Investment Bank, Media House and other corporates
on CSR. She started her career by working at the Grassroots with national and international Non
Profit Organizations of repute and gained expertise in her domain through the body of work
spread over one and a half decade. She is invited as a subject matter expert and is a distinguished
speaker. She has won several accolades and awards such as the most talented CSR leaders and
most Impactful leaders at the World CSR Congress 2015 & 2016. Under her leadership Bajaj
Electricals Ltd. has won the CSR Leadership Award at the National CSR leadership Congress
and recently Bajaj Electricals Ltd. was awarded The Golden Peacock Award for excellence in
Corporate Social Responsibility 2016. The CSR projects received recognition from the Industry
and the Government. She has a Master‟s degree in Political Science, Studied law and
Management of Non Profit Organizations. She has travelled extensively in India and outside and
has passion to bring about positive change in the Society.
Ms. Sharon Weir, Co-Founder, 4th wheel Social Impact – Ms. Sharon
has a MSc. in Development Studies from School of Oriental and African
Studies, University of London. She co-founded in 4th heel Social Impact in
2010 and has designed and implemented more than 60 research, evaluation
and communication projects for various Government departments, NGOs
and Corporates. Her experience in undertaking rural research projects and devising
implementation strategies for development projects is coupled with a passion for developing
monitoring and evaluation systems for social programs. Sharon is responsible for all projects
undertaken at 4th Wheel and focuses on research design, service development and business
strategy. She has been part of several CSR and social development events in the country,
including the consultation on „CSR in Gujarat‟ organised by Government of Gujarat. She has
been part of developing and delivering more than 40 trainings and workshops across India for
several NGOs, social enterprises and Corporates.
Ms. Priya Khan, OSD to CM, Government of Maharashtra - Ms. Priya
Khan, the Officer on Special Duty to the Hon‟ble Chief Minister of
Maharashtra, Shri Devendra Fadnavis, oversees the select social sector
policies. Prior to this role, she has helmed the think tank, Socio Political and
Research Kendra (SPARK) which analyzed the state budget and government
policies and has more than 12 years of experience in the same. She spearheads the Chief
Minister‟s Fellowship Program in Maharashtra which is a first of its kind initiative to involve the
youth in policy making and implementation. Taking ahead the vision of „Collective
Development‟ of Hon‟ble Chief Minister, Ms. Priya Khan is leading „Sahabhag‟, the Social
Responsibility Cell of Maharashtra to synergizes the efforts of government, corporates, donor
foundations, NGOs and communities for sustainable interventions in education, health,
agriculture, water, livelihoods and other sectors
Mr. Amit Sarda, MD, Soulflower Co. Ltd. & Invitee to the Board,
Bombay Chamber - Managing Director of Soulflower, Amit Sarda is
credited with pioneering the concept of natural skin and hair care in India. At
a time when aroma, natural soaps and oil blends for hair and skin were
considered to be an upper class indulgence, he launched the Soulflower
brand which became immensely popular among a growing section of the society that was
becoming conscious of wellness and personal care. Mr. Sarda who started the apparel brand Ruf
& Tuf at the age of 16 holds the unique distinction of being one of the youngest CEOs of a BSE
listed company. Soulflower delivers its products to over a thousand towns every month making it
the widest distributed personal skin and hair care brand in India via e-commerce. Prior to
entering the e-commerce, Mr. Sarda‟s conviction in the brand and its value offering opened
doors for Soulflower to be retailed through leading retail giants including Shoppers Stop,
Westside among others. He is presently the President of „Young Entrepreneurs‟ Society (YES)‟.
The forum invites young industrialists and executives to come together on a common platform to
share ideas and help shape the future of India's economy and growth. One of the most unique
program in the country, Shadow the Leader program with Bombay Chambers of Commerce
where the leaders from billion dollar and cutting edge corporations shadow the coming
entrepreneurs and executives to bring in more sustainable organization. This program is not only
creating more sustainable entrepreneur & corporate but also supporting 100 of kids with their
education. He also started the „Soulflower Leadership Program‟ where bright minds across the
country come together to work on live projects.
