Global Conference on CSR in India Reportglobalconferenceoncsrindia.org/images/...Conference-on-CSR-in-India... · The Global Conference on CSR in India, organized by Samabhavana

Table of Contents

Conference Summary 2

Background 3

SWOT Analysis 8

Conference Statistics 9

Promotions 10

List of Speakers 11

List of Attendees 11

Conference Agenda 11

Sponsorships 12

Conclusion 13

Conference Report 16

Feedback Questionnaire 37

Feedback Summary 37

Feedback Responses 39

References 44

List of Acronyms 46

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Conference Summary The Global Conference on CSR in India, organized by Samabhavana Society, partnered with the IICA, Presenting sponsor IBM, Associate Sponsor HDFC Life Ltd. and TCCI, took place on 16th and 17th April at the Trident Hotel, Nariman Point. The goals of the Conference were to demystify and facilitate various organizations to understand the requirements for integrating CSR with their core business operations and about the benefits of partnership, as well as to help forge meaningful partnerships between NGOs and corporations. The intention of government and purpose of bill is definitely not to make a rigid structure which will constrain the creativity and imagination of corporations. The bill provides great flexibility to business and industry for strategizing and conducting their CSR initiatives; it will enhance their efforts, provide a broad platform and re‐energize their efforts. Our CSR agenda should be ours. CSR activities should have a strong Indian orientation and we must use our CSR initiatives to address our particular Social, Economic and Environmental challenges; After the inauguration, the panel topics discussed were the Companies Bill 2011, CSR in the Boardroom, CSR Skills and Internal Capacity Building, Synergies and Partnerships for CSR Project Execution, the Project Connect Platform and Monitoring and Evaluation. Beginning with a presentation by Dr Chatterjee, Director General and CEO of the IICA, the discussion focused around the changes to the Companies Bill 2011, which will help both NGOs and corporations in pursuing partnerships for ongoing projects in order to further CSR activity. The panelists featured individuals who are experts in their field, and the topics broadly focused on the new angle CSR must take in order to satisfy the requirements set forth in the Companies Bill. The overwhelming feeling of the presentations suggests that, in order to move CSR forward efficiently and in all sectors of Indian society, partnerships must be forged between corporations and NGOs. However, there were few examples of exactly how to forge these partnerships, indicating that this is new territory to be explored. The engagement between the audience and the panelists across all discussion topics suggests that all areas of CSR still need to be explored, and that it is important that both corporations and NGOs try to eliminate their distrust and engage in partnership for mutual benefit. The goals of the Conference were to demystify and create awareness amongst the delegates from NGOs and corporations about the benefits of partnership as well as to help forge meaningful partnerships. From this point, the Conference has been successful in that it has established a baseline that future CSR activity can be measured against. The Samabhavana Society hopes that this Conference will be instrumental in forging future partnerships and furthering CSR across India by allowing corporations and NGOs a broad platform for partnership.

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Background

India Fact File

Population: 1.241 billion 2011 GDP: $1.848 trillion 2011

GDP Growth: 6.8% 2011 Inflation: 8.8% 2011

Poverty Ratio at National Poverty Line*: 29.8% 2010, 37.2% 2005

GNI per capita: $1,410 2011

According to World Bank Data 2011 *According to Planning Commission, GoI, 2010 NGO‐corporate partnerships are breaking new ground in India to greatly increased, measurable results for both parties. However, these partnerships do not happen organically, they happen because both corporations and NGOs can find a common ground with regards to social responsibility. If the general aim of CSR is to encourage companies to take responsibility for social problems not directly addressed by legislation, then the current state of CSR in India is considered fragmented at best. Similarly, interaction between corporations, civil societies and NGOs is rare and appears to take place on an ad‐hoc basis rather than through mutual cooperation and long term aims. Indeed, empirical evidence

suggests that NGOs are not major drivers in shaping CSR agendas, neither at the level of government nor at the level of business. Currently, CSR in India is dominated by the philanthropic approach rather than a collaborative approach; however, this is slowly changing. Evidence suggests that the Indian CSR agenda is slowly evolving from a philanthropic approach to a multi‐stakeholder approach, with more NGO‐

corporate cooperation. This conference is an opportunity for corporations, NGOs and government entities to come together to create sustainable programs for social responsibility by combining what each entity does best for mutual benefit. What is CSR? How are NGOs and the Government Involved? Corporate Social Responsibility, as defined by the WBCSD, is 'the ethical behavior of a company towards society. In particular, this means management acting responsibly in its relationships with other stakeholders who have a legitimate interest in the business – not just the shareholders'1. This is quite a broad definition. In order to help companies narrow down their responsibilities to stakeholders, the Ministry of Corporate Affairs (MCA) has published a set of guidelines which outlines how corporations should construct their CSR policies. The MCA guidelines begin with the argument for 'people, planet, profit', which should help to direct CSR practices into these three areas; CSR 1 'Corporate Social Responsibility: Meeting Changing Expectations'. WBCSD Report. Phil Watts et al. Accessed 15 March

2013. <http://www.wbcsd.org/pages/edocument/edocumentdetails.aspx?id=82&nosearchcontextkey=true>. p. 3.

67%8%

3%

22% Companies spending less than 2% PATCompanies spending more than 2% PATCompanies spending 2% PATUnknown CSR spending

Spending on CSR Activities by 35 Most Profitable Com-panies in India

Source: Forbes India Survey

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should not necessarily have a negative impact on a corporation's profit, which is after all why corporations exist, but at the same time profits should not be made at the expense of the people (stakeholders) or the environment. In this area, NGOs have a wealth of knowledge and experience when it comes to dealing with corporations' attitudes towards people and the planet. Unfortunately, up until recently, NGOs and corporations have been opposing parties in the discussion of responsibility for society and the environment. There is inherent distrust: NGOs believe that corporations behave unethically in their treatment of stakeholders and the environment, and corporations believe NGOs impede the corporation's ability to make a profit. This attitude must change with the new amendments to the Companies Bill 2011. Now, NGOs and corporations will find themselves on the same side of social responsibility. NGOs have the potential to greatly assist corporations in identifying needs of people and having an understanding of distribution needs and problems. CSR in India has been slowly developing over the last forty years, but has taken a great leap forward in the last five, and again has been increased with the mandatory stipulations in the Companies Bill 2011. As of 2010, approximately 49% of India's 500 largest companies are reporting on CSR. The majority of this CSR expenditure appears to be donation‐based rather than project‐ based, and unfortunately there is not much information on the amounts being donated, nor measurable impact of said donations. Based on an ASSOCHAM study, there are clear areas of improvement for corporations to

invest in CSR activities, as currently only half of the top 500 Indian corporations are reporting a measurable amount of CSR activity. More reporting is clearly necessary if adequate data is to be collected on the state of CSR activity in India. If corporations can partner with NGOs, there should be a measurable increase in reporting of CSR activities, as well as data collected regarding the success of CSR projects. However, without good reporting standards in place it becomes very difficult to measure both the scope and the effect of CSR across the country. With partnership

between corporations, NGOs and the government, reporting standards should increase and become more transparent, and thus will result in greater sustainability both of projects and of profits.

