RESPONSIBLE TRANSPARENT GOVERNANCE · Revive ancient knowledge systems to make Indian feel proud of themselves. The threats that remain for India, is the traditional Pakistan & China

India’s 1st monthly Magazine on CSRw

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Promoting Responsibility for Sustainability

june 2017 Volume-6 Issue-2 `100/-

Through governance (process) monitoring system

DECISION MAKINGin

GOVERNMENT

RESPONSIBLE & TRANSPARENT GOVERNANCE

EFFICIENCY(PROCESS)

EFFECTIVENESS(OUTCOME)

IntervIew of the MonthAnuj Mathur

CEO, Canara HSBC Oriental Bank of

Commerce Life Insurance Company Limited

CSr ProfeSSIonALAradhna Agarwal

CSR Consultant, Orient Bell Limited

JUNE 20172

JUNE 2017 3

Dear Readers, Greetings for Rath Yatra & Happy Eid ! ! !

The three year report card of the NDA Government is the subject of discussion everywhere.Trying to make an objective assessment of the situation in the country today, after three years NDA rule, let’s make a quick SWOT analysis and compare it with the situation in 2013-2014, before NDA came to power.Strengths First. The strong points of NDA government in terms of its contribution to India includes, a) India today stands tall in the world stage as a credible nation, who gave YOGA to the world. b) The popularity of Prime Minister Modi in the world through visits to leading nations, generated goodwill for India and the Indian PM became one of the most popular leaders in the world. c) Relations of India improved, specifically with the neighbouring countries and Pakistan’s nuisance value got exposed, leading to segregation and exposure of Pakistan in the sub-continent. d) The most important contribution of NDA government is political stability essential for both economic growth and social progress. e) Emergence of a credible Leader for the country as well as the world. Leader and leadership qualities are intangible assets, generally not comprehended, but a leader is a key driver of change for better. e) NDA government has distinguished between “ Appeasement Politics” for a specific vote bank vs “Development Politics” for all vote banks and created a new political culture. It seems the formula is working. f) The Pakistan & Kashmir issue has been dealt firmly through Surgical Strike and action against Separatists in Kashmir. G) GST and host of other major policies brought on the ground.The Weakness or failure of NDA government, are not very many on practical grounds. Specifically, when to try to straighten up an up-turned vehicle, you spend lot of energy to just getting the vehicle straightening up, after which you can make it move forward. NDA government deserves that credit. Still the few areas of improvement which could have been done during the last three years include, a) monitoring and reporting of the progress in the large number of schemes for the awareness of public and other stake holders to promote transparency, b) Old Age Care has remained a neglected area since long, which could have been addressed along with other schemes, effective c) the most important administrative reform is pending since independence, in spite of commissions after commissions d) The Judicial system reform has been on logger heads e) Police Reform is on hold for ages, f) Ancient Indian Knowledge System needs revival and introduced to sent day Indians, not much is being done on the subject. g) NPAs (Non-Performing Assets) of banks is an area of concern, yet to be resolved. Vijay Malya is hiding in UK damaging the reputation of India and Indian Banking

institutions g) lack of employment remains a serious concern still, only skill development is not sufficient h) the partnership with Mehbooba Mufti remains a weakness damaging NDA credibility, which needs to be resolvedThe opportunities, at this stage include, a) consolidation of India’s position in the world both as a spiritual power and an economy b) reform of the institutions influencing the success of government including Police, Judiciary, Government etc, c) Revive ancient knowledge systems to make Indian feel proud of themselves. The threats that remain for India, is the traditional Pakistan & China. Effective handling of Kashmir will do it’s trick.If we compare the state of India in 2013-14 before NDA with the above performance, it may be said that the biggest contribution for India has been the exit from a gloomy environment, with policy paralysis, followed by laying a foundation for the long term growth of India, in terms of emotional quotient of all the stake holders of progress of India and policy quotient by getting number key legislations passed including the all important GST bill and finally the political quotient, getting more states in to the NDA / BJP fold giving political stability. The three years of NDA and Modi well spent. However, one can’t question PM, who has never taken a break. Hope, he inspires not only the politicians, but also the youth of India, who had to struggle for ideals.Let me take opportunity to extend my gratitude to number of readers and dignitaries, who complimented us on our completion of FIVE years of publication through messages and greetings.In this first issue of SIXTH year of publication, we cover the most crucial issue on “Responsible & Transparent Governance” as a lead story . We also carry our new pages like, “Movie Review”, “Social Media Trends” and “Up Coming Events”. Hope our readers will appreciate. As usual this issue covers Interview of Anuj Mathur, CEO, Canara HSBC Oriental Bank of Commerce Life Insurance Company Limited as Interview of the Month. Interview of Aradhna Agarwal, CSR Consultant, Orient Bell Limited as CSR Professiomnal of the Month. Happy Reading. Be responsible and promote responsibility around you. Please write to me your opinion and suggestions. You may also log on to www.csrvision.in, our portal which is loaded with plethora of information.

From the Desk ofEditor-in-Chief

Prof. Ranjan [email protected]

May 2017 Cover

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SoCIety watCh

Can a society sustain

without Human Values ?

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THOUGHT OF THE MONTH

Put your heart, mind, and soul into even your smallest acts. This is the secret of success.

—Swami Sivananda

03 l From the Desk of Editor-in-Chief

10 l CSR News - India

23 l CSR News - International

44 I Guest Article

46 l Upcoming Events of the Month

48 l Social media trends of the Month

51 l Movie Review

54 l Indian Gems

55 l CSR Jobs

56 l Leadership Tips

57 l Appointments

58 l Readers Post

Editor-in-ChiefProf. Ranjan Mohapatra

Chief Sub-Editorloni Bora

Head Financesudhir Panda

National CoordinatorAshutosh Kumar

Consulting Editor’sYogesh sood

Kaushtubh Choudhary (C)Indra mohan singh

Chetan Bundela

Correspondentssanjay jain

Hemant Routsushant Kr. Raut

Special Correspondentsmukarram mohammed (Dubai)

sangeeta Chaudhary

Regional Director’ss.P.singh, jharkhandB.C. Kiran, Karnataka

Deepak Pandya, Vadodara

PhotographyTekendra Adhikari

Art & Designm.K. Ray

CirculationIndra Bhushan Kumar

Strategic Brand Communication Advisor

P. K. mishra

Legal AdvisorAshwani K. Dubey

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Responsible Under P.R.B. Act 1867

CSR VISION does not accept responsibility for returning manuscripts and photographs. All submitted materials should contain self-address, e-mail id, blog details (if only).

All disputes are subject to the exclusive jurisdiction of competent courts and forums in Delhi/New Delhi only.

All rights reserved. Reproduction in any form is prohibited.The Contents of this publications reflect the views of writers and contributors, not necessarily those of the publishers and the editors. All disputes are subject to the exclusive juridiction of competent courts and forums in Delhi/New Delhi only.

CSR VISIONEmpowering CSR & Sustainability

Mentorsmr. sunil shastri

ex-minister (u.P.) & ex-member of Rajya sabha

mr. Abhijit mukharjeemember of Parliament

Dr. u.D. ChoubeyDirector General, sCoPe

reSPonSIBLe & trAnSPArent GovernAnCe

30

CONTENTCO

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RY

Q You have a unique combination of degrees including CA, ICWA

and CS, which empowers to undertake any career path in the financial world. What attracted you to Insurance?

A I have been associated with the Indian Life Insurance industry for

the last 15 years. Life Insurance is one of the fastest growing sectors in India since 2000 when government allowed entry of private players. Insurance sector offers unique combination of stability and variety because of the niche areas that it covers. The best part of working in this sector is that you get exposure, plenty of opportunities to learn and work with important functions within the business such as underwriting, actuarial, claims.

Q You have taken over as CEO of Canara HSBC Oriental Bank of

Commerce Life Insurance Company Limited which operates in the area of Life Insurance adopting bancassurance model. What are the unique features of this model and how it is different from other model?

A The bancassurance business model in India has emerged as a

scalable model that leverages the manufacturing capability of the insurance company with the customer base and branch network of the banks. The vast infrastructure of all the banks enables distribution and accessibility of insurance products across the entire country, leading to greater convenience for customers and increasing insurance penetration (for all segments of society) across the markets of the country. Agency model although has a predominant share in today's market, however, it has its own limitations

Anuj Mathur is Chief Executive Officer of Canara HSBC Oriental Bank of Commerce Life Insurance, one of the fastest growing life insurance companies in India and the only company to operate an exclusively bancassurance model.Anuj is a founding member of the company having joined in 2007 to lead Legal, Compliance & Risk, Corporate Governance before becoming the CFO and later on taking over as the CEO of the Company. He has over 22 years of experience and has been associated with the Indian Life Insurance industry for the last 15 years. He is a fellow member of The Institute of Chartered Accountants of India, Institute of Company Secretaries of India, associate member of Institute of Cost Accountants of India and a Commerce graduate from Shri Ram College of Commerce, Delhi University.

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INteRVIew oF the MoNth

Interview of Anuj MathurChief Executive Officer, Canara HSBC Oriental Bank of Commerce Life Insurance Company Limited

because of the cost structure & expense management. The next wave of growth would ride on the ecommerce (Digital) platform.

Q How is Life Insurance business different from other insurance

businesses including health, vehicle etc in terms of marketing schemes?

A In the financial services category, customers look at brands they can

trust and are stable. They would want to be associated with a brand which has a consistency in servicing and addressing their needs as and when it arises during the tenure of the policy. This in our view is the guiding factor for a customer preference. Meanwhile the marketing schemes for life insurance companies are no different than for any other insurance company. Being a pure bancassurer, our distribution strategy is to sell to the customers of our partner banks through their branches. Our marketing strategies are focused on empowering the licensed branch staff to provide effective life insurance solutions to the customers by providing visibility in and around the bank branch, through simple and easy to use sales aids for the bank staff. To supplement this approach, our marketing efforts also endeavour to increase awareness of the product solutions & the value that they offer to the customer.

Q What is the Life Insurance industry profile in India and who

are the key players and what is the prospect of your company?