Anagha Mahajani, General Manager (Program Research& Monitoring),
Ambuja Cement Foundation. – Ms. Anagha is a General Manager and Head,
Program Research and Monitoring at Ambuja Cement Foundation, the CSR
arm of Ambuja Cements Limited. She is a Senior Developmentprofessional
with about 25 years of versatile experience in the Social Development Sector,
with significant contributions in perspective building, design & development of social
development projects, strategies and implementation plans. She is a Post graduate from the
prestigious Tata Institute of Social Sciences, Mumbai and has obtained professional training in
management and research. She has had a valued association with TISS as a faculty with Urban &
Rural Community Development (URCD) department. At ACF, she has been responsible for
drivingevidence based practice in development programs with a focus on access and equity
promoted through livelihood and social development programs.
Karthikeyan Elangeswaran, Director of Operations, Impact Management
Consulting, and Sustainable Square - Mr. Karthik is a Senior Advisor in
Sustainability and Social Investment. His passion lies in contributing to
advance sustainability and social investment practices through consciously
implementing practical approaches. Educated on CSR and Sustainability
Management in England, University of Bradford. He has spent the last 5 years solely developing
strategies, frameworks and sustainability impact tools, in various different sectors such as Oil
and Gas, Banking, and Shipping and Transportation, as well as various different geographical
locations such as India, Middle East, UK, Europe and USA. His most notable clients include
Pepsi, SIEMENS, Aqaba Container Terminal, Bank Muscat, Ambuja Cements Foundation and
NGOs in education and healthcare sector-Pratham, Masoom, Spinal Foundation and many more.
Mr. Karthik holds a Master in Business Administration – Sustainability Management from the
University of Bradford, as well as several other certifications such as Lead Auditor 14001
Environmental Management Systems (Certified by IEMA-UK), Sustainability Assurance
Practitioner (Certified by Accountability and CII – India, ITC), and SROI (Social Return on
Investment, Certified by Social Value).
Ms. Cocky Van Dam, Impact Manager, Naz Foundation - Ms. Cocky van
Dam is Impact Manager in The Naz Foundation (India) Trust. Trained as a
sports coach, she has over thirty year of experience in using sport as a tool
for social and personal change in various settings and countries. She is
passionate about working on issues as sexual reproductive health and rights,
gender, human rights, and youth and women‟s leadership. Since 2012 she has been leading
monitoring and evaluation teams within NGO's in Kenya and India with a particular expertise in
sport for development
INAUGURAL SESSION
The CSR Committee of the Bombay Chamber organized a panel discussions on Corporate Social
Responsibility Mosaic: New Age Models and Practices at Ruby Boardroom on 31st January
2018. Ms. Usha Maheshwari, Additional Director, Bombay Chamber welcomed speakers and
delegates. Mr. Vijay Srirangan, Director General, Bombay Chamber introduced the Chamber and
the milestone achieved by the Chamber. The program was well attended by the various member
and other organizations.
Dr. Meena Galliara, Director, Jasani Center for Social Entrepreneurship & Sustainability
Management, NMIMS, Co- Chairperson - CSR Committee, Bombay Chamber & Invitee to the
Board, Bombay Chamber delivered an Inaugural Address and presented the perspective on CSR
funding and usage of funds at national level. Ms. Galliara shared the theme and objective of the
program on Corporate Social Responsibility Mosaic: New Age Models and Practices.
PANEL DISCUSSION 1
The first panel discussion was themed as “The role of boards in CSR”. Mr. Anirban Ghosh was
moderator for the panel; Mr. R Mukundan and Ms. Meena Galliara were panelists in this
discussion.