Community Welfare 18.83%Education 15.65%Environment 12.72%Health Care 9.05%Rural Development 5.16%Other 37.59%

Distribution of CSR Activities by Theme

Data provided by ASSOCHAM study, September 2010

FMGC and Consumer Durables 13.11%Chemicals 11.71%Software and ITES 9.65%Textiles 8.82%Construction 8.12%Other 48.59%

Sectors Involved in Measurable CSR Activities

Data provided by ASSOCHAM study, September 2010

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NGO‐Corporate Partnership in India NGO‐corporate partnerships in India are not common, but they are growing in number. In 2009, Hindustan Unilever partnered with the DHAN Foundation in order to help women start small businesses by teaching them how to access financial products and find training in agriculture. Between this initiative and HUL's Lifebuoy initiative, it is estimated that HUL now commands 18% of the soap market in India, with very loyal customers. As such, the NGO achieves its goal of empowering women and HUL gains excellent advertising and a loyal customer base. Similarly, GE has partnered with social enterprise Embrace to produce a low‐cost infant warmer which helps to save the lives of rural Indian newborns. The device costs 1% of standard incubators and does not require a constant supply of electricity, clearly a huge advantage in rural parts of India. This shows GE is addressing specific needs of the local community, something a large corporation may be unaware of without a partnership with a needs‐specific NGO. In the area of agriculture, India's agricultural economy is growing at a much slower rate than the rest of the economy – 2.3% from 2000 to 2010, roughly a third of the country's overall growth of 7.2%. With the population increasing by nearly 17% over the same period, there is a huge strain on the agricultural industry2. In 2006 the Multi‐Commodity Exchange of India (MCX) and several state postal departments collaborated to found Gramin Suvidha Kendra (GSK), which provides farmers with access to new opportunities in agricultural marketing, risk management, and finance. BP worked with the Institute of Science in Bangalore to develop a portable stove that can run on multiple fuels, including biomass, and then worked with three NGOs – Covenant Centre of Development, IDPMS and Swayam Shikshan Prayog – in order to effectively distribute the stove to a linguistically disparate, culturally diverse and physically dispersed customer base. Consequently, the NGO‐corporate relationship has resulted in new innovation, increased quality of life for rural villagers, and increased profitability and a new consumer base for BP, as well as increased transparency in both the NGO's and BP's value chain and agenda. The Current State of CSR Spending in India

2 'Creating Shared Value in India'. Veronica Borgonovi, Simon Meier, Manjari Sharda and Lalitha Vaidyanathan. FSG

Report. October 2011. Accessed 13 March 2013. <http://www.fsg.org/tabid/191/ArticleId/493/Default.aspx?srpush=true>. p. 22.

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Currently, it is very difficult to find information on CSR activity in India. This problem partially stems from the fact that a lot of current CSR activity is donation‐based rather than project based, and as

such there is only a small amount of information on company websites and in financial reports. There are very few project impact studies and long‐term studies detailing the kind of positive impact CSR activity has on a given community. An additional problem appears to be that very few companies are spending anywhere near 2% of their average profit after tax (PAT). According

to a Forbes Study3, the top 100 most profitable companies (based on net sales in 2012) are only spending a total of Rs. 1763 crore on CSR activity, whereas 2% of PAT would be Rs. 5665 crore. This accounts for a difference of Rs. 3902 crore that should have been spent on CSR in the fiscal year 2012. Important to note is that 47% of companies surveyed either did not have CSR data or were not profitable. Therefore, the actual funds that should have been spent on CSR activity could in fact be greater than the stated Rs. 5665 crore. Similarly, among the Maharatnas and Navratnas, only a small percentage of the CSR funding allocated is actually spent, according to the CSR fund allocation provided by the Press Information Bureau4. Of the Maharatnas, only 0.96% of CSR allocated funding is actually spent. Of the Navratnas, only 0.72% of allocated funding is spent. Furthermore, the Maharatnas are only allocating an average of 1.69% of PAT to CSR activity, and the Navratnas are allocating an average of 1.07%. The conclusions drawn from both the Forbes Study and the CSR Fund Allocations provided by the Press Information Bureau assert that companies are not spending to their full potential, and although they are at least disclosing their spending, there is little evidence as to whether this is donation‐based spending or project‐based spending, which will be required when the Companies Bill comes into effect. Difficulties and Challenges of Sustainable Social Responsibility NGOs and corporations have a history of mutual antagonism. NGOs, particularly small and medium‐sized NGOs, frequently paint corporations as solely profit‐maximizing entities with little care for

3 'CSR Report Card: Where Companies Stand'. Mitu Jayashankar. Forbes India. 18 March 2013. Accessed 2 April 2013.

<http://forbesindia.com/article/real-issue/csr-report-card-where-companies-stand/34893/1>. 4 'CSR Fund Allocation of Maharatnas and Navratnas'. Press Information Bureau. 23 May 2012. Accessed 10 April 2013.

<http://pib.nic.in/newsite/erelease.aspx?relid=84412>.

45%

6% 1%

47%

Companies spending less than 2% PATCompanies spending more than 2% PATCompanies spending 2% PATUnknown CSR spending

Spending on CSR Activities by 100 Most Profitable Companies in India

Source: Forbes India Survey

90%

10% Companies spending less than 2% PATCompanies spending more than 2% PATCompanies spending 2% PATUnknown CSR spending

CSR Spending by Maharatnas and Navratnas

Source: CSR Fund Allocation, Press Information Bureau

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stakeholders or the environmental impact and only care for their shareholders. Corporations, meanwhile, have not helped their case of being socially responsible: while NGOs are ranked as some of the most trustworthy agencies in the world, corporations frequently feature as some of the most untrustworthy. And yet corporations have many resources at their disposal – financial, manpower, experience with innovation and delivery methods – that have the potential to do great things for societal problems. Government legislation is helping to move CSR forward through policy initiatives like the Companies Bill 2011, yet public‐private partnership will involve more than legislation‐based initiatives if it wants to bring about true sustainable socially responsible behavior. Small and medium‐sized NGOs do not have the funds that large corporations do, or the reach that the government does, and yet they fundraise upwards of Rs. 50,000 crore annually (together) for socially responsible projects. Synergistic partnership between corporations, NGOs and the government should also allow for greater transparency in the operations of all three agencies. Government data can help guide CSR agendas into areas it is most needed, corporations have experience making sure the projects are streamlined and cost‐conservative, and NGOs have experience and knowledge of marginalized and underserved areas of society as well as experience in operational transparency (some NGOs, in fact, directly target transparency as a goal). As such, if a symbiotic relationship can develop between corporations, NGOs and the government, socially responsible programs with have a measurable impact faster and more efficiently than if there is less transparency and no trust. Conclusion The concept of NGO‐corporate partnerships is certainly not new, but in the past there has been partnership for partnership's sake rather than with a long‐term objective of sustainable growth and social responsibility. Until recently, corporations and NGOs have seen one another as the obstacle in the way of profits (in the case of corporations) and social welfare (in the case of NGOs). However, new research concludes that NGO‐corporate partnership is the most sustainable way to effect long‐term growth in the area of social and environmental welfare with measurable results.