A The Life Insurance Industry currently has 24 players and all of

them operate in various markets pan India. Each has its niche which ranges from pure bancassurance to agency & broker led business model. The industry is at a promising juncture and is estimated to grow 15-20% in the next 3-5 years. The growth would essentially come from the Tier 2 & 3 towns (apart from the Tier 1 cities) as

the awareness towards this critical product line is increasing. Technology will play a very important role in adding impetus to the Industry sales. We are a blue blood bancassurance company and over the past 8 years have developed sufficient expertise in this space. We will continue to expand and grow this channel as we believe it has a lot of potential still to be tapped. The next wave of our growth will also ride on the Digital platform. The channel is cost effective, addresses a specific segment which prefers to deal in a non physical manner and has a huge potential.

Q Does Life Insurance influence the lifestyle of people in general

in terms of being responsible towards life or being carefree?

A It's very important that people first understand the importance of

having an insured life. Life insurance is a necessity if you have any sort of financial obligation or if you have a family financially dependent on you.

Having life insurance ensures that the lifestyle of your family is not impacted and their financial goals remain fulfilled in the unforeseen situation of you not being around. In case you were to survive, Life Insurance solutions act as an excellent tool of investment & savings thus securing you financially. By investing wisely you can create wealth for the future and financially protect your family. Advance planning allows you to take control of your financial position thus reducing the element of uncertainty.

Q As per your experience, what percentage of people take up life

insurance policies purely as a matter of investment and what percentage take it from insuring their future?

A Buying a life insurance policy is one of the most important

financial decisions that one can take. Therefore, while buying a life insurance product the customer generally has the following top criteria's in mind:

1. Future of family in case of death of the bread winner - The protection angle

2. Disciplined saving/ investment over a medium to long term - Peace of mind

3. Achieving long term goals in a systematic manner - Fulfillment of dreams/ goals

4. Insurance as a tax efficient instrument - Financial sense

Basis experience I can say that each of the customer who opts for insurance is driven by one of the above parameters. It is always an overlap of reasons & objective which influences a person to buy Life Insurance. An insurance product comes bundled with protection.

Q The common man is though happy due to competition among

insurance companies expecting to get a better deal, stays confuse because of poor comprehensions and difficult in comparing alternative choices offered

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By investing wisely you can

create wealth for the future and

financially protect your family.

Advance planning allows you to take

control of your financial position

thus reducing the element of uncertainty.


JUNE 20178

by insurance companies. How do you help the potential insurer in comprehending and buying a policy?

A In my view, the first and foremost thing is to understand the need

for which any insurance policy is being bought or sold. If an insurance policy is not bought as per need, there are significant chances that the customer may not continue the policy for its intended duration, or the policy will not remain relevant for the goals he is pursuing. Therefore, it is not just about the 'best deal' or 'comparison' in insurance but it is the "Customer need" which should drive the product choice. To ensure that the customer comprehension of the product is complete, we have a very robust training process which we impart to our bank staff who in turn utilize this while interacting with the customer. Apart from this we have validation mechanisms which lead us into engaging with the customer pre sale and reiterating the product features & details with them. We follow this process with rigour and have built sufficient diligence around this. This ensures that the customer takes an informed decision, and the seller facilitates the entire sales process, including financial planning and need assessment.

Q Do you think your company has a social responsibility under CSR

to invest in customer education for the benefit of customer as well as the Company?

A We are a financial services company and our business is life

insurance which ensures financial protection for the customer. It hence becomes necessary that we invest in customer education and create awareness on insurance and other financial products in order to help them take informed financial decisions. The focus is to help the customer plan, save and grow their money so that they become financially secure. In today’s

age, young people need to master this crucial life. We undertake a lot of initiatives which promote awareness and our customer education programme are implemented via face to face workshops, community trainings, digital campaigns and related authored articles in media. We also use our bank branches and the digital medium to effectively communicate this to the prospective customer.

Q How do you react to the mandatory CSR policy of

Government of India under company’s act as a matter of principle? How do you comply with the CSR provision?

A Life insurance, our business, is all about social security and

protection i.e. aimed at the well-being of human beings and the society as a whole. We are committed to giving back to the community we operate in which includes other areas like caring for the environment, skill development, education etc. The spend on CSR which aims at building a strong nation through increased participation of all sections of the society is a welcome step and we are taking all steps to ensure that we make the most of it .

Q Which is your flagship CSR project?

A Jal Jeevan - Aarohan is our flagship CSR project. In Hindi,

‘Jal’ means water and ‘Jeevan’ means life – the project name was derived basis the fact that water is the elixir of life and therefore the need to use it responsibly as well as conserve it; ‘Aarohan’ in Hindi means ascent or to rise. The project focusing on a sustainable, watershed approach to conservation, village development and livelihood enhancement was planned for Pachala village in a semi-arid area of Rajasthan near Jaipur. The first objective was to build a water harvesting structure and make water available to the community for their

daily needs which included promotion of safe drinking water and sanitation. The next step was to establish a skill centre to provide environment and other skill trainings for improving lifestyle and increasing income.. The project has impacted nearly 15000 people in 6 villages. It secured the interest of local communities thus leading to higher participation from them. Through mobilization efforts, education, trainings and capacity building, the communities understood the need to manage as well as conserve water and other resources. The water table of the region has improved - evident by 11 dry wells getting

We encourage everyone in the organisation to participate and do their bit for the society and the environment. CSR is extremely important for me both at an official level as well as a personal level.

I participate in the finalization of the projects for the financial year along with the internal CSR

Committee members. During the year, I visit the projects and interact with the partner NGOs

and the beneficiaries to see the impact of our interventions and understand their future needs.


JUNE 2017 9

recharged and water availability throughout the year& removal of salt and flouride from the soil which has improved the health of the community. The increase in soil moisture has led to perennial, increased greener cover and has doubled the cropping pattern. An energy efficient structure for ‘Aarohan’ was set-up which focuses on renewable energy and promotion of solar technology for environment-related entrepreneurship skill trainings like mason training for building energy efficient houses, entrepreneurship training for solar mobile charging station, solar cooking and renewable energy promotion through biogas as well as introduction of a plant nursery to promote species that are not water intensive as well as commercially viable.

Q What is your personal level of involvement in CSR projects?

A We encourage everyone in the organisation to participate and do

their bit for the society and the environment. CSR is extremely important for me both at an official level as well as a personal level. I participate in the finalization of the projects for the financial year along with the internal CSR Committee members. During the year, I visit the projects and interact with the partner NGOs and the beneficiaries to see the impact of our interventions and understand their future needs. I also participate in different initiatives organised by the CSR department and lead the annual CEO CSR initiative in which the senior management participates and interacts with the beneficiaries of our projects.

Q What positive impact your Company has made through

CSR?

A Inclusion via education which covers consumer education,

environment, sanitation & cleanliness are our focus areas. In FY 2016-17, under education for children we have

covered around 500 children from the underserved communities. We have supported vocational and environment training of around 2200 youth with a special focus on women. As of now around 70% beneficiaries are gainfully employed or have opened their own set-up. For financial literacy, this year we also took the digital route for a better impact and also directly reached out to 13,000 people via community trainings which included sessions on digital payment methods.

We have two rain-water harvesting projects in Phagi, Rajasthan and in Solapur, Maharasthtra, in the areas facing perennial shortage of water. The one is Solapur is still in the implementation stage but the one in Phagi has his led to increase in the water table, decrease in fluoride content and availability of water for the villagers through the year. 1700 villagers residing in Village Pachala where the structure was constructed and 13000 people in the adjoining 5 villages in Phagi benefitted from this initiative. Another project on the environment is in the difficult terrain of the Sunderbans in West Bengal where we have been able to help the Moulis or the honey collectors to obtain high quality honey with better quality pollen and via apiary boxes and raising

awareness on the tiger as an important link in the food chain thus aiding sustainable management of the forest resources and reducing the chances of man-animal conflict. For environment, we plant over 10,000 trees each year & focus on efficient resource management systems/process at work. We are associated with several global events to create public awareness on environment conservation & sustainability.

This year we have focused on sanitation (swachhta) by effecting behavior change via community engagement. This was in line with the national mandate of Swachh Bharat which our Prime Minister is pursuing.

Q Anything you would like to share with the readers of CSR VISION.

A We all make hundreds of decisions each day but when it

comes to making a financial decision for the future, we just avoid taking the same for our self. If we plan and assess our needs; our financial lives will become simple. Prior planning along with a comprehensive financial solution can enhance the quality of life for a secure future. So the thumb rule is to evaluate the options available, decide and choose the right option at the right time .u

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CSR NewS INDIa

Prof Ranjan Mohapatra the publisher of CSR VISION, India’s first monthly magazine on CSR and

Sustanibility has been felicitated as the “Father of CSR” by Karunya University on 11 May for his pioneering and holistic contributions to the CSR Movement in India. He Started with CSR policy making, CSR promotion in collaboration with Government of India (Department of Public Enterprises) including launching of the CSR guidelines for PSU’s at Puri in 2010. Prof Mohapatra also drafted CSR policies for MCA (Ministry of Corporate Affairs) and the World Bank, dominating the CSR policy making space in India. He publishes CSR VISION since May 2012 to create required media space for promotion of the CSR knowledge and information. Ranjan Mohapatra runs three separate entities in Delhi namely VISION CONSULTING – a corporate consulting agency, VISION FOUNDATION FOR DEVELOPMENT MANAGEMENT, a policy research agency and CSR VISION- MONTHLY MAGAZINE. He has been active in both corporate sector and social sector for more than 2 decades includes advising the World Bank on Governance and CSR. He is also a senior columnist of Indian Express and Financial Express in the area of Governance and CSR.

Prof. Ranjan MohaPatRa honoured with the title Father of CSR

Scanned by CamScanner

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CSR NewS INDIa

SMile Foundation & Wilde Ganzen launch a pioneer e-learning platform Smile Foundation announced its partnership with the

Dutch development organization, Wilde Ganzen, to launch the international capacity building initiative: Change the Game Academy (CTG Academy) in India. Change the Game Academy is a first of its kind e-learning portal specially created for, and dedicated to build the capacities of, grassroots NGOs and CBOs.

With India’s evolution into an emerging economy, foreign funds from developed countries are dwindling, which are now directed towards rehabilitating and empowering poorer countries and conflict zones. Furthermore, while the number of donors has risen in the past owing to an increase in India’s per-capita income, the same is accessible only by larger organizations or INGOs.