Corporate Social Responsibility can be defined as a management concept where good business is
not only seen as maximization of shareholder value. It is about the management of a company‟s
impact on its stakeholders, the environment, and the community in which it operates. It is more
than just a philanthropic activity for some charitable causes. It is about the integrity with which a
company governs itself, how it fulfils its mission, the value it has, what it wants to stand for, and
how it engages with transparency. The corporations have to move beyond the financial bottom-
line to the social and environmental bottom-line.
If one looks at the government spending in the areas of education and health, for education the
government is spending 3.2% of their GDP and for health only 1.5% of the GDP. Thus there is a
need for the private players to come into picture and try to fill this gap. Though no doubt the
CSR funding is increasing every year: 2014-15: 8860 crores, 2015-16 : 9800 crores, 2016: 17 :
10000 crores. Corporates are spending their CSR money in different areas such as education,
health, livelihoods, waste management etc. We should be more concerned about the
transformation rather than the transaction. Few of the states like Jharkhand, Chhattisgarh have
created CSR council, under which it‟s mandatory to give 1% of their CSR money to the council.
CSR sector projects are doing well in states of Maharashtra, Gujarat, due to the presence of large
number of industries, NGO‟s, more opportunities and advocacy.
Major areas such as urban slum development, hunger and malnutrition are being sidelined. The
quality of the CSR projects should be the concern of the society, it should not be just for the
purpose of doing. Corporations also need to think again whether the benefits of their projects is
reaching to the poorest, or their activities are limited to their nearby geographical locations. We
also need to find measuring and evaluating tools and techniques which can monitor the quality of
change.
As it is being said by Milton Freidman Business of business is to do business nut not the
irresponsible business. In order to achieve sustainable development goals private companies need
to adopt inclusive business. CSR should be seen just like another business which you need to
invest, apply models of project management, finance management and expect a return on it. But
it would be social return rather than the capital return. Therefore, CSR needs to be part of the
DNA of an organization for the organization to understand and institutionalize concepts.
PANEL DISCUSSION 2
CSR: Navigating between Rhetoric & Reality, This panel was moderated by Dr. Meena Galliara
and Mr. Aniraban Ghosh, Ms. Pearl Tiwari and Mr. Amit Sarda were the panelists for this
discussion.
Corporate Social Responsibility in terms of Sustainable Development can be defined as “the
continuing commitment of business to behave ethically and contribute to economic development
while improving the quality of life of their workforce and their families as well as the local
community, society at large.”
Businesses need to be developed which are not in search of more and more profits but also are
ethically and socially responsible in their practice. As progress and growth are very subjective in
their nature so they can be perceived and measured in various ways. These two are important
development factors which need to be governed with an eye on the social good. Efforts should be
made that organisations use commerce, science, and technology which can contribute towards
the achievement of sustainable development goals. Corporations need to join hands with the
community and undertake development activities.
Businesses need to identify the needs of the society and nation according to the changing times.
Talking about Mahindra & Mahindra Ltd., it manufactured Jeeps when Indian Army was in the
need, produced tractors when farmers were in the need. Employees of the organization need to
make difference and contribute, which will lead not only to the organizational Rise but also
enable stakeholders to Rise. Companies need to create value for all stakeholders, as no company
wants to be irresponsible. Businesses need to vision sustainable plans for at least next 20 or 30
years in terms of energy efficiency, raw material usage or production techniques. Cement
manufacturing industries produce a huge amount of carbon, as there is no substitute for cement
and our nation being in the development stage still needs quality infrastructural development. So
challenges lie as to how companies can offset toxic emissions and reduce carbon footprints. The
foremost objective of these kind of industries is to identify who are their neighbors and major
stakeholders, where is there plant located, how can they reduce the impact of their emissions
from the environment and the neighboring community. Recycling and reuse of water as a part of
their process can lead to the improvement in the quality of water. Traditional knowledge of
people can be brought into use.
Current time demands the use of efficient tools and techniques to measure and monitor the social
impact. Methods need to be developed for articulating social outcomes irrespective of outputs.