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SWOT Analysis

Helpful Harmful

Corporations • Financial strengths • Knowledge of distribution

methods • Experience with cost‐benefit

analysis and profitability • Large networks of people and

employees

Corporations • Mutual distrust • Lack of clear CSR goals • Lack of awareness of

needs/wants of community/stakeholders

NGOs • Knowledge of hard‐to‐reach

areas • Long‐term social welfare and

environmental projects already in place

• Knowledge of needs of underserved communities

• Large social and internet‐based networks of employees, volunteers and activists

NGOs • Lack of finances • Lack of experience with cost‐

benefit analysis and data collection for measurable results

Internal Origin

Government • Ability to legislate on important

CSR and social welfare issues • Ability to guide CSR activities into

areas most needed • Ability to hold NGOs and

corporations to account for CSR activities

Government • Too much legislation has the

potential to choke CSR efforts by corporations

External Origin

• Data and policy initiatives from other countries and businesses

• Opportunity for growth among rural areas and marginalized communities

• Opportunity for collaboration between corporations and NGOs to lead to greater data collection and measurable results

• Lack of transparency • Lack of social trust

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Conference Statistics

Speaker Statistics Number of Speakers: 31 Number of Addresses: 7 Number of Discussion Topics: 6 Moderators: 4 Speakers from Within India: 29 International Speakers: 2 Attendee Statistics Number of Attendees: 101 Attendees from NGOs: 39 Attendees from Private Corporations: 38 Attendees from Trusts and Foundations: 15 Attendees from PSUs: 3 Attendees from Government Organizations: 2 Attendees from Other Organizations: 3 Media Statistics Advance Registrations: 0

Television Representatives: 0 Print Representatives: 0 Online Representatives: 0

On the Day Registrations: 0 Television Representatives: 0 Print Representatives: 0 Online Representatives: 0

43%

31%

17%3%2%3%

NGOsCorporationsTrusts and FoundationsPSUsGovernment EntitiesOther

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Promotions

Email Promotions Promotions Undertaken by Samabhavana Contact Lists Confirmed Contacts: 3799 Unsubscribes: 15 Email Campaigns

Campaign Name Date Started

Date Finished

Recipients Unsubscribes Bounces Total Opened

IICA‐Global CSR Conference Mumbai

04/09/13 04/09/13 3801 2 0 34 (1%)


03/20/13 04/08/13 3451 4 0 58 (2%)


03/20/13 04/08/13 3777 6 0 74 (2%)


04/01/13 04/08/13 3805 2 0 57 (1%)


04/05/13 04/08/13 3802 2 0 43 (1%)


03/26/13 04/01/13 3813 9 0 99 (3%)

In addition, 360 personal invitations to HNI and Corporate Chairpeople and Managing Directors were sent out by Samabhavana. Email Campaign from Guide Star Email Name: April 8 2013 Email Subject: Last Few Seats. Register for Global CSR

Conference of IICA‐Samabhavana for Rs. 6000, only for Guide Star India NGOs at Mumbai 16‐17 April 2013.

Emails Sent: 4157 Opens: 448 Bounces: 4 Unopened: 3705 Click Rate: 5.4%

11%0%

89%

OpenedBouncesUnopened

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Website A website was created for the event: http://globalconferenceoncsrindia.org/. The website contained links to partners and sponsors, the agenda, the venue, a list of speakers, a registration page and a contact page. Facebook A Facebook page for the conference was created and contained links to sponsors, multimedia videos, and information on the event itself as well as sponsor events. Likes: 5 Media Promotions An announcement was made on www.indiacsr.in regarding the conference, as well as an article on the same website: <http://www.indiacsr.in/en/?p=10487>; <http://www.indiacsr.in/en/?p=10318>. List of Speakers :- http://www.globalconferenceoncsrindia.org/Speakers_Participants.html List of Attendees

A) Corporate List:‐ http://www.globalconferenceoncsrindia.org/CSR_Registered_Delegate_Corporate.html

B) NGO List:‐ http://www.globalconferenceoncsrindia.org/CSR_Registered_Delegate_NGO.html

Agenda :‐ http://www.globalconferenceoncsrindia.org/Agenda.html

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Conclusion The Global Conference on CSR ‐ India, organized by the Samabhavana Society in Partnership with the IICA and its Presenting sponsor IBM, Associate Sponsors HDFC Life Ltd and TATA (TCCI), Collaborative Partner FICCI‐ Aditya Birla CSR Centre for Excellence and Google ‐ online Promotion Partner, IndiaCSR ‐ Online Partner, GuideStar India ‐ NGO Outreach Partner, Ekjaa ‐ Knowledge Partner, was organized in order to provide a platform for cooperation between corporations and NGOs in light of the new stipulations to the Companies Bill 2011, and also to provide a benchmark to measure future CSR activities against. The Conference featured 31 speakers on a variety of topics designed to highlight the necessary partnership between corporations and NGOs in order to push CSR activity across all of India. Dr Chatterjee's presentation on the changes to the Companies Bill 2011 highlighted the need for corporations to engage in ongoing projects in order to satisfy Section 134 and 135 of the Bill, as well as the need for completely accessible and transparent reporting of said activities and projects. The other speakers were leaders in their respective fields and again underscored the need for greater CSR activity across India. The most important problem highlighted by the conference appears to be that NGOs are still unsure of how to directly address corporations in order to help fund their own ongoing projects, and the lack of confidence corporations have in NGOs. It is imperative that we find a way to remove this distrust, otherwise it will be impossible to move forward. The topics discussed at the Conference; The Companies Bill 2011, CSR in the Boardroom, CSR Skills and Internal Capacity Building, Synergies and Partnerships for CSR Execution, the Project Connect Platform and Monitoring and Evaluation were all designed to inform and facilitate partnerships for ongoing CSR activity. This is the case despite the fact that many of the attendees responded in the feedback that they are still unsure of how to forge partnerships. The assumption therefore is that corporate‐NGO partnership in India is still so new that there are multiple avenues to explore in terms of forging partnerships. This is something that should be specifically explored in the future. Overall the Conference was considered a success by the organizers and participants. Samabhavana Society once again takes the opportunity to thank IICA, IBM, HDFC Life Ltd and TATA (TCCI) and FICCI‐ Aditya Birla CSR Centre for Excellence, Google, IndiaCSR, GuideStar India, Ekjaa; and more so the imminent speakers and esteemed participants for making this conference such a grand success. Samabhavana envisages that this will be the start of many future successful discussions regarding CSR activity across India and hopes to deliver much better in the near future, a platform that will encourage projectivisation. The Samabhavana Society will be organizing an additional conference in the next year in order to further build on the partnerships that we hope this conference will foster. We hope to see everyone again with the aim of building partnerships and furthering CSR across India.