Grassroots NGOs and CBOs, despite their last mile connect, are often faced with challenges in funding and resource mobilization due to a lack of proper management system, communication and mobilization skills, or preparedness of the internal organization. Driven with a vision to mitigating these challenges, the Change the Game Academy has been launched to help the local community welfare projects reap benefits of “Digital India” at the very grassroots.

Elucidating upon the need for the Change the Game Academy, Mr. Santanu Mishra, Co-Founder & Executive Trustee, Smile Foundation, said, “Ideally, grassroots NGOs and CBOs should become an interface between the

community and the government, helping implement the schemes and policies to the last mile and reflecting the gaps by becoming the voice of the community. But to make this possible, there is an imminent need to incubate and handhold grassroots NGOs.”

Change the Game Academy uses the blended learning approach, combining face-to-face courses, full e-learning courses, separate e-learning modules and toolkits and collective and individual coaching. The e-learning platform has easy modules, designed by international experts, adopted in the Indian context by Smile Foundation. Representatives from the CBOs and grassroots NGOs can learn and complete the courses at their own pace and convenience.

Suzuki MotoRCyCleS brings safe drinking water to haryana SchoolSuzuki Motorcycle India Private Limited (SMIPL), a

subsidiary of one of the world’s leading two-wheeler manufacturers, Suzuki Motor Corporation, Japan, today extended its CSR outreach to people in Haryana by installing a refrigerated RO water plant in the Government Senior Secondary School at Kherki Daula Village.

Mr. Satoshi Uchida, Managing Director, SMIPL, inaugurated the advance technology water facility today

in presence of the community leaders and school officials, which will provide safe and cool drinking water to the students of school in Kherki Daula.

Speaking on this CSR initiative, Mr. Satoshi Uchida, Managing Director, SMIPL said, “Suzuki constantly strives to improve the quality of life and has ranked the interest and wellbeing of the community as a priority. Installation of the drinking water plant in the Haryana government school is yet another step in same direction. This is part of Suzuki’s endeavour to cater to requirements of access to safe and hygienic drinking water for school going children in rural areas. Availability of cool and fresh drinking water at the government school in summer will add yet another attraction for children in Kherki Daula village to attend classes and prepare themselves for a better future.”ABOUT SUZUKI MOTORCYCLE INDIA PVT LTD (SMIPL)Suzuki Motorcycle India Private Limited is a subsidiary of Suzuki Motor Corporation, Japan where in they have the same manufacturing philosophy of PRODUCTS OF SUPERIOR VALUE right from the inception. SMIPL manufactures two-wheelers best suited for the valuable Indian customers. The Company started its India operation in February, 2006.

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CSR NewS INDIa

Corporate Social Responsibility is an integral part of Rajasthan Electronics & Instruments Limited (REIL)

activities and an important part of Company’s objectives. Company executes Corporate Social Responsibility (CSR) activities for the underprivileged section of the society under which, REIL recently installed a 1.12 kWp Solar Power Plant with tube-lights and ceiling fans and 12W x 75W Solar LED Street Lights at the primary school and streets of the village Chimanpura (Dhab Ka Nalla), Jaipur. This Solar Power Plant was handed over by Shri A. K. Jain, Managing Director, REIL in the gracious presence of District Governor Shri Ramesh Chaudhary, Rotarian Dr. Sudhir Calla and Prof. Ravindra Nagar, MNIT Jaipur on 07.05.2017.

Chimanpura, Dhab Ka Nalla is an under privileged village which has also been selected by MNIT Jaipur for skill up-gradation and infrastructure development activities under Unnat Bharat Abhiyaan of Government of India. The primary school in the village, established 25 years back and only 17-18 kms from Jaipur city on National Highway to Delhi, does not have a Grid Power Connection. Understanding the basic need of electricity for the students and villagers, Solar Power Plant and Solar LED Street lights were installed by REIL in the school and at village streets for the up-gradation of the village

so that the students can study and the villagers can complete their routine activities during the off-electricity hours too.

On this occasion, Sarpanch of the village and the Principal of the primary school whole heartedly thanked Shri A. K. Jain, Managing Director, REIL for the Solar Power Plant and Solar LED Street Lights and informed that the installation will ensure significant and definite up-gradation of the village society. Shri Ramesh Chaudhary also appreciated the work done by REIL under CSR for installation of Solar Power Plant and Solar LED Street lights for the village society and congratulated Shri A. K. Jain and his team members for this noble work.

Shri A. K. Jain, Managing Director, REIL stated that the Company is committed towards CSR and will continue to undertake such activities in future also so that the similar Solar Power systems can be installed in the needy areas similar to the Dhab ka Nalla village. This will facilitate in understanding the importance of Solar Energy and develop awareness among nearby community. Shri Jain also stated that the feeling of happiness by doing such CSR activities is boundless, while fulfilling the obligations of society and stake holders, human resources and services received from the society.

Reil installed Solar Power Plant and Solar led Street lights

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CSR NewS INDIa

WondeR CeMent’S ‘Swach jal Sabka haq’ program across 46 cities

Wonder Cement launched its novel initiative ‘Swach Jal Sabka Haq’ on 16 May 2017. ‘Swach

Jal Sabka Haq’ has also been launched across 46 cities simultaneously covering the states of Gujarat, Madhya Pradesh, Maharastra and Rajasthan. The ‘Swach Jal Sabka Haq’ will benefit over 16 lakh people and will be executed by deploying 52 vans that will criss-cross the targeted 46 cities over 30 days, serving over 10 lakh litres of pure drinking water.

Under ‘Swach Jal Sabka Haq’, general public, including pedestrians, workers, children will be served pure and cold drinking water during this hottest month of the year. The service Vans will be parked at famous and acquainted sites for two and a half hour each at multiple locations.

Mr. Vivek Patni, Director, Wonder Cement Ltd. says, “Water is a scarce commodity and come summer the shortage becomes acute, especially at public places when people are out during the day. To ease the situation by providing drinking water timely, we have introduced ‘Swach Jal Sabka Haq’ as a modest step in that direction. We have identified prominent locations and areas for supplying safe and clean drinking water as last year when we covered 40,000kms serving more than 4 lakh litres of pure water. This year we are trying to take it to an even wider scale to benefit more and more people, providing with pure drinking water, on the move.”

Wonder Cement took this initiative in 2014 for the first time. Fifteen sites were then identified in the district of Udaipur with a large concentration of pedestrians near places like hospitals, construction sites, bus stands and served water on the go. Given the popularity of this program, the ‘Swach Jal Sabka Haq’ has now been extended to 46 locations across four states.About Wonder Cement:Wonder Cement Limited is a leading cement company catering to markets across the country predominating the states of Rajasthan, Gujarat, Punjab, Haryana and Uttar Pradesh. Established in 2010 with its headquarters in Udaipur, Rajasthan, Wonder Cement Ltd is known for its high quality of products that reflect the enriched heritage of its parent company RK Marble, a leading name in the marble industry. The company with its plant located at Chittorgarh today produces to its capacity of 6.75 million tons per annum, thus occupying a prominent position in the industry. Special efforts are taken to ensure that the plant upholds the latest environmental norms with the help of a reverse air bag house, ESP and a number of nuisance bag filters remain clean and dust free. The manufacturing unit is established with technical collaborations with Thyssenkrupp and Pfeiffer Ltd. of Germany. Wonder Cement is planning to further expand its current capacity to 10 million tons by setting up a third production line.

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CSR NewS INDIa

Praj Industries announced a breakthrough in scale up of its 2nd generation ethanol technology with successful

completion and start-up of smart bio-refinery. India’s first integrated bio-refinery is built on the company’s proprietary platform technology - “enfinity’’ for manufacturing ethanol from agri-waste.

Second generation demo plant can produce one MLPA of ethanol by processing a variety of agri-residue like rice and wheat straw, cotton stalk, bagasse, cane trash, corn cobs &stover, etc. into ethanol, with superior product yields. With continual research and development, further pipeline of other renewable fuels and chemicals is underway to be produced from this technology platform.

Talking about this landmark achievement, Mr Pramod Chaudhari, Executive Chairman of Praj Industries said: “Praj’s 2G demo plant is a testament of our technology leadership in the bio-energy space. This innovative technology has substantial potential to enhance energy security and help India become energy self-reliant. It uses abundantly available cellulosic biomass while effectively addressing the challenge of agricultural waste management and mitigating pollution. Commercialization of 2nd generation ethanol technology will give an impetus to rural economy and create additional employment opportunities.”

Mr Chaudhari added further, “The menace caused by burning of farm residue can be addressed effectively by converting biomass into ethanol to be used as a transportation fuel. Such biofuels are of immense national importance as they can help partially meet India’s growing requirement for crude oil resulting in forex savings.

Progressively increased ethanol blending will help achieve GHG emission reduction targets agreed at COP 21 Paris summit.”

In India, an eco-system for 2nd generation ethanol is in the making to achieve the aspired 20% blend ratio. As a part of this drive, 10 to 12 Second generation ethanol projects are expected to be finalized, with average capex of around Rs 600 crore each. Each of these plants will have the capacity to produce 100,000 litres of ethanol per day.

Praj is at the forefront of this development and has already signed MoUs with IOCL and BPCL as their technology partner for certain project sites. Meanwhile experts from Oil Marketing Companies (OMCs) and their engineering consultants have already visited demo plant and endorsed the success of Praj’s technology.

About Praj Industries Limited: Praj is a global process solutions company driven by innovation and integration capabilities, offers solutions to add significant value to Bio-ethanol facilities, Brewery plants, Water & Wastewater treatment systems, Critical Process Equipment & Systems, Hipurity solutions and Bio-products. Over the past three decades, Praj has focused on Environment, Energy and Agri process led applications. Praj has been a trusted partner for process engineering, plant & critical equipment and systems with over 750 references across five continents. Solutions offered by Praj are backed by its state of the art R&D Center called Praj Matrix. Led by an accomplished and caring leadership, Praj is a socially responsible corporate citizen. Praj is listed on the Bombay and National Stock Exchanges of India.

PRaj all set to unveil india’s First integrated bio-refinery

JUNE 2017 15

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Safe Water Network and Honeywell India today launched their 75th safe water station, providing safe water access

to more than 200,000 people in Telangana districts affected by groundwater contamination, including from fluorides.