Massive organizations need to promote employee volunteering, as being adopted by Mahindra &
Mahindra Ltd. Multinationals need to check that how can they drive sustainable development
through Corporate Social Responsibility mechanism. Organisations need to recheck that the
areas which are of their concern, either they are one of the SDGs or not. CSR money alone
cannot lead to the achievement of SDGs driving social responsibility, there is an urgent need to
make entire business process sustainable and ethical. For example, if we want to reduce Hunger,
it cannot be reduced by just only making soup kitchens. Necessary steps need to be taken to
increase crop productivity, innovative techniques need to be brought into use, such as micro-
irrigation which can reduce the wastage of 70% of fresh water. Mahindra & Mahindra Ltd
through one of its initiative started recycling of old vehicles which are usually parked in police
stations.
Design thinking should be brought in use as a method of development which should be equally
profitable and responsible. SME‟s which are small enterprise may not have macro plans in CSR
as they don‟t have enough funds but still, they can create a huge impact. They need to have
strong core values such as compassion, love, and gratitude. Need to define future to become
prosper and better. Social responsibility of SME‟s largely depends on the founder‟s outlook.
The decision regarding the formation of Foundation or to carry on CSR internally mainly
depends on the organization. Many companies like Ambuja Cement, Pearl, and RPG etc have
formed foundations to carry out their CSR activities and achieve their goals. Foundation receives
seed funding from the parent organization which is more than or up to 2% of their profits. Other
types of funding may be through the crowdfunding, several small organization contributing as a
pool. Few organizations have opted for creating a foundation in order to overcome the issues
related to NGO‟s partnerships, collaboration with different sector NGO‟s to carry out concerned
area tasks. Developing of the foundation was considered feasible by big organizations to create
an impact at a larger level, as compared to the internal processes. Foundations as organizations
recruit professionals from development sector empower them with necessary skills and resources
to achieve organizational goals. Managerial expertise, when applied on the grounds, with down
to top approach, brings remarkable results. Better articulation of CSR work, how much rupee
worth of activity is being carried out, what all activities are being carried out in different areas,
efficient monitoring and evaluation tools, can lead to enormous achievements. As the
administration cost which amounts to around 40-60% of the funds. So it‟s better for the
newcomers to save this cost by combining with these foundations, identifying their main
stakeholders for whom they want to work. As for IT companies, their main stakeholders are their
employees so their CSR activity may be aligned with their employees. The pool of different
companies can come together, for eg five Automobile companies came together in Pune to build
a park, which can serve as space for the children to play, senior citizens to roam around, will
furtherly improve the air quality of the area around, appealing to the organization's public image.
So these organizations divided their expenditures viz. one paying for the salaries of the
employees, other paying for the maintenance cost and rest paying for several other costs
involved.
Mapping of the different organizations needs to be done, in which key areas they are functioning,
what the activities are being done by them as a part of CSR. There should not be an overlap of
activities being done by the organizations. If possible an online dashboard or channel can be
created that can keep the record of various CSR activities being performed by the various
organizations in different areas.
Organisations should not be limited to straight-jacketed CSR functions, they should adopt
inclusive business models. As CSR funding alone can‟t lead to the achievement of the SDG‟s
goal. Strong institutions with proper structures need to be built. CSR needs to be seen as other
businesses taking a return on investment factor into consideration but socially, thinking about
outcomes rather than outputs, using project management approach similar to traditional
businesses.
So, discussion stresses that the market economy has to address the unsustainable outcomes like
climate change, persistent poverty and abuse of human rights that have emerged as a result of
earlier business practices. The purpose of tomorrow‟s global economy should be to provide ever
better goods and services in a way that is profitable, ethical and respects the environment,
individuals, and the communities in which it operates.‟
PANEL DISCUSSION 3
The third panel discussion was themed as “Partnership: Creating synergy for a Better future”.
Ms. Pearl Tiwari was moderator for the panel and Ms. Priya Khan, Ms. Sharon Weir and Ms.
Madhura Talegaonkar were panelists in this discussion.