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Report

Tuesday, 16 April 2013 8:30 – Registration and Breakfast 10:00 – Lighting of the Lamp

Address by Ms Gaytri Subramaniam, Senior Consultant, IICA

• Introductions of opening speakers

Address by Mr D. K. Shenoy, President, Samabhavana Society

• No man is an island • Dependence on development funds • Corporations need to meet the challenge of the funding hole • Collaboration empowers NGOs • Duty to help the most marginalized

10:25 – Address by Mr Tony Tenicela, Global Leader and Business Development Executive, IBM, USA • Definition of CSR: it is creating global citizenship • Respect • IBM creates a welcome, all‐inclusive environment • Goal: work with NGO community to effect change

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10:29 – Address by Dr Huzaifa Khorakiwala, Executive Director, Wockhardt

• Issues of sustainability • What happens to CSR department when profits decrease?

o We must build sustainability into company model and CSR model • Create social work through business model, not charity model • Example of Danone yoghurt for malnourishment • Need innovation from corporations • Need for compassion and service

10:37 – Address by Dr Bhaskar Chatterjee, Director General and CEO, IICA

• CSR is coming into the mainstream • There should be a forum for CSR issues

o There is the national foundation for CSR so issues can be addressed and a way forward found

• Many definitions and concepts of CSR • No other countries have legislated on CSR

o Indian legislation is a leap of faith o We are in uncharted seas: set the benchmark for the rest of the world o Miracle of India: when it comes to nation‐building, all of us are one

• What shall we do about it? • We need to see improvement of budgeting

o 12‐15 thousand crores available for CSR o Need synergies o Need services: some IICA can provide

Such as a single CSR portal o Corporates need to get money flowing into NGO activities

IICA is trying to open a global gateway • What has corporate India done on CSR?

o We have no body that collates that information • Do companies come together? • Tiny amounts of research is available, so there is no base on which to build. • A large part of CSR will be about green issues

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10:54 – Keynote Address by Padma Bushan Smt Rajashree Birla – Chairperson, FICCI Aditya Birla Centre for Excellence

• Thank you to the IICA for organizing this conference • There are many positive frames

o We are proud Indians: proud of growth, proud of democracy o India is in a position to become a superpower

Excellent educational institutions Excellent demographics

o Country of gaping divides Divides in geography and health

o India is a land of sharp paradoxes o India is home to the largest concentration of those living in poverty o Over five years, government has pumped 5 lakh crores into various institutions

• Business involvement of reaching out to the marginalized has a long history • CSR as an investment in healthy and sustainable system. Not the job of the government • FICCI Aditya Birla offers to help companies set up CSR departments • Aditya Birla works with rural villages to help with upliftment

Saraswathi from Deepan Education: Why do you mention only marginalized populations? It's not only

marginalized communities, but vulnerable youth Dr Chatterjee: We will be able to take it on board Q: Would donations for polio vaccines be considered a CSR activity? Dr Chatterjee: No, but if there were long‐term data collection it could be Q: How do you discern between … A: Peripheral development (around factors) is a CSR activity, however it is not limited to peripheral

development 11:14 – Ms Subramaniam presents mementos to speakers

11:15 – Vote of thanks by Mr Jasmir Thakur, Secretary and Executive Officer, Samabhavana Society

• Dream that grassroots organizations can achieve their goals

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11:20 – Coffee Break 11:44 – The Company Bill 2011: The New Game Changer:‐ http://www.globalconferenceoncsrindia.org/Speakers_Participants.html

Presented by Dr Bhaskar Chatterjee, Director General and CEO, IICA

• There are two parts to the changes to the Companies Bill o What to do in the CSR space o The Act and the rules associated with the act

• We would like corporates to be on board • Many corporations are doing a lot in this area – and then many are doing nothing • Purpose of inclusion of CSR • The role of the bill • Track record for corporates in CSR: • Our CSR agenda must be distinctly Indian

o Our problems must be addressed o Measurable in rupee terms as possible

• Development agenda: why doesn't the government do it? • Provisions of the companies Bill relating to CSR:

o Company of a net worth of … shall appoint a CSR committee consisting of at least three people, one of whom shall be the director

o The composition must be revealed o The committee shall:

Formulate a policy indicating activities Recommend the amount of expenditure to be incurred Monitor the CSR policy • Policy must list activities • If the list is not there, the policy will be annulled

• In the monitoring mechanism, the first part is who is in charge of CSR? The second is monitoring for data o The board of every company shall:

Formulate and disclose the contents of the policy Ensure the CSR activities are undertaken • What if they're not? • The committee is responsible

o The board shall ensure that 2% of the average net profits made during the three preceding

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years shall go to CSR If companies don't spend this amount they must specify why The spend is not yet mandatory. The reporting is mandatory. The reporting must be

public, on the website and in the annual report and must be public to every stakeholder • Schedule VII details the activities envisioned under CSR:

o Eradication of hunger and poverty o Promotion of education o Promotion of gender equality

• What's missing? o Disability o Art and culture o Generic health care o Child rights o Disaster relief o Infrastructure

Truthfully what is missing appears to be quite a small list The list is strongly associated with the Millennium Development Goals, but they are not

specifically Indian o Employee welfare will not be part of this list

• Failure to report results in fines and imprisonment • This is the thought process under the Companies Bill:

o Rules are the CSR rules 2013 o Usually every CSR activity should be a project or activity o Question on Foundations: is money re‐routed back into the corporation? o Volunteering shall only be considered CSR activity if they are part of the CSR policy

• Trusts: o The company must specify funds utilized and activities to be undertaken o The company must establish a monitoring mechanism o “Untied Funds” ‐ funds not specified for a project

Companies may use trusts they have not set up • Only spending in India will be counted • Funds can come globally, but must be spent in India • Do corporations have CSR experience? Someone in the company must have competence • Should the government lead the effort? The IICA will begin a certified course on CSR (9

months online) • Employee welfare is not part of the 2% CSR spending • Should there be a reporting template?

13:30 – Networking Lunch Break

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14:15 – CSR in the Boardroom: http://www.globalconferenceoncsrindia.org/Speakers_Participants.html

Mr Jaiveer Srivastavaa, CMD Fertilizers and Chemicals Travancore Ltd. (FACT)

Mr Amitabh Chaudhary, MD & CEO, HDFC Standard Life Insurance Co. Ltd.

Mr G. J. Deshpande, ED, NTPC

Mr Parul Soni, Ernst and Young Pvt. Ltd.

Moderated by Dr Chatterjee, DC & CEO, IICA

• Dr Chatterjee: o Is CSR owned by the board or is it left up to the manager? o What drives CSR as important to the company?

• Mr Srivastavaa o CSR is most important o Shows video on cloudburst in Leh Ladakh highlighting the efforts of FACT (???) o Shows synergy of corporations, government and community

• Mr Chaudhary o Is CSR the cost of doing business or the way of doing business?

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o If it is treated as a business strategy it becomes a whole different concept o If it is a cost of doing business, the board often wants to know 'how much' – they want a

quantifiable set of rules they can grab onto and perform o CSR comes from the board

Company employees drive the agenda • Mr Deshpande

o NTPC is Maharatna company o What drives the board

Redemption of debt to society o NTPC offers monitoring at the corporate, regional and unit level with defined

responsibilities • Mr Parul Soni

o If people stop buying products, the companies cease to exist. The value is the board CSR is engagement with the people

o Need a people‐people‐people model (customers, employees …) How do we secure our brand?

o Board should think 'how can I become sustainable'? o Strategy should be replaceable and sustainable o For investment, what kind of return will it make? Social investment create 300% social

return o Companies must work with ALL stakeholders

Q: The board level can ensure sustainability through NGOs Mr Nadkarni: When CSR board is set up, what does the board do about ownership and governance?