These locally-owned and locally-operated safe water stations deploy state-of-the-art six-step treatment process, including reverse osmosis and ultraviolet to purify water. This treated water complies with the Bureau of Indian Standards’ and World Health Organization’s water quality standards. Unique technology interventions such as solar power, water ATMs, and remote monitoring system ensure uninterrupted and sustainable supply of clean drinking water. Additionally, pressurised and automated can washer improves can washing leading to water safety.

Kurt Soderlund, CEO, Safe Water Network, said, “We are committed to ensure that communities have access to safe water, especially the poor. We focus on driving sustainability by building local capabilities to operate safe water stations, and mobilize strong grassroots community support. We are grateful to Ms. Bharathi Hollikeri, IAS, District Collector, Medak, for helping expand this initiative for the betterment of her district’s community health. This is an important step towards scaling-up safe water stations in Telangana.”

Bharathi Hollikeri, IAS, District Collector, Medak District, Telangana, said, “Safe water stations in Medak district is empowering local community by providing safe drinking

water access to over 50,000 people for their good health. The price is affordable and the program is sustainable. I appreciate Safe Water Network and Honeywell India for their commitment towards Medak community.”

A series of activation events, including door-to-door consumer awareness, village-level meetings, live demonstrations of water quality, and the use of audio visuals, help raise awareness and drive safe water adoption. Engagement at all levels of the targeted community for social, financial, and environmental sustainability ensure the continued success of the program.

Highlighting Honeywell’s commitment to Telangana, Vikas Chadha, President, Honeywell India, said, “Not only are we helping build Telangana into a technology hub through our thousand engineers and global technology work they do here, we are also tied to community through this program. It is important to understand that safe water is not just about health. It allows children to go to school every day, parents to work and improve living standards – it can transform lives.”

Over the last two years, Safe Water Network and Honeywell India have set up safe water stations across Karimnagar, Adilabad, Warangal Rural, Warangal Urban, Jayashankar, Mahabubabad, Jagtiyal, Peddapalli, Badradri, Mancherial, Suryapet, Khammam, Medak, and Nalgonda districts.

SaFe WateR netWoRk and honeyWell india launch Safe Water Station

JUNE 201716

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After a whirlwind US tour through Boston, four cities in the Bay Area and Los Angeles, MasterChef Sanjeev

Kapoor returned to India accomplishing a feat like no other. Traveling through seven cities in 10 days for Akshaya Patra, Chef spoke, auctioned signed dinner plates, gala tables and memorabilia and raised a whopping $2.1 million dollars for a cause dear to his heart – Akshaya Patra.

With his wit, charm and complete dedication to a cause dear to his heart, the newest awardee of the Padmashri regaled audiences everywhere with poignant stories from his career while bringing into focus the painful facts of hunger in India.

Master Chef Kapoor spoke about his own childhood, with dramatic style narrated the three very different lives that his father led as he moved from Pakistan to India after the partition. The story emphasized the point that given a chance everyone could succeed. Everyone deserved a chance; that no child should be denied an education because of hunger.”

In the Bay Area, with notable executives and dignitaries from the Silicon Valley present, Chef appealed to the audience to give to Akshaya Patra, an NGO that serves 1.6 million midday meals to children in 13,200 government schools in 12 States in India. Akshaya Patra has scaled from serving 1,500 meals in 2002 to becoming the biggest midday meal program in the world, operating 29 centralized, ISO certified kitchens and transporting the food to schools up

to a distance of 40 kms.In a conversation with Chef at the Sanatan Dharma

temple in Los Angeles with over 300 guests present, comedian and Emcee Rajiv Satyal asked “why Akshaya Patra?”. Chef replied his journey was about good food and Akshaya Patra was all about food. Just like his own journey where cooking food for his family and friends and also presenting it to millions of viewers on television show for over 20 years, the joy of giving is much more than the joy of receiving.

A fact that he emphasized at the exclusive invitee only dinner at the Spice Affair restaurant in Beverly Hills. With just under 100 donors present, Chef spoke about the circle of giving and receiving, everything he gave has come back to him many times over – something we often miss in our busy lives. His message to the audience was to give, because we could and to go even further, give for selfish reasons, because it felt good. Chef Sanjeev Kapoor raised over $925,000 within a half hour, auctioning off tables for Akshaya Patra’s Diwali benefit gala on October 28th in Los Angeles. Vandana Tilak, a director of the Board for Akshaya Patra USA thanked the Chef and his wife Alyona for taking the time out in their busy schedules to support the march against hunger and going above and beyond to ensure every opportunity was explored and dedicated to serving a mid day meal to children in India.

Master Chef Sanjeev kapoor raises $2.1 Million dollars for akShaya PatRa

JUNE 2017 17

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Mile, the charity initiative of BookMyShow, today announced that it has successfully completed the first

edition of the initiative as part of which it supported 6 NGOs to conduct 12 day workshops to train 250 children across India.

The initiative, which was conducted in association with a leading production house, took a team of industry experts across the geographies of Maharashtra, Bihar, Himachal Pradesh, Odisha to implement and conduct the specially curated workshops. The children were divided into small groups and were taught various aspects of film making- from selecting a topic to practical sessions.

Conducted by industry veterans, the children were taken through the processes of script writing, screenplay, shooting, directing, acting, and editing that finally culminated into the creation of 12 beautiful short films. These films reflect interesting storylines based on diverse Indian cultural influences, along with soul-stirring messages. Set against the backdrop of colourful Indian landscapes, the results are a cinematographic treat that will be showcased at the India Alive Short Film Festival in Mumbai at the end of the month.

Farzana Cama Balpande, Head- BookASmile said, “At BookASmile, we are committed to enriching lives through entertainment led experiences. We realised that India is land of abundant talent and all it takes is someone to identify them, provide them with necessary guidance and finally, give them a stage to present it to the rest of the world. With this in mind, we are delighted to have supported film making among talented children residing in different parts of the country. By working closely with our partners, we were not just able to

teach the children the art of film-making, but have introduced to them opportunities that could possibly help them build better lives.” About BookASmile BookASmile (BAS) is an initiative run by India’s leading online entertainment ticketing brand BookMyShow. Created with a vision to support special causes and enrich the lives of the less fortunate across India through the medium of Experiences & Enjoyment, the initiative invests a lot of energies to create an inviting community to ensure that they can be privy to opportunities, by incorporating into their lives, activities and experiences from across genres like Sport, Cinema, Arts, Theatre & Music.The BookASmile initiative has been operational since 2014 and has been integrated within the BookMyShow App and website. With BookMyShow’s vast customer base, the initiative has been raising funds for special causes whereby every consumer can choose to contribute from Re.1/- per ticket - to a maximum of Rs. 5/- per transaction towards charity. About BookMyShow:BookMyShow, (Bigtree Entertainment Pvt. Ltd.), is India’s largest online entertainment ticketing platform that allows users to book tickets for movies, plays, sports and live events through its website, mobile app and mobile site. Founded in Mumbai (India) in 1999 and launched in 2007, BookMyShow is now present in over 400 towns and cities across India, currently meeting the entertainment demands of millions of customers. For more information, please visit www.bookmyshow.com.

BookaSMile promotes film making at the grass root level; supports workshops for lesser fortunate children

JUNE 201718

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Hand Hygiene is a significant element in the process of preventive care and infection control. It is a basic and

a simple step which is common but also often ignored by many.

In India, street food is an indulgence or an everyday affair for many! On this World Hand Hygiene Day, Savlon Swasth India Mission begins a unique initiative to spread awareness on hand hygiene and the need to ‘Ask for Clean Hands’! The genesis of this initiative is a simple observation on how hand hygiene is often ignored while indulging in street food.

‘Ask For Clean Hands’ is an educative initiative that encourages consumers to ask for clean hands by ringing a bell kept at select street stalls. An experience from the streets of Mumbai is encapsulated in a short video.

To induce behavioural change, the process of communication and education has to be fun and engaging. Ask for Clean Hands by ringing the Savlon Swasth India bell is one of the various exciting tools being deployed to help initiate the habit of hand washing with soap or a handwash.

The initiative in its introductory phase is being rolled out to some of the most frequented street food clusters in Delhi, Mumbai and Kolkata. Savlon Hand Wash sachets are being provided to encourage all these vendors to clean their hands well before serving food.

Mr. Sameer Satpathy, Chief Executive, Personal Care Products Business, said, “Hand Hygiene is a critical issue and is often ignored in the popular street food culture that thrives in India. Savlon Swasth India Mission’s ‘Ask For Clean Hands’ is a unique initiative beginning this World Hand hygiene Day that encourages consumers to demand for clean hands while indulging in street food.”Savlon Swasth India Mission:Savlon, ITC’s leading hygiene brand, unveiled Savlon Swasth India Mission last year in October. It is a programme designed to encourage behavioural change towards washing hands amongst children and adults through various engaging and entertaining educational initiatives. In line with Savlon Swasth India’s proposition of ‘Healthier Kids, Stronger India’, the programme introduced interactive activities including a series of storytelling and visual engagement that educate and encourage children to adopt good hand hygiene practices. As part of its integrated approach, Savlon Swasth India Mission introduced Savlon Healthy Hands Chalk Sticks to induce behavioral change in primary schools in India. The ongoing programme to encourage washing of hands especially before meals has already reached out to more that 11 Lakh children. Earlier this year, the programme also collaborated

with Indian Railways to introduce hand wash sachets in select trains. About ITC LimitedITC is one of India’s leading private sector companies with a market capitalisation of over US$ 45 billion and a turnover of US$ 8 billion. ITC’s diversified businesses include Fast Moving Consumer Goods, Hotels, Paperboards and Packaging, Agri Business and Information Technology. ITC Chairman Mr Y C Deveshwar has been ranked by the Harvard Business Review as the 7th Best Performing CEO in the world in its January-February 2013 edition. ITC was ranked as India’s most admired company, according to a survey conducted by Fortune India, in association with Hay Group. ITC is the country’s leading FMCG marketer, the market leader in the Indian Paperboard and Packaging industry, a globally acknowledged pioneer in farmer empowerment, the second largest Hotel Chain in India and a trailblazer in ‘green hoteliering’. ITC Infotech, is one of India’s fast-growing IT companies in the mid-tier segment. ITC is an acknowledged global exemplar in Triple Bottom Line performance. A global exemplar in sustainability, ITC is the only enterprise in the world to be carbon-positive, water-positive, and solid waste recycling positive for many years in a row. ITC generates sustainable livelihoods for over 6 million people.