Ms. Pearl started the discussion by providing emphasis on importance of partnership in the CSR.
Partnerships is all about collaborating, cooperation to bring about a mutual interest. Partnerships
are integral to CSR as none of us can do all the things. For implementation and measurement
again the partnerships become very important. Partnerships are key to bring about the 2% usage.
Ms. Madhura described about various legacy program taken up by Bajaj Electricals such tobacco
free India. Bridge gap program of Bajaj, Bajaj has been operating its CSR programs Pan India,
even the rural parts of the country in collaboration with government especially for electrification.
Sharon described partnership as competency collaboration, as all stakeholders have different
competencies and also another important partnership is community partnership. NGOs have
mission which is more streamlined with social development. NGOs have people who are trained
and have empathy to work with communities. Data, Vision and technology can together leverage
the partnership to bring about a great change.
Ms. Khan started with introducing about a government initiative which provides a platform to
various agencies to come together and join hands called Sahbhag. Sahbhag is about social
responsibility of everyone rather than restricting it to just corporate social responsibility.
Sahbhag is bridging the gap between corporates, NGOs, Government and various other agencies
to bring them to one platform.
Multidisciplinary approach is important to bring about a change. Partnerships shouldn‟t be seen
as silos but a System approach.
Panel also discussed importance of Data for assessing the project. Target oriented approach is
important to strengthen the partnership. Community of practices where several organization sit
down together to really talk about what they are doing. This kind of brainstorming can really
help to arrive at a solution.
We don‟t want corporate just to give the cheque but corporate should involve itself into grass
root levels. Corporates should collaborate rather than compete in social responsibility.
Training and advocacy and Shared values can be an Idea to create synergetic partnership; PVR
Films and Mission India have joined hands to do this. Boards and visions of companies can
foster partnership among corporates.
JP Morgan and Goldman Sach‟s have pooled their resources for Skill India initiative. Pooling
resources can be a very good idea to take up any shared initiative. Partnerships also leads to a lot
of knowledge sharing as various partners come together and learn a lot from others too.
Bajaj Electrical and other corporates have come together to save the mangroves in Mumbai area.
We can even think of Corporate to Corporate, NGO to NGO and Govt. to Govt. partnership
rather than systemic approach. Tech companies can also pool their resources for the cause of
Digital Literacy in fact Zensar, Amdocs and Cybage have already done this.
Government and Corporates should also give emphasis on monitoring of projects. One of the
great ideas can be to bring the partners together for monitoring the ongoing projects.
Panel reiterated importance of data and technology for partnership, NITI Aayog is also working
towards achieving this milestone. Partnering with government and agencies for future
development plan is something important. Panel came to conclusion that Government should
map the areas that are important to work upon and then bring in the interested player and chart
out the plan. There are challenges when companies collaborate with each other. Competitive
spirit sometimes do not allow corporates to come together and this challenge needs to be
addressed. CSR also provides visibility to corporate houses and that becomes another reason that
corporates do not come together and partner. Panel also emphasized on Sustainability of
partnership that can long last and could create an impact. Panel concluded on need of visibility
and confidence among the partners to bring about the best practices that could bring a social
change.
PANEL DISCUSSION 4
The fourth and final panel discussion was themed as “Measuring the Effectiveness of CSR
Programs”. Ms. Sharon Weir was moderator for the panel and Ms. Anagha Mahajani, Mr.
Kathikeyan Elangeswaran and Ms. Cocky Van Dam were panelists in this discussion.
The moderator started with opening a question to panel about why do we measure CSR
programs? She sought answer whether it is to Prove or Improve or for Learning or for
Accountability.
Moderator also sought opinions of panel on Evaluation study e.g. Use of tools for evaluation:
Interview, survey, one to one interview, Group discussions.