Most boards take decisions not on unanimity. We, as corporations have continuously assumed that profits must be maximized

Dr Chatterjee: Q: 2% contribution – are you collaborating? Dr Chatterjee: PSEs are notoriously slow at implementing CSR policies Q: We have a leadership vacuum at the top, which is why the bill was passed. What can we do with

that? Dr Chatterjee: We had a whole slew of leaders 3:15 – 3:30: Coffee Break

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3:34 – CSR Skills and Internal Capacity Building: http://www.globalconferenceoncsrindia.org/Speakers_Participants.html

Ms Mamtha Sharma, Manager, Corporate Citizenship and Corporate Affairs, IBM India

Lt Gen Rajender Singh, CEO, DLF & DLF Foundation

Ms Deepa Menon, VP (CSR & Corporate Communication), PVR Ltd

Mr Praveen Aggarwal, CEO, Swades Foundation

Mr George Hamilton, President, Institute for Sustainable Communities (ISC), USA

Moderator: Ms Namita Vikas, President & Chief Sustainability Officer, YES Bank Ltd

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• Ms Vikas • Ms Sharma

o How do you choose and build your CSR team? Organizational culture Values that the company has What values should IBM have?

o Establish a strong brand All employees must contribute towards our brand and our vision

o Building a CSR team: Knowledge and experience with communities Understanding business strategy and goals Experience working with NGOs

• Ms Menon o Partnership is an important tool o Largest cinema exhibition o CSR & PVR

Connections with patrons and society o PVR Nest

Every aspect of NEST is based on partnerships o Strategic partnership

Choosing specific organizations on the basis of available information and resources o Making choices o Principles in practices o Outreach: reaching out to other groups, organizations and individuals o Integrated partnership

Making sure CSR is not just charity • Lt Gen Singh

o CSR is in the survival interest of corporates o It is in national interests o Indian economy has been doing fairly well

Average age is 28 years o Yet there are many challenges

134th on HDI o Corporations cannot just watch the government act o Public sector has been much better with CSR than the private sector o There is a large income gap o Urbanization o Major problem: lack of jobs, and lack of skills. Therefore we should be promoting such

activities that promote skills or entrepreneurs o DLF has chosen skill development as primary area

Empowering communities through education o Links between corporates and NGOs o One‐way philanthropy doesn't work

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Joint activities Relationship involves implementation and joint data gathering monitoring and review

• Mr Aggarwal o Rapidly scaling up o Family foundation

Totally philanthropic funding o Rural empowerment through best practices o Goal: to transform the lives of one million people in five years o Firm belief in core values o Case study: Coca Cola India

Partnered with UN habitat Build partnerships to empower community

o Challenges: Reporting How to put together a team

• Mr George Hamilton o ISC has managed 91 projects in 25 countries o CSR lessons learned

Systemic solutions Not just money (technical experience, influence) Collaboration = leverage metrics are relevant Final strategic alignment (business, government and NGOs)

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Wednesday, 17 April 2013 8:30 – Breakfast and Registration 9:45 – Welcome Address and Recap Kaleigh Maietta

• Today we will be looking at the areas of Synergies and partnerships for CSR Project Execution, the Project Connect Platform, Monitoring and Evaluation and the Global Gateway

10:03 – Synergies and Partnerships for CSR Project Execution : http://www.globalconferenceoncsrindia.org/Speakers_Participants.html

Mr Ashutosh Chadha, Director of Corporate Affairs, South Asia Intel Technologies

Dr Neelam Gupta, President, Aroh Foundation

Mr Krishi Dutt, General Manager, Raymond

Mr L. Rajan, Deputy General Manager, State Bank of India

Moderator: Mr Manoj Arora, Add DG Customs, Ministry of Finance, Government of India

• Mr Arora:

o Operational side of CSR o Partnership and synergy was specifically built into CSR guidelines

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o Synergies and partnerships is an inbuilt issue Do companies really see value? How can we identify credible partners?

o Do companies see value in partnership? • Mr Dutt

o Yes. There must be acknowledgment by corporations that partnerships are good fro them too

o Sustainability is corporate too • Mr Arora

o Win‐win situations for companies and partners • Mr Chadha

o Very important to work with partners Companies can't solve problems ourselves • Don't have the local knowledge or adaptability

o Must find a meeting of minds. Not an issue of finding a credible partner, issue is finding a partner you can work well with and have clear understanding of what you want to achieve

• Mr Arora o Mr Rajan has interesting placement: do you partner, do you find government forthcoming?

• Mr Rajan o Yes. We look for a strategic fit. We want to find an NGO that fits in with company vision o Work in total partnership with government o Look for partners in many areas, but partners must be on case‐to‐case basis

• Mr Arora o Neelam will give an NGO opinion

• Ms Gupta o Partnerships are most crucial aspect

Must be a two‐way exchange Third stakeholder is community: corporate and Gos see community differently

o Aroh and GAIL partnership of five years Partnership was developed and nurtured by both partners Information feeding is key

• Mr Arora o Must ask Krishi about specific projects. Where did you meet resistance?

• Mr Dutt o Initially faced a lot of skepticism by tailors in rural areas o Tailored their project by using 2001 census to target the largest numbers of tailors, and

chose Bihar due to easy politics o Met with both politicians and tailors o Asked pointed questions o Initially tailors were very fearful o Programs must be begun even if 'the time is not right' o Program is tailored to educate, empower and enrich tailors o Has created STIR, a tailoring academy

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Creates very high‐end tailors Courses also offer banking, insurance and health and safety training

o Raymond has excellent monitoring • Mr Arora

o Intel is present practically all over the world o How actively can you juxtapose global vision with local need?

• Mr Chadha o Responsive CSR: looking at long‐term objectives o Looked at flood damaged area of Bagalkot for long‐term sustainable help o Success at defined by:

sustainability impact focus

o Projects are outside Intel's sector o Responsive CSR:

Areas of corporate citizenship Usually outside company's area (disaster relief) Addresses negativity

o Strategic CSR: Something helpful to the company (gives the example of Raymond's tailoring school) Expands horizons

o Companies must have a balance between responsive CSR and strategic CSR o Successful partnerships start with a common vision

Approach: • Work with the ecosystem • Empower youth

o Vision is to bring the benefit of technology to the citizens of the world In India we do a huge amount of teacher training and training strategies

• Mr Arora o How do you manage such a wide variety of subject areas?

• Mr Rajan o The State Bank of India (SBI) is the largest bank in India, with the largest number of

branches o What is the need for branches? To reach out to everyone who requires services o SBI began CSR activities in 1973 o SBI's CSR model:

to touch the lives of every Indian in a positive manner o How do we do this?