Savlon Swasth india embarks on a unique initiative this World hand hygiene day

JUNE 2017 19

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Social Development Society, the CSR wing of Sonalika ITL organized the 3rdedition of its CSR advisory

committee meet themed on “Together Making a Difference” at the Taj Mahal Hotel, New Delhi.During the annual meet Sonalika launched ‘mental health awareness camps’ and “Swabalamban”, a cause committed towards women’s hygiene, health and cleanliness during their period cycle; this is one of the most innovative ideas focused towards maintaining sustainable menstrual hygiene. Both initiatives are aimed at the betterment of mental health, women’s health, hygiene and cancer awareness. Ambassador of Algeria HE Hamza Yahia Cherif, Ambassador of Netherlands HE Alphonsus Stoelinga, Ambassador of SerbiaHE Vladimir Maricopa,actor model Milind Soman, Ms. Anisha Padukone along with Rotarians, vendors, bureaucrats, attended the forum addressing and advising on social development issues.

The new projects launched by the company include programs on mental health which is being carried along with Live Love Laugh Foundation owned by Deepika Padukone. The Live Love Laugh foundation has been known for an innovative project called ‘Dobara Poocho’ campaignheld in 2016. Sonalika ITL is organizing awareness camps through this initiative in schools where it is raising the issue among young children and motivating them to speak out about their personal issues and wellbeing. Another project introduced by the company is with the United Sisters Foundation owned byMr. Milind Somancalled “Swabalamban”. United Sisters Foundation along with Sonalika ITL will be creating awareness about women’shealth and hygiene, sustainable menstruation hygiene, and cancer awareness along with self-examination work shop.

Says Mr. Deepak Mittal, Managing Director, Sonalika ITL, “We are glad to organize the third edition of the CSR advisory committee meet. Through this committee, we endeavor to work more efficiently towards benefiting the society at the grass root level on grounds like Women Empowerment, Water & Sanitation, Youth & Child Development and Environment. By contributing towards the cause for women and children’s health, we are committed towards safeguarding and nurturing the future of our nation as todays’ children will be tomorrow’s workforce. Sonalika ITL feels privileged by serving the society as we have received much warmth and unwavering support from it”.

Sonalika CSR advisory committee comprises of members from varied backgrounds advising on ongoing and upcoming CSR projects in the sphere of women’s health& empowerment, water and sanitation, youth & child development & environment, and mental health. The company organizes the meet every year since past two years and has received successful response from its members.About Sonalika International Tractors Ltd.Sonalika International tractors Ltd. is the youngest and the 3rd largest tractor maker in India. Its world’s number one integrated tractor manufacturing plant at Hoshiarpur has a capacity to produce 3 lakh units per annum. The company produces technologically superior tractors in a range from 20HP to 120HP and is recognized in both domestic as well as international markets as a formidable player. The company has earned the trust of over 7 lakhs customers in more than 80 countries in just 2 decades which is a remarkable feat. Sonalika ITL has been recently felicitated by The Economic Times publication as ‘The Iconic Brand of India’.

Sonalika itl launches major initiatives for women hygiene and mental health

JUNE 201720

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Swiss International Air Lines (SWISS) and its passengers enabled the refurbishment of 20 village houses and other

facilities at SOS Children’s Village in Bawana, near Delhi. During a ceremony on 17 May, the newly renovated village, reconstructed with the support from SWISS and donations made by passengers aboard SWISS flights, was officially inaugurated. The ceremony was attended by SOS Children’s Villages’ management and a delegation from SWISS. Through this initiative, 118 children in need got a new home at the SOS Children’s Village in Bawana. As a gift of all SWISS employees, the delegation handed over one bicycle for each village family. The village accommodates a total of 16 families, each family house offering a home to 8 to 10 children.

“We are happy to strengthen our association with SOS Children’s Villages that has enabled us to touch young lives and provide them with an opportunity of a better future. Today we are proud that through our small contribution we are able to foster 118 children and provide them a loving home”, says Mr. Christoph Ulrich, Head of Human Resources at SWISS. SWISS supports SOS Children’s Villages projects through donations, marketing partnerships, coin collections at airports in Switzerland and on board SWISS flights worldwide.

“SWISS has long supported the programs of SOS Children’s Villages around the world. We are thankful for this partnership that is generously supported by the airline’s customers and employees”, adds Mrs. Nicole Wollner, Head of Marketing and Member of the Board of Directors SOS

Children’s Villages Switzerland.In addition to the donations for the refurbishment of the

houses, the SWISS staff personnel raised funds under the SWISS’s in-house fundraising drive “Bikes for India” and gifted 41 bicycles to the children and families in the SOS Children’s Villages in Bawana, Faridabad and Greenfield near Faridabad. Under this campaign, the amount initially raised by the SWISS staff personnel was doubled by SWISS.

“Lufthansa Group has been in India for over half a century and India is an important market for the group airlines. As part of our social commitment, Lufthansa Group will continue to focus on humanitarian activities in partnership with all the airlines staff Foundations”, added Mr. Wolfgang Will, Senior Director South Asia, Lufthansa Group Airlines.

Corporate Social Responsibility at SWISSSwiss International Air Lines (SWISS) is fully aware

of its economic, ecological and social responsibilities. In line with its Corporate Social Responsibility Strategy, the Corporate Citizenship initiatives of SWISS focus on people and institutions in Switzerland and at the destinations served. SWISS and SOS Children’s Villages Switzerland have a long-time partnership and are collaborating for more than 15 years now. A key element of the cooperation is the on-board coin collection of SWISS. Passengers are given the opportunity to donate money to assist families in SOS Children’s Villages at various SWISS destinations around the world. This has helped to finance new SOS family houses in Dar-es-Salaam (Tanzania), Phuket (Thailand) and in India (Bawana) during the recent years.

SWiSS and its passengers fund renovation of children village

JUNE 2017 21

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Bajaj Electrical Ltd. is actively working for “Yes to Life and No to Tobacco” by ensuring our workplace as well as

workforce are tobacco free across it offices, factory sites and branch locations. This day, 31st of May World NO Tobacco Day (WNTD) is earmarked to draw attention to tobacco use and its negative effects of health. Focusing on the theme by WHO for 2017, our mission is to eradicate tobacco consumption from society and work towards this objective through tobacco awareness and cessation programs in our community

Nowadays young children as small as 5-10 year old are getting exposed to tobacco consumption directly or indirectly which brings us to the immediate need of working on Tobacco Control. We initiated the Tobacco Control Program in two districts of Maharashtra in Yavatmal and Wardha. The program focuses mainly on empowering school children to refuse tobacco products and become change agents in society by creating Tobacco Free Schools.

In order to spread this awareness in the community level, capacity building programs are organized for local stakeholders such as Zilla Parishad teachers, health professionals, police authorities, local leaders and decision makers, NGOs and engaging policymakers like District Education Department, Health department etc. to create tobacco free environment

On World NO Tobacco Day, 2148 schools in Yavatmal covering approximately two lakh fifty thousand students under the BEL Tobacco Control program will be felicitated for working towards being tobacco free schools along with the block level authorities in 16 blocks of Yavatmal

“The health of the society is largely dependent on the informed choices that our children and youth will be empowered to take. Bajaj Electricals is actively taking steps to ensure that we can influence the young generation in the right direction to stay away from the vice of tobacco and work towards a tobacco free India” – Mr. Shekhar Bajaj, Chairman and Managing Director, Bajaj Electricals Ltd.

“Our life is extremely priceless and beautiful. But some people are intent on destroying it with their unhealthy habits. Tobacco consumption is one such habit which kills millions every year worldwide. We have tied up with the Salaam Mumbai Foundation and Bajaj Electricals to ensure that we keep our Wardha district free from this dangerous addiction which not only causes personal harm but is a risk to larger public welfare. We have initiated a tobacco-free school programme in the district schools with an intention of keeping our future generations safe. We also plan to take this programme to higher secondary schools and government offices with the aim of establishing a model tobacco-free district” – Ms. Nayana Gunde, Hon. CEO, Wardha Jilla Parishad, WardhaAbout Bajaj Electricals –CSR The CSR activities at Bajaj Electricals are guided by the 4 pillars – sustainability, diversity (gender inclusion), employee volunteering and community outreach. Our priorities for the Community Outreach Programmes are ensuring Environmental sustainability & promoting its Education, Employment, enhancing vocational skills and livelihoods, Promoting Preventing Health Care, Promotion of Arts and Culture.

Bajaj eleCtRiCalS observes World no tobacco day

JUNE 201722

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entiC announces Strategic Growth investmentEntic, a leader in smart building software, announced that

it closed a strategic investment from Blackstone (NYSE: BX). The investment will help accelerate Entic’s growth plans, as it continues to provide best-in-class technology solutions to commercial building owners. Using real-time data analysis of major energy consuming systems, Entic’s software-as-a-service (SaaS) provides insights into and prescriptions for improving building operations. Entic is easy to install and begins identifying and reducing energy waste within the first 30 days.

Blackstone has successfully used Entic’s technology to provide operational efficiency and energy savings at several assets owned by the firm’s real estate funds, including Park Avenue Tower in midtown Manhattan and the Howard Hughes Center in Los Angeles. Blackstone will provide the company ongoing support and expertise from Blackstone’s Real Estate and Innovations teams.

“Partnering with Blackstone provides a major validation of our technology and will help to accelerate the growth of our company,” said Carlos Diaz, Co-Founder and CEO of Entic. “Blackstone’s investment and decision to deploy our technology are together a major recognition of our success in reducing energy waste and increasing

operational performance in commercial buildings,” he added.

“We’ve closely followed Entic’s track record for some time as part of a search for a best-in-class energy analytics platform,” said Don Anderson, Executive Director for Blackstone. “Entic’s products provide a powerful tool for scaling our energy performance improvement efforts, and serve as an important part of our ongoing commitment to ESG across our portfolio.”

“Blackstone recognizes the opportunity created by new, emerging technologies to embrace disruption instead of resisting it,” said Bill Murphy, Chief Technology Officer for Blackstone. “We feel we can leverage a great product to enhance energy efficiency in our investments.”About EnticEntic provides building owners with substantial energy and water savings through increased operational visibility and control under an affordable, easy-to-implement subscription model. Used by some of the most recognized names in hospitality, healthcare, commercial office real estate and sports, Entic provides real-time financial and engineering dashboards so that business and facility managers can make better decisions.