Mr. Kathikeyan who is from an Impact Assessment Company said that they focus on outcome,
Participatory approaches and Group discussions for impact assessment. They also take expert
advice on various matter pertinent to measurement of effectiveness. Ms. Anagha described the
issue of water and how they used secondary data for carrying out studies. She emphasized on use
of in-depth unstructured interview, focused group discussions as important tool for monitoring
and evaluation. While Ms. Cocky believed on change in attitude of people can be an indicator for
evaluation.
The moderator took the discussion to how Impact has become important recently in Social
Responsibility and Ms. Anagha Started speaking about accountability, today CSR has become
strategic, unlike earlier when it used to be philanthropic. Another reason is peer pressure
according to Kathikeyan, which is competition among the private player. Impact assessment are
going towards Exit strategy or Scalability. Monitoring „only inputs‟ is not the right way, there
should be a focus on monitoring the output which is actually a challenging job for an
organization. Monitoring is a crux and it should be a day to day strategy imbibed in the Project
of any foundation. Data is another very important thing that should be incorporated in the
monitoring. Panel reiterated the about importance of data many a times during the discussion.
The panel discussion now shifted to whom to be listened while measuring impact. Ms. Cocky
answered that Indicators around knowledge and attitude are very important to be taken into
account while measuring impact. Because stakeholders are not going to tell you that you have
done something bad or you could have done this other way. We cannot undermine opinion of
any stakeholders. Impact also depends on geography of operation. The management might be
interested get the best out of the impact areas, so idea should be to have a critical eye and then
decide whom to take for measurement of impact assessment. Regular feedback loops with
community are necessary, it is our responsibility to empower community to give critical
feedback. Panel also discussed on maintaining the sustainability even after two years of
completion of the project.
In the end panel discussed the challenges faced post evaluation. Monitoring should be merged
with the program rather than thinking about it as separate process. Monitoring and evaluation
should be strategic to the project. Idea like Change is gradual is self-congratulating thing CSR
teams should look at evaluating the people who are not happy, that can make a big help.
Systemic Reviews and evidence based tests can be a great leap forward for carrying out
monitoring and evaluation. Panel concluded on how to use sample size for monitoring and
evaluation and use of technology in monitoring e.g. use of apps.
The event witnessed some of the best panel discussions with some of the best people engaged in
the CSR domain in the country. The discussions ended with conclusions and one of the reasons
of it was healthy discussion among various stakeholder working mutually in order to achieve
height in the social responsibility domain.
FEEDBACK
Overall feedback from the delegates and Panel members was overwhelming and encouraging.
The delegates admired the panel members and the perspectives shared the panelists. We
received request for organizing regular sessions of this kind.
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ABOUT BOMBAY CHAMBER
Established in 1836, the Bombay Chamber of Commerce and Industry is one of the oldest
Chambers in the Country. Bombay Chamber has an illustrious history of 182 years. It is
registered under Section 8 of the Companies Act, 2013 (Section 25 of The Companies Act, 1956)
a non-profit organization.
The Chamber can boast not only of its longevity but also of its impeccable lineage. With more
than 3500 prime companies as its members, the Chamber represents the cream of Indian
Industry, Commerce and Services. The Chamber uniquely represents large and medium sized
corporations, banking and financial institutions, professional consulting companies and a large
number of multinationals. While the name `Bombay Chamber' conjures images of an
organization representing exclusively a city-based membership, in reality it represents a wide
spectrum of highly reputed and professionally run companies which are based in the city of
Mumbai, but whose manufacturing facilities and commercial influence spread not only all over
India but also internationally.
Over the past few years the Bombay Chamber has moved somewhat from the traditional role
of advocacy with Government and facilitating trade and Industry to play a larger role of
"Corporate as a Citizen".
TEAM MEMBERS
Ms. Pearl Tiwari, Chairperson, CSR Committee, Bombay Chamber
Dr. Meena Galliara, Co- Chairperson- CSR Committee & Invitee to the Board,
Bombay Chamber
Ms. Usha Maheshwari, Additional Director , Bombay Chamber
Ms. Aneeha Neeraja Rajan, Assitatant Manager, Bombay Chmaber