Through business initiatives embedded with CSR activity Engaging stakeholders CSR proper (i.e. CSR with no business value)

o Business initiatives: Agriculture sector loans Give 1.65 lakh crores to sector

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Education initiatives o CSR Proper:

Skilled development of rural youth o Government has given responsibility to banks to reach out with loans

Has reached out 25 crores to villagers o SBI does not believe that corporate philanthropy is not CSR. That distinction cannot be

made in India o CSR is spread out all over the country o 107 crores has been spent o SBI has also worked with NGOs o What are we doing about stakeholder engagement?

Funds supporting schools • Mr Arora

o We heard how Intel has taken trust of community by working with NGOs. Is there a need for government initiative to work with credible NGOs? Do we have very few credible NGOs?

• Dr Gupta o There is a dearth of databases on NGOs. There is no government lead database. For

responsive CSR it is quite easy to find NGOs, but for strategic CSR you want specific programs

o Who should contact who? o Must find a way to forge successful alliances o NGOs and corporates see value differently. Does the community see the value in projects

begun by corporate‐NGO partnership? The community must see value otherwise projects will not be utilized Projects should also be finished out by both partnershipSocial entity, economic entity,

and the economically challenged (NGO, corporate and community) Q&A Sanjay Nagi: In terms of greenhouse gases, is it an Intel problem, an HP problem, or a community

problem? Mr Chadha: It depends. Intel tries to decrease components, creating chips which consume less power

but produce more. As the chip gets used, heat is created. But it is all about how organizations making sure what you take from the environment continually get reduced.

Mr Arora: Voluntary guidelines discuss product design. Madri Leli: Where do the National Voluntary Guidelines (NVGs) stand? Is it still a tool? Krishi, why

doesn't Maharashtra show on your proposed tailoring school sites? Mr Dutt: We went to where tailors are and where the interest is. Also, thank you Mr Arora for being

so involved. Mr Arora: NVGs are aspirational guidelines giving an explanation of responsible business, centered

around win‐win situations. All about larger concept of what business responsibility is. The NVGs take into account politics. Some NVGs are going into the mandatory space. It is a continuous process.

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Q: Mention of CSR activity becoming more involved: SBI's seems to be a philanthropic model: do they get involved in projects?

Mr Rajan: Giving of grants is important. Give grants for activities and see activity all the way through. Value of grants can be assessed by everyone.

Mr Arora: I think we'll stop here. Thank you to the panelists. Partnership is more like marriage. I hope these partnerships can continue and flourish.

Ms Subramaniam: Thank you to all the panelists and thank you for your good work. End: 11:43 11:45 – 12:00: Coffee Break 12:07 – Project Connect Platform: http://www.globalconferenceoncsrindia.org/Speakers_Participants.html

Ms Cristiana Peruzzo – CSR Strategist, INNOVAID Advisory Services

Mr Vikas Puthran – Vice President of Alliances and Operations, GIVEINIDA

Ms Pushpa Aman Singh – CEO, GuideStar

Ms Harsha Mukherjee – Founder, Ekjaa

Ms S.P. Selvi – Executive Director, Credibility Alliance

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Anil K. Shetty – Co‐Founder, The World Peacekeeper's Movement

Moderator: Dr Neelam Gupta – Founder President & CEO, Aroh Foundation Joining by Telephone:

Mr Rusen Kumar – Editor, www.indiacsr.in

• Dr Gupta • Mr Kumar

o All in Hindi – must check video • Dr Gupta

o The argument was presented that we should be putting pressure on corporates via the media

• Ms Selvi o CSR CSO partnership connect o Positioning of voluntary sector:

Sector has problems with lack of framework Not well guided and lack of monitoring How to identify credible organizations

o We must establish benchmarks o 3.3 Million NGOs in India o Interdependence of business and society

India has a growing disparity between rich and poor o There must be some kind of accreditation for NGOs

• Dr Gupta o Introduces INNOVAID

• Ms Peruzzo o INNOVAID works a little bit more on the corporate side o Has noticed that employees are starved for time, so fewer opportunities for volunteering

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o Educating employees on compassion o 3‐stage model

Education Engage Empower

o Shows challenges of NGOs • Ms Singh

o NGOs and corporates are at odds o Must remove distrust o There is now more crossover between individuals in corporate and individuals in NGOs

• Ms Mukherjee o It is a cost department o Propose that NGOs make all projects sustainable o Projects should be based on sustainability o Appeal for corporates to look at social entrepreneurs

• Mr Puthran o Strategies of fundraising o Indians are conscious that they want to make a social impact o Fundraising channels for NGOs:

Retail Grants NGO consolidators Corporate partnership through business strategy

o Funding must be sustainable o Brands create venues for revenue and causes o Cause marketing campaigns offer a platform for data collection o CSR is part of a business strategy

• Mr Shetty o Began a year ago to campaign for peace in everyday life with Dr Khorakiwala o Working with school children o A corporation is people

13:12 – End 13:27: Break for Lunch

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14:20 – Monitoring and Evaluation: http://www.globalconferenceoncsrindia.org/Speakers_Participants.html

Mr Parul Soni – Ernst & Young Pvt. Ltd

Ms Laura Donovan – CEO, Partners in Change

Mr Jayesh Bhatia – Director, NRMC

Mr Clement Chauvet – Chief, Partnerships and Resource Mobilization – UNICEF India Country Office

Moderator: Mr Manoj Arora – Add DG, Customs, Ministry of Finance, Government of India

• Mr Arora: o Possibly the most important topic o Is being responsible enough or must we also be seen to be responsible?

• Mr Soni o We're all people. Therefore we must portray the impact o How do you plan a program?

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Have they done a baseline? • Organizations don't always have an understanding of creating a baseline?

Second step is monitoring from that baseline Companies are not donors. They are partners.

o If companies get involved in something outside their brand, the company must be en‐mired in your philosophy

o We have created islands of success • Mr Arora

o Is disclosure necessary? What does disclosure do? • Ms Donovan

o If sustainability and CSR is linked to business, the government isn't the best entity to dictate how it should be reported

o How companies asses CSR must be done internally • Mr Arora

o UNICEF also operates in a number of countries. How do you conduct impact studies? • Mr Chauvet

o We must ensure monitoring. Reporting can come later o Within the company you must be able to monitor your own company’s aspects of the

project o When there is a clear monitoring process, there can be clear studies and disclosure

• Mr Arora o What is the experience of the NRMC?

• Mr Bhatia o We work mostly in o We look at the experience and principles as guidelines o There needs to be a baseline o There needs to be a clear way of designing engagement o Monitoring and evaluation should not become an audit

How best are you able to learn and improve the whole process • Mr Arora

o When you do an impact assessment, there are advanced techniques available that many small organizations cannot afford, nor can they afford long term monitoring. How can you reconcile this?

• Ms Donovan o This is a very new area o Find minimum amounts of information necessary for data to be viable o Projects must meet the fundamental needs of the community

• Mr Arora o Return to NVGs: companies must engage with stakeholders o What is the experience of Parul?

• Mr Soni o Nascent stage in India o Nascent model – when they start a program there was a thought behind the entire process

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o Companies must believe in the value of their projects o What is the need of the community and what do we want to change?