Habitat for Humanity and Wells Fargo & Company announced a new commitment to improve 100 homes

with veterans in nearly 30 communities across the country from Seattle to South Palm Beach, Florida.

Launched in May during Military Appreciation Month with the support of a $300,000 grant from the Wells Fargo Housing Foundation, Wells Fargo volunteers will work alongside veterans on projects such as painting, landscaping and other improvements that support sustainable housing.

“Veterans have made extraordinary sacrifices for our country, and by teaming up with Habitat for Humanity we will work side-by-side with veterans to make important improvements to their homes that may otherwise be unattainable,” said Martin Sundquist, executive director of the Wells Fargo Housing Foundation. “Our team members are active and engaged volunteers and support their local communities by applying their time and talents where they live and work, and this effort is one of several ways we work with Habitat to create affordable and sustainable housing.”

Local Habitat organizations will identify home

improvement opportunities in their communities and lead the work with veterans and Wells Fargo volunteers to beautify homes by landscaping, painting and other improvements.

“Access to safe and decent housing is a challenge for far too many households, including our country’s veterans,” said Colleen Finn Ridenhour, senior vice president of Development, Habitat for Humanity International. “This most recent commitment by the Wells Fargo Housing Foundation will enable us to work with veterans to improve their homes and, we believe, make a positive impact to their lives and their neighborhoods.”

Wells Fargo team members have volunteered more than 315,000 hours to build and improve more than 2,100 Habitat homes with low-income homeowners, seniors and veterans since 2010. Wells Fargo Housing Foundation donated more than $44 million from 2010 to 2016 to Habitat locally and nationally, of which $14 million has supported national programs with Habitat for Humanity International and its mission of a world where everyone has a decent place to live.

haBitat FoR huManity and WellS FaRGo team up with veterans

JUNE 201724


The IT industry has recently felt increased pressure to manage the emissions of both their operations and their

value chain, as the demand for connectivity and computing power has increased exponentially. By 2020, 100 billion connected devices will generate far more demand for computing and data storage than today’s infrastructure can accommodate. The trend is unsustainable, but solutions lie in the innovations and standards that companies like Hewlett Packard Enterprise (HPE) drive.

On 25 May, HPE announced the world’s first comprehensive supply chain management program based on climate science. The landmark initiative will provide our suppliers with the tools they need to develop a customized plan to reduce their own emissions and drives a global standard for supplier greenhouse gas (GHG) engagement and

abatement. HPE’s objective is for this innovative program to act as a model for the industry and the world.

The program will require 80% of HPE manufacturing suppliers1 to set science-based emissions reduction targets in their own operations by 2025, seeking to avoid 100 million tons of emissions. These reductions equate to taking 21 million cars off the road for an entire year.

As part of the goal, HPE will reduce manufacturing-related GHG emissions on an absolute basis within our supply chain by 15% by 2025, becoming the first IT company to establish a supply chain goal that is in line with climate science.

HPE will also be the first company in any industry to

undertake the complexity of creating a customized science-based target for suppliers by providing them with a broad range of tools and resources that will help them build their capability to set and achieve operational targets that drive down emissions.

“This will have a ripple effect, cascading up and down our value chain,” said Lara Birkes, vice president and chief sustainability officer for HPE. “When customers use our energy efficient technology that is manufactured in factories with science-based targets, they will cut their own carbon emissions, achieving exponentially more with less environmental impact.”

“Businesses today face growing pressure to meet tougher procurement standards as customers look to reduce all costs–financial and environmental–from the products

they purchase,” said Antonio Neri, executive vice president and general manager of HPE’s Enterprise Group.

“This program will ensure we remain a trusted sourcing partner to our customers by providing them with high-quality products that are manufactured responsibly,” said Cliff Henson, senior vice president of supply chain for HPE.

This bold step speaks to HPE’s firm commitment to move aggressively to ensure the world is successful in driving down global emissions. "By taking this leadership position HPE will serve to inspire the ambition of their industry peers and their supply chains to improve their operations, standards and practices to lower emissions, which will drive innovation and have a huge environmental impact," said Nigel Topping, CEO of We Mean Business.

Working with the CDP supply chain program, HPE’s aim is to drive best practice throughout our industry while managing the associated climate risks and financial opportunities. Paul

Simpson, CEO of CDP, and a founding partner of the Science Based Targets initiatives said, “This is a fantastic initiative by HPE to ensure that the IT sector can benefit from their business strategy to incorporate science-based target setting throughout their value chain. They are both driving the transition to a low-carbon economy, while securing competitive advantage.”

This new goal will complete HPE’s existing suite of climate change targets across its value chain, including a commitment to reaching 100% renewable energy through RE100, a science-based target (SBT) to reduce operational GHG emissions by 25%, and a goal to increase the efficiency of HPE’s product portfolio 30 times by 2025.

hPe launches World’s First Supply Chain Program

JUNE 2017 25


MetLife Foundation and Sesame Workshop, the nonprofit educational

organization behind Sesame Street, introduced “Dream, Save, Do: Financial Empowerment for Everyone” to Kumamoto children and their families at the Hiroyasu Nishi Elementary School on June 2-3. The two-day events included workshops providing families with “Dream, Save, Do” materials featuring the Sesame Street Muppets, as well as content to promote discussion and effective strategies for planning and saving.

On June 2, “Dream, Save, Do” workshops were conducted for 6th grade school children, along with teacher training for teachers. On June 3, the local community was invited to the workshops. In attendance were special guests Ikuo Kabashima, Governor of Kumamoto Prefecture, and Hironori Nishimura, the mayor of Mashiki town, both of whom remarked on the importance of partnerships and resources that invest in the future of children. Also on-hand to greet students were Sesame Street’s Elmo and Kumamoto’s mascot, Kumamon, and The Mashikids Players, a local children’s theater group, who performed an original play based on “Dream, Save, Do”.

About 310 local children and family members, educators and volunteers joined the two-day events. In addition, over

90 MetLife Japan associates helped facilitate the activities as volunteers.

“We debuted ‘Dream, Save, Do’ in Japan nine months ago, and response from schools, regional education committees, and families has been incredibly positive,” said Hiroyuki Morita, Executive Officer and Senior Vice President of MetLife Japan, who delivered remarks at the event. “The lessons of this

initiative—identifying dreams, setting goals, making plans, and realizing that even small choices matter—can be applied to everyday life.”

We are proud to work with Kumamoto’s families, Hiroyasu Nishi Elementary School and government to reach children during their elementary years to help building awareness of financial health and a strong foundation for positive, lifelong habits,” said Manabu Nagaoka, Executive Producer for “Dream, Save, Do” Japan, Sesame Workshop.

In November 2013, MetLife Foundation announced its commitment over five years to Sesame Workshop to address financial empowerment among families with young children throughout the world. “Dream, Save, Do” is also underway in Brazil, India, Mexico, China, Chile, the United Arab Emirates, and Egypt, and is expected to reach close to 75 million people worldwide.

The Piraeus Bank’s LIFE project “climabiz - Financial Institutions: Preparing the Market for Adapting to

Climate Change” has been selected as one of the 15 most outstanding LIFE projects, out of a total of 4,300 projects implemented in the last 25 years, since the beginning of EU LIFE. As a result, the climabiz was part of the European Commission’s “Green Awards” shortlist. The ceremony took place in Brussels on the 30th of May, within the framework of the 2017 Green Week entitled “Green Jobs for a Greener Future”.

The climabiz project (2010-2012) gave birth to a climate risk model, which measures in monetary terms the impact of climate change on enterprises. It has already received the distinction of being one of the best LIFE Environment projects for 2013.

As stated by Mr. Vrassidas Zavras, Piraeus Bank’s

General Manager - Green Banking, "Piraeus Bank uses LIFE - one of the European Union's financial instruments for the environment - as part of its commitment to reduce the environmental footprint of its own activity, but also to contribute to the dissemination and adoption of best practices. Piraeus Bank supports the global effort to address major environmental challenges - such as climate change - while creating new business opportunities, opening up new markets and contributing to sustainable development. "

Piraeus Bank is the only bank in Europe having completed two LIFE projects, thus making full use of this instrument of environmental support. Since 2013 Piraeus Bank –in partnership with both public and private sector entities– has been implementing the LIFE-Stymfalia project, which links the protection of biodiversity to sustainable business practices.

MetliFe Foundation and SeSaMe Workshop Bring Financial empowerment

Piraeus Bank “CliMaBiz” is one of the 15 Best liFe Projects

JUNE 201726


Nestlé in the U.S.’s 2016 Creating Shared Value Report highlights the company’s efforts and achievements in

nutrition, health and wellness; environmental sustainability; rural development and responsible sourcing; water; and social impact. Nestlé has achieved over 40% of its U.S. objectives for 2016 through 2020, including five completed one year or more ahead of schedule.

“Through our 2016 report we demonstrate that creating value for our business and creating value for society are inextricably linked,” said Paul Grimwood, Chairman and CEO of Nestlé USA. "The breadth and depth of our achievements and ongoing commitments are a testament to the complexity of our business and the many areas where we have impact. All of these achievements exemplify how we deliver on our purpose of enhancing quality of life and contributing to a healthier future.”

To celebrate the 51,000 employees that make these efforts possible, this year’s report features employee photos in a mosaic cover and profiles throughout the report, citing employees’ personal contributions to creating shared value. Highlights from the 2016 report include:• Product reformulations: Nestlé reformulated 1,830

products for nutrition and consumer preference, including reducing sodium and sugar, eliminating artificial colors and flavors, or increasing essential nutrients.

• Responsible sourcing: By the end of 2016, 90% of all cocoa materials in the U.S. were UTZ-certified and purchased through the Nestlé Cocoa Plan.

• Reducing water usage: Nestlé implemented water efficiency projects across California that are projected to save 144 million gallons of water per year.

• Creating jobs: Nestlé brought on 1,400 individuals for internships, trainee and development programs, academic hires and apprenticeships through Project Opportunity.

• Building community: Nestlé held its largest single day of community service with more than 6,000 Nestlé employees participating in more than 150 community events across the country in celebration of the company’s 150th anniversary.

Completed objectives from the 2016 report include:• Simplifying ingredient lists: In 2016, Nestlé expanded the

number of products that are no GMO, gluten-free, or made with organic ingredients across some of its most popular brands.

• Advocating for effective water stewardship: Nestlé implemented water-savings projects in 100% of high-priority manufacturing facilities.

• Taking advantage of renewables: Nestlé developed an energy plan for each of its operating facilities that will take advantage of renewable energy and encourage utilities to move to more low-carbon energy mixes.

• Enhancing support for new parents: Nestlé successfully implemented its Parent Support Policy offering up to 14 weeks of paid leave to primary caregivers to take care of their newborns.

• Project Opportunity: Nestlé enhanced “readiness for work” activities (e.g., participation in job fairs, information sessions, résumé workshops, etc.) and increased its emphasis on the recruitment of military veterans, with a special focus on matching veterans to jobs that use their specialized skill sets.

neStlé in the u.S. Releases 2016 Creating Shared value Report

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Gabriella Rigg Herzog has joined the United States Council for International Business (USCIB) as vice

president for corporate responsibility and labor affairs. Working out of USCIB’s New York headquarters, Herzog will lead the organization’s work on labor and employment policy, corporate responsibility, business and human rights, and corporate governance.

USCIB, which represents hundreds of America’s most competitive global companies, maintains an active Committee on Corporate Responsibility and Labor Affairs, chaired by Laura Rubbo of The Walt Disney Co. As the U.S. member federation of the International Organization of Employers, USCIB serves as the American business representative in the International Labor Organization, the UN body that sets international labor standards and works to improve working conditions worldwide.

Herzog most recently served as senior manager for corporate social responsibility (CSR) at Hess Corp., where she led development and integration of value-added CSR and human rights governance, employee training and assurance processes into Hess management systems, and provided field-level support for implementation. This industry-leading work reduced operational, financial and reputational risks and contributed to Hess being named to the 100 Best Corporate Citizens and Dow Jones Sustainability Index lists.

Previously, Herzog was a policy advisor at the U.S. Department of State in the Bureau of Democracy, Human Rights and Labor, where she led the Bureau’s global CSR

policy and program practice. She also worked at the U.S. Department of Labor developing and implementing labor cooperation programs to help labor ministries improve enforcement capacity.

“Gabriella brings a wealth of experience and knowledge to USCIB, especially her background in CSR and labor issues, which will contribute greatly to our efforts on behalf of members,” said Rob Mulligan, USCIB’s senior vice president for policy and government affairs. “Having worked with USCIB while in the U.S. government and participated in USCIB’s work at Hess, she is already familiar with the work of the committee and will be able to hit the ground running.”

A fellow with the Aspen Institute’s Business and Society Program, Herzog holds a certificate of international business management from Georgetown University, a master of arts in law and diplomacy from the Fletcher School at Tufts University, and a bachelor of arts in political science from Northeastern University.About USCIB:USCIB promotes open markets, competitiveness and innovation, sustainable development and corporate responsibility, supported by international engagement and regulatory coherence. Its members include U.S.-based global companies and professional services firms from every sector of our economy, with operations in every region of the world. With a unique global network encompassing the International Chamber of Commerce, the International Organization of Employers and BIAC/Business at OECD,

uSCiB Welcomes herzog as new head of Corporate Responsibility

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When properly aligned, the business case for Corporate Responsibility and the budget required to do the work

effectively are much more likely to receive buy-in from the top. Global politics and social pressures are changing how businesses operate. This is in turn is further evolving the role of Corporate Responsibility (CR) executives. It is essential that CR leaders understand how the role they have in their companies integrates and impacts society and their company in a changing global landscape. It is not enough to understand the work of CR, executives must understand how organizations are managed, how decisions are made, and how to communicate the value of their work. Most importantly, CR executives must be able to align their work

with the values of the business they represent.Applications are now open for Advanced Business

Acumen. The deadline to apply is June 16, 2017.Advanced Business Acumen, one of three programs of

the Corporate Responsibility Executive Institute, offered through a partnership of ACCP and the Mendoza College of Business at the University of Notre Dame prepares CR executives to:• Focus on rigorous problem solving through the use of

values based decisions• Develop an understanding of the financial metrics that

guide and inform corporate decisions• Provide foundational knowledge of what the supply chain

looks like to form an understanding of how it impacts corporate responsibility

• Make a business case for the resources needed to execute CR initiativesIn the words of a recent graduates, “The Corporate

Responsibility Executive Institute completely changed the way I think and evaluate situations. It has helped me to think more like my senior leadership team, which in turn aligns my actions to their expectations. Being aligned to expectations has had a clear and positive impact on resource allocation.”

CR Executives from Aetna, Altria, Capital One, Caterpillar, Conagra Brands, Georgia Pacific, Hilton, Johnson & Johnson, Kellogg’s, KPMG, MGM, Mondelez, New York

Life, Norfolk Southern, Northern Trust Corporation, PwC, Southwest, WWE, and W.W. Grainger Inc. are among those that have attended programs offered through the Corporate Responsibility Executive Institute.

“While many courses exist to educate executives on the mechanics or strategies of CR, these programs are tailored to provide the essential business skills for CR executives to meet the challenges their companies face. The Institute develops CR executives capable of driving CR outcomes that make it an essential business component,” said Mark W. Shamley, President & CEO of ACCP.

The Corporate Responsibility Executive Institute is for professionals that have leadership roles or are on a leadership path within their organization. There is an application process to determine program eligibility. The

Corporate Responsibility Executive Institute programs are held on the University of Notre Dame Mendoza College of Business campus located in the heart of downtown Chicago. A certificate of completion from the University of Notre Dame Mendoza College of Business is awarded to those successfully completing the program.About ACCPFounded in 2005, ACCP is the sole membership-based organization chartered to champion the Corporate Citizenship professional. ACCP connects members to information, peers and resources and cultivates educational opportunities that promote better stewardship of corporate resources to magnify social and business impacts.

Corporate Responsibility executive institute accepting applications

JUNE 2017 29


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PRoloGiS and haBitat for humanity Partner Prologis, Inc. announced a new global partnership with

Habitat for Humanity that kicked off on the company's annual global day of service, IMPACT Day.

With a donation of more than $190,000 to Habitat, Prologis employees volunteered on May 19 in more than 20 communities around the world with several Habitat projects that include neighborhood revitalization and construction.

“Strong and stable homes help build strong and stable communities,” said Prologis Vice President of Sustainability Jeannie Renne-Malone. “Prologis is proud to support this organization which shares many of the same environmental stewardship and social responsibility values that we hold in high regard. We look forward to working together with Habitat homebuyers to build strength, stability and self-reliance through shelter.”

More than 1,600 Prologis employees volunteered with more than 60 nonprofits in more than 60 cities around the world during the company's fifth IMPACT Day. Prologis partners with organizations that operate in the company's focus areas of education, human welfare and the environment on its annual day of service and throughout the

year.“We are grateful to partner with Prologis on this initiative

that will bring so many of their employees together to help families and communities improve a place they can call home,” said Colleen Finn Ridenhour, senior vice president of Development at Habitat for Humanity International. “Their efforts will have a lasting impact in so many communities.”

Prologis employees volunteered with Habitat in 23 locations throughout the U.S., Japan, Poland, Hungary, the U.K., Mexico and Canada.About PrologisPrologis, Inc. is the global leader in logistics real estate with a focus on high-barrier, high-growth markets. As of March 31, 2017, the company owned or had investments in, on a wholly owned basis or through co-investment ventures, properties and development projects expected to total approximately 678 million square feet or 63 million square meters in 19 countries. Prologis leases modern distribution facilities to a diverse base of approximately 5,200 customers across two major categories: business-to-business and retail/online fulfillment.

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RESPONSIBLE&

TRANSPARENT GOVERNANCE

through governance (process) monitoring system

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Progress of a nation depends on the quality and quantity of decisions made by the government in its interest. Therefore responsible decision making system involving Central Cabinet to Gram Panchayats remains backbone of responsible Governance System. The Government decisions include, decisions made in the interest of the state or against the interest of the state, decisions not made at all, decisions withheld, creative and innovative decisions taken in the interest of the state or to exploit the state, decisions taken on time etc. Thus the entire process of decision making from the Cabinet of the central government to the Panchayat committee in the village has a direct influence on the progress of the Nation. Decisions are like “bricks or Stones” essential for constructing any structure including Government as well as business or even personal lives.Therefore responsible Governance needs monitoring of decision making in the Government to promote timely decision making to ensure governance is efficient, effective and reasonable on cost.

through governance (process) monitoring system

By: Prof. Ranjan Mohapatra & Loni Bora

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Responsibility and accountability of business is established through various mandatory laws including the Taxation laws, Company laws and finally the CSR Law under section 135 of the Companies Act, 2013, making it mandatory

for a section of large companies for spending on social development projects, popularly known as mandatory CSR law. Inadvertently, this law has led the “Responsibility Movement”, starting with the “Responsibility of Business to the Society & Environment”. Like a system, any change in a sub-system alone can’t sustain, unless it is a system wide change. Therefore, it is desirable that “Responsibility Movement” touches the “Government” the leader of all systems in a nation state and not let it get limited to “Business – Corporate Alone”.

Irresponsible Governance is the root of all possible evils in a nation state including all corrupt practices. Poor governance can undermine the legitimacy of public institutions and interrupt policy goals.

First of all, what is governance?Governance is the, process of decision-making and the

process by which decisions are implemented. Government is one of the actors in governance.

The governance improvement efforts are generally countered by corrupt elements in the system of governance. Thus, transparent governance and corruption can’t stay together.

Parameters of Good Governance: To assess and rate the performance of any system, one needs parameters or measures. In case of a good governance system, the measures may be,

a) Efficiency ( of PROCESS ), b) Effectiveness ( of OUTCOME ) andc) Cost ( of MAINTAINING the government ) Link between Transparency and Accountability:

Transparency is the pre-condition, for establishing accountability. Transparency and Accountability in the Governance reduces occurrence of corruption, favouritism, nepotism and improves the accountability of the staff.

Accountability is imperative to Governance as it evaluates the ongoing effectiveness of public officials or public bodies ensures that they are performing to their full potential, providing value for money in the provision of public services, imparting confidence in the government and being responsive to the community they are meant to be serving.