• Mr Arora o What we have been discussing is largely applicable to corporations already working in the

space o Laura believes governments must stay out of the space of reporting, yet how do we enforce

reporting? o Do we need a standard way of reporting?

• Mr Bhatia o Once you mandate that there must be reporting, the short answer is yes o We need to find mechanisms for best measuring impact

• Mr Arora o From the perspective of corporates, if we follow the same perspective …

• Ms Donovan o Financial corporate governance took fifty years to put together o Companies acting responsibility is a huge range. If reporting pushes corporates into only

ticking boxes, that is ultimately damaging • Mr Chauvet

o We pose a format and template for reporting it may open their eyes past philanthropy • Ms Donovan

o SEBI ruling sets out loose framework o Reporting and CSR must become embedded in the company

• Mr Arora o Reporting is intended to push the company into thinking about CSR o The CEO needs to be sure of everything he's signing

• Mr Soni o SEBI BRR should be guidelines o Format of reporting o Government is clear that section 135 is an activities Impact will come after reporting o Guidance is important, they want a dialogue o CSR is not new around the world, but India is the only country to legislate on it

• Mr Arora o The rules of section 135 are bring finalized o IICA is also trying a new body of CSR professionals o Having mandated on all there things, will this change the situation on the ground? Is the

government's involvement capacity building? • Mr Chauvet

o There is strong belief that it will help o There will still be a huge influx of philanthropy

• Mr Arora o Will it lead to change in corporate behavior?

• Ms Donovan o I don't think the bill will encourage responsible business

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o The Nordic model is not based on the Indian definition of CSR o There is more to responsible business than ticking boxes o Companies must build buy‐n in communities o Companies must see the bigger picture

• Mr Bhatia o We need to be able to translate projects and impact

• Mr Soni o There must be real partnership between the government, NGOs and corporates

• Mr Arora o We will now take questions

Q: When UNICEF Funded Desh (an NGO) they then came to evaluate the social impact. External

evaluation must be mentioned. For the panel: the community wanted jobs and it was not achieved. If corporations do not want to … consumers are not driving business responsibilities.

Ms Donovan: Companies say they want to work on 'A' because it suits the CSR bill. Does this fit the needs of the community? In terms of the consumer, how we buy will push companies to act. There is individual agency at play.

Q: A little skepticism 0 is there a process of monitoring and evaluation? Mr Arora: The thinking is that the stakeholders will evaluate Q: Most of the companies are more interested in … if metrics are not put into place early, why is there

not adequate weight on initial research? Mr Soni: We start with very complex matrices. The companies do not always understand the

importance. Companies get jittery when you talk about long term launches, not baseline measures.

Q: Mr Soni: You must see the cruz of the argument. There must be a baseline. We need to work in

partnership.

− End

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Global Conference on CSR in India Feedback Form(Link) :‐ https://docs.google.com/forms/d/151tbrZRiN‐4Jhsqcv8BPgOv7IgRwsAqlhPrCcyMCiV0/viewform?sid=7eabb964ec703d30&token=0pzbIT4BAAA.8YfZjdywcBNAl1tdWo8lKA.XizOvcE3velNIynCAy4B1g ;

Feedback Summary

Of 101 attendees, 25 left feedback. The feedback about the conference in general was almost entirely positive, with very few negative reviews. The topic of value for money was mostly neutral, although there were a few participants who felt as though the conference was too expensive for what they were able to bring back to their organizations. Registration was responded to be easy or very easy. The clarity of objectives tended toward the spectrum of easily understood and clearly defined, although there were a fair number who felt as though they were rather less clear. Overwhelmingly the comments indicated that NGOs are unsure as to how to approach corporations in order to further CSR activity. The time for networking ranged across the full scale of the feedback form, but most comments indicate that the networking time should have been more structured in order to give NGOs greater benefit. In terms of individual discussion topics, Dr Chatterjee's presentation was received very well overall, but many expressed the view that they wished there had been more time set for it. Individual comments indicate that many people would like copies of the presentation and/or would have liked handouts at the conference, in order to better follow the presentation. On the topic of CSR in the Boardroom, the levels of usefulness are again spread right across the board, tending toward useful, however nearly a third of respondents stated that there was not enough time for questions, when this particular discussion topic ended early and there were very few questions from the audience. This could be due to the fact that the feedback was given up to five days after the topic was presented, and there are errors in memory. As such we must take that into account when discussing the feedback in general. Again, the clarity of information presented stretched across the spectrum. CSR Skills and Internal Capacity Building also received feedback stretching across the entire spectrum of responses offered, however few individual comments were made. On Wednesday, again the respondents gave varied replies to the feedback questions. On the topic of Synergies and Partnerships for CSR Project Execution, the usefulness of the presentations was largely positive, and and respondents overwhelmingly replied that there was an adequate amount of information presented, that adequate time was taken for questions, and that the information was presented clearly. Based on the feedback, this would appear to have been the most well‐received discussion topic. There were very few individual comments made, however the comments that were made widely agree that this topic was very interesting in terms of exploring corporate‐NGO partnership.

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The Project Connect Platform was again considered mostly useful by respondents, however the responses for the amount of information, the time taken for questions and the clarity of the information varies widely. There were very few comments made and those that were consisted mostly of congratulating the panelists and organizers. Finally, the Monitoring and Evaluation discussion topic was considered mostly useful, and respondents seemed to agree that adequate detail was presented and that adequate time was taken for questions. The clarity of information presented was more diverse, however tended toward clear or very clear. The general feedback regarding what attendees would have liked to discuss at this conference was quite varied, but quite a few people mentioned wanted to know how exactly NGOs can partner with corporations, and similarly, many respondents expected exact details for getting in touch with corporations' CSR departments and seemed to expect more structured networking. At the next CSR Conference, some topics to be discussed included exactly how to develop partnerships between corporations and NGOs.

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Feedback Responses Overall, were you satisfied with the conference, neither satisfied nor dissatisfied, or dissatisfied? Was the seminar better than you expected, worse than you expected, or about what you expected? Was the conference too long, too short, or about right? How would you rate the venue/location?

80%

20% Satisfied

Neither Satisfied nor Dissatisfied

Dissatisfied

38%

8%

54%

Better Than Expected

Worse Than Expected

About What Was Expected

20%

8%

72%

Too LongToo ShortAbout Right

8%

32%

60%

1: Poor2345: Excellent

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How much value for money was the conference? How easy was the registration process for this conference? How did you hear about this conference? How clear were the objectives of the conference? Was too much information covered at the conference, too little information covered, or just the right amount of information covered?

8%

28%

36%

28% 1: Poor2345: Excellent

1%22%

4%9%4% Guidestar

SamabhavanaIICAFriendsHope Foundation

12%

24%

64%

Too Much InformationToo Little InformationAdequate Information

8%

28%

64%

1: Poor2345: Excellent

12%

20%

36%


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How new was the information presented at the conference? How useful to your company was the information presented at the conference? Do you feel as though you had too much time for networking, not enough time, or adequate amounts of time?