There are broadly two types of accountability in governance that includes Horizontal and Vertical Accountability.

vertICAL ACCoUntABILItY:The dominant accountability is the, vertical accountability, which means through which citizens, mass media and civil society seek to enforce standards of good performance on bureaucrats.

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SOCIAL ACCOUNTABILITY is an approach towards building this vertical accountability that relies on civic engagement, specifically a situation whereby ordinary citizens and civil society organizations contribute directly or indirectly in exacting accountability.

Characteristically in all government agencies, accountability is specified in a vertically upwards manner. Answerability to the designated boss above the departmental hierarchy. All government systems and agencies have elaborate practices and procedures for such upward reporting and answerability in respect of performance of designated tasks within the time and budget frameworks available.

horIZontAL ACCoUntABILItY:Horizontal accountability is the capacity of state institutions to check exploitations by other public agencies and branches of government, or the requirement for agencies to report sideways. The dominant interpretation is that institutions of accountability, such as parliament and the judiciary, offer horizontal accountability, or the capacity of a network of relatively autonomous powers that can call into question, and eventually punish, wrong ways of discharging the responsibilities of a given official. This accountability is the INTER-AGENCY ACCOUNTABILITY, which is horizontal.

In addition to this, all government agencies have systems of horizontal accountability which ensure the checks and balances. For example, Comptroller & Auditor General (CAG) audits the planned expenditures of national and state governments. It can be established that accountability can only be determined if,

1. Tasks are clearly specified.2. Time and budget details for completion of the task are

concretely laid down.3. The person/position/team responsible for the task

performance is clear to all.4. There is a clear laid down procedure for reporting

progress and completion of the task to an authority upward in the hierarchy.

5. A mechanism for course-correction for effective task performance exists.

But, there is rarely any discussion on the HORIZONTAL, INTRA-AGENCY accountability, which essentially refers to accountability and transparency about the processes of decision making within any given government agency including ministries, departments, statutory bodies, other agencies representing the government, which may include;

a) Decision against public interest contrary to the purpose for which it is created for and

b) Mis-conduct with internal staff member or external public, induced by arrogance of power. ( many such incidents die silent death in absence of effective monitoring mechanism)

This accountability is the subject of media and political attention, as a commonly visible gap between the expected outcomes of government against the actual outcome. This area deal with the ANSWERS to the question, WHAT, understood by common man.

This area of accountability is not a the subject of media and political attention, until a SCAM is in sight, like the 2G scam unearthed by CAG . Due to “good brotherly” relations among the government agencies such issues were never raised. A true civil servant like Mr. Vinod Rai, acted with responsibility and allegiance to the Constitution and benefitted the country immensely.

This area also deal with the ANSWERS to the question,

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WHAT, understood by common man as a commonly visible gap between the expected outcomes of government against the actual outcome. The CAG, Mr. Vinod Rai showed that GAP of Rs.1.76 lakh crore of loss through 2G Spectrum sale, which attracted the attention of common man, media, politicians etc

This intra-agency horizontal accountability within the government agencies is the crux of the story of effective governance, as this accountability directly influences the performance of government in delivery of its services – the core function of government. The intra agency accountability within all the government agencies is influenced by the decisions made in terms of Quality & Quantity at a cost of the governance infrastructure.

The quality and quantity of decision made or even not made are influenced by;

a) the decision makers, in this case the politicians and bureaucrats, including their willingness and ability to decide,

b) the procedures laid down and c) the norms of decision making

BUreAUCrAtIC IneffICIenCY AnD CorrUPtIonThere is a lot of noise in media, both TV and print since long about the bureaucratic inefficiency and corruption. But, not enough research has gone in to the processes of decision making and role of decision makers in government, as it has remained opaque for far too long under the era of OSA (

Official Secrets Act 1023 ). Though, the era of transparency started in 2005 through the Right to Information Act 2005, it has hardly made adequate impact on the ground due to improper implementation plan, usual for our Governance trends.

The Right to Information Act 2005 demanded supply of information as per the demand of the citizens, provided only four months time for preparation, making the act effective from October, 2005. But the time for preparation for public authorities in India was too inadequate considering the lack of clarity of the authorities about the preparations to be made.

It’s a situation like an auto maker booking automobiles for sale, without bothering to set up the automobile factory to produce the desired automobiles.

Information to be delivered to citizens need be made

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ready in an organised manner. This demands a sense and understanding information, which comes from insights in to decision making process.

As a corporate trainer on Decision Making and RTI, Corporate Manager in decision making roles and then engaging with governance as a consultant for decades including c training of government officials on RTI, gives me the insight to say that information management system in public authorities in India far short of the capacity required to provide information about their area of activity. This may be the outcome of an era of secrecy and limited, slow decision making not demanding information fast in the right form.

It’s generally very difficult to extract desired information

in a reasonable time, simply due to information is not in the desired form. The entry of Information Technology has been made lot of positive change, but the absence of “information sense” cannot be substituted by a technology.

Any technology is like a tool, it needs an able user of the tool to get optimum benefit, just like a good driver can use a vehicle effectively, and a good gun-man can use a gun effectively.

DeCISIon MAKerS in GovernMent : The decisions made in Government may be divided in to two groups ; 1. Policy Decisions and 2. Routine Decisions for implementation of the policies of the government.

The Policy Decisions are influenced by politicians and top bureaucrats, who advise the politicians in their functioning. The routine decisions, for implementation of the policies of government are mostly led by the bureaucrats, though the situation varies from case to care basis based on the level of stake a decision.

The shift of power center between political master and a bureaucrat primarily depends on mutual strength and weaknesses- both professional and personal.

Based on the history of behaviour of politicians and bureaucrats since independence, bureaucracy has exerted more power primarily due to limited level of education and training of political masters.

Therefore, any work of responsible governance, need to focus on bureaucracy.

whAt IS BUreAUCrACY ?

Bureaucracy means the civil servants, the administrative functionaries who are professionally trained for the public service and who enjoy permanency of tenure, promotion within service-partly by seniority and partly by merit.” –Garner

The bureaucrats in India are called “Babu” in Hindi which also means father in the same language. They enjoy a father-like status across the country since the colonial era. In the independent India, they are credited with holding back the Indian economy for more than four decades by curtailing the entrepreneurial spirit of many Indians.

Once upon a time, bureaucracy in India was known for its being ‘the backbone of imperial rule’ and ‘the steel-frame’, on which the whole system of administration depended. Though it mainly served the imperial interests, but it worked efficiently and effectively. Now it has become a ‘spineless’ because of its ineffective way of working. Quite often, it is called contemptuously ‘Babudom’. When, how and why did it lose its past glory is an interesting story.

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India’s babudom is being rated among the worst in Asia. Unless bureaucratic reforms make fundamental and structural changes by holding bureaucrats accountable, India will continue to struggle as political initiatives take painfully long to translate into actions. Vinod Rai, former CAG of India and Visiting Senior Research Fellow at the Institute of South Asian Studies, in the National University of Singapore, explains why revamping Indian bureaucracy is essential to make India future-ready.

Power of rtI ACt-2005 ?The declaration of Right To Information Act (2015) set the stage for the transparency in the functioning of the government and its various agencies. But a recent study (PRIA, 2008) on implementation of RTI Act in 12 states established following facts:

1. Information about who the designated Public Information Officers (PIOs) were in the district was not available in 90% of the districts;

2. Nearly half of all respondents felt that PIOs were not at all cooperative in giving information even when asked (Kerala and MP behaving worse than UP, Bihar, Orissa and Haryana);

3. Self-disclosure mandated under section 4 of the RTI Act was not made in 90% of the districts in these states.

In addition, the murder of RTI activists fighting for RTI all over the country, confirms the power of DEEP ROOTED

CORRUPTION and CORRUPT SYSTEMS, far bigger than the power of RTI act, which has not been institutionalised due to lack of obvious political will. The political will has been seen making efforts to weaken the RTI law, rather than trying to make it effective by building capacities of Public Authorities, liable to provide information under the act and protecting RTI activists.

hIStorY of GovernAnCe in India :Among the three parameters above (the decision makers, the procedures laid down and the norms of decision making), apart from the decision maker, the rest two parameters including the procedure and norms are bearing stamp of history. Even, the decision maker is also influenced by his environment within the government. Thus, there is a need to refer, to the history of governance in India though briefly.

evoLUtIon of InDIAn ADMInIStrAtIon - BUreAUCrACY:Indian ‘Administration’ traces its earliest known form to the tribal system which later emerges as a monarchical system. We gain a lot of knowledge about ancient Indian Administration from ancient religious and political treatises. In the early Vedic period there were many tribes who elected their own chiefs and he handled all their responsibilities and the administration of the tribes and the Sabha( Assembly of elders) and Samiti(Assembly of people) were the tribal

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assemblies. The chief protected the tribe but had no revenue system or hold over land thus wars were resorted to and the booty shared among the tribes.

1. MANU :The first form of the ‘State’ in India can be traced back

to the times of Manu(original name Satyavrata) the first King and progenitor of mankind according to Hinduism. People were fed up with anarchy, so they appointed Manu as King and paid service fees as taxes for looking after them and ensuring mutual benefit and justice to everyone in society owing to his wisdom and philosophical attitude & the King was divine and regarded as descended from God.

As per the Ramayana and Mahabharata / Later Vedic times goes to portray the role of the King as the whole and sole of administration being helped by his principal officers. This is also mentioned in the Manu Smriti and Sukra Niti.

No legal institutions were there and the custom of the country prevailed as the law. By the time Kautilya wrote the ArthaShastra the Indian Administrative system was well developed and the treatise of Kautilya gives a very first detailed account of the same.

2. KAUTILYA’S ARTHASHASTRA:The Mauryan period was the era of major development

in Indian Administration. Decentralisation was prevalent as the village units played a very important role as the base of administration since ancient times. Empires were divided into provinces, provinces into districts, districts into rural and

urban centres for efficient administration. Kautilya’s Artha Shastra is a work on Varta (Science

Of Economics) & Dandaniti(statecraft / Management Of State Administration) existing in the Mauryan rule. It was written sometime between 321 and 300 BC. It was retrieved in 1904 AD and published in 1909 AD by R. Shamasastry. It touches upon topics like