9%

35%

30%


36%

64%

Too Much TimeNot Enough TimeAdequate Time

4%24%

52%


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The Companies Bill 2011: The New Game Changer

CSR in the Boardroom

CSR Skills and Capacity Building

1 2 3 4 50

5

10

15

20

Usefulness Clarity

Too Much Not Enough Adequate02468

101214

Time Taken for QuestionsAmount of Detail

1 2 3 4 5012345678

Usefulness Clarity


10121416


1 2 3 4 50

2

4

6

8

10

12

Usefulness Clarity


5

10

15

20

Time Taken for QuestionAmount of Detail

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Synergies and Partnerships for CSR Project Execution

Project Connect Platform

Monitoring and Evaluation

1 2 3 4 50

2

4

6

8

10

12

Usefulness Clarity


101214



10121416


1 2 3 4 5012345678

Usefulness Clarity

1 2 3 4 50

2

4

6

8

10

Usefulness Clarity


5

10

15

20

Time Taken for QuestionsAmount of Detals

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References

'A Look into Corporate Social Responsibility in Indian and Emerging Economies'. Soheli Ghose. International Journal of Business and Management Invention. Volume 1, Issue 1. December 2012. Accessed 12 March 2013. pp. 22‐9. 'ASSOCHAM Eco Pulse Study: Corporate Social Responsibility By Indian Inc. in Q1 2010‐2011'. Ravish Jaggi, ASSOCHAM Research Bureau. September 2010. Accessed 23 March 2013. <http://www.assocham.org/arb/aep/CSR_by_Indian_Inc_in_Q1_2010‐11_sept2011.pdf>. 'Business Responsibility: People, Planet Profit. Case Studies on Business Responsibility'. Indian Institute of Corporate Affairs. 1 April 2011. Accessed 11 March 2013. <http://responsible‐business.in/sites/default/files/Compendium%20of%20Business%20Case%20Studies%20on%20Business%20Responsibilities.pdf>.' 'Cocreating Business's New Social Compact'. Jeb Brugmann and C.K. Prahalad. Harvard Business Review. February 2007. pp. 2‐12. The Companies Bill 2011. Bill No. 121 of 2011. Chapter IX. Clause 135. <http://www.mca.gov.in/Ministry/pdf/The_Companies_Bill_2011.pdf>. 'Corporate Social Responsibility Practices in India: A Study of Top 500 Companies'. Richa Gautam and Anju Singh. Global Business and Management Research: An International Journal. 1 January 2010. Accessed 27 March 2013. <http://www.thefreelibrary.com/Corporate+Social+Responsibility+practices+in+India%3A+a+study+of+top...‐a0229991936>. 'Corporate Social Responsibility: Meeting Changing Expectations'. WBCSD Report. Phil Watts et al. Accessed 15 March 2013. <http://www.wbcsd.org/pages/edocument/edocumentdetails.aspx?id=82&nosearchcontextkey=true>. Country Profile, Human Development Indicators: India. UNDP. Accessed 14 March 2013. <http://hdrstats.undp.org/en/countries/profiles/IND.html>. 'Creating Shared Value'. Michael E. Porter and Mark R. Kramer. Harvard Business Review. January‐February 2011. 'Creating Shared Value in India'. Veronica Borgonovi, Simon Meier, Manjari Sharda and Lalitha Vaidyanathan. FSG Report. October 2011. Accessed 13 March 2013. <http://www.fsg.org/tabid/191/ArticleId/493/Default.aspx?srpush=true>. 'CSR Fund Allocation of Maharatnas and Navratnas'. Press Information Bureau. 23 May 2012.

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Accessed 10 April 2013. <http://pib.nic.in/newsite/erelease.aspx?relid=84412>. 'CSR Report Card: Where Companies Stand'. Mitu Jayashankar. Forbes India. 18 March 2013. Accessed 2 April 2013. <http://forbesindia.com/article/real‐issue/csr‐report‐card‐where‐companies‐stand/34893/1>. CSR Unmade in India'. Business Standard. 11 March 2013. <http://www.business‐standard.com/article/opinion/kanika‐datta‐csr‐unmade‐in‐india‐112120600165_1.html>. 'Implementing CSR Through Partnerships: Understanding the Selection, Design, and Institutionalization of Nonprofit‐Business Partnerships'. Maria May Seitanidi and Andrew Crane. Journal of Business Ethics. Volume 85.2, 2009. Accessed 13 March 2013. pp. 413‐429. India Country Data, World Bank Development Indicators. World Bank. Accessed 14 March 2013. <http://data.worldbank.org/country/india>. 'Measuring Shared Value: How to Unlock Value by Linking Social and Business Results'. Michael E. Porter, Greg Hills, Marc Pfitzer, Sonja Patscheke, and Elizabeth Hawkins. FSG Report featured in CSR Research Digest. January 2013. Accessed 13 March 2013. <http://www.fsg.org/Portals/0/Uploads/Documents/PDF/Measuring_Shared_Value.pdf?cpgn=WP%20DL%20‐%20Measuring%20Shared%20Value>. 'National Voluntary Guidelines on Social, Environmental and Economic Responsibilities of Business'. Ministry of Corporate Affairs, Government of India. 12 July 2011. Accessed 12 March 2013. <http://www.mca.gov.in/Ministry/latestnews/National_Voluntary_Guidelines_2011_12jul2011.pdf>. OECD Country Statistical Profile: India. OECD Online. Accessed 14 March 2013. <http://www.oecd‐ilibrary.org/economics/country‐statistical‐profile‐india_csp‐ind‐table‐en>. 'The Operation of Non‐Governmental Organizations (NGOs) in a World of Corporate and Other Codes of Conduct'. Jane Nelson. Corporate Social Responsibility Initiative, Working Paper No. 34. John F. Kennedy School of Government, Harvard University. 2007. Accessed 12 March. <http://www.hks.harvard.edu/m‐rcbg/CSRI/publications/workingpaper_34_nelson.pdf>. 'Rethinking International Development in a Converging World'. Jeb Bulloch, Chris Jurgens and Peter Lacey. Accenture Development Partnerships Report. 26 January 2011. Accessed 14 March 2013. <http://www.accenture.com/us‐en/Pages/insight‐international‐development‐converging‐world.aspx>. 'Shaping Corporate Social Responsibility (CSR) in India – Does the Global Compact Matter?'. Tatjana Chahoud. German Development Institute. Briefing Paper 3. 2009. <http://www.die‐gdi.de/CMS‐Homepage/openwebcms3.nsf/(ynDK_contentByKey)/ADMR‐7CAHZ2/$FILE/download%20document%20(127%20KB).pdf>.

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List of Acronyms

CPSU Central Public Sector Undertakings

CSR Corporate Social Responsibility

CSV Creating Shared Value

FMCG Fast‐Moving Consumer Goods

GoI Government of India

ICII Indian Institute of Corporate Affairs

IT Information Technology

ITES Information Technology Enabled Services

MCA Ministry for Corporate Affairs

OECD Organisation for Economic Co‐Operation and Development

PAT Profit After Tax

UNGC UN Global Compact

WBCSD World Business Council for Sustainable Development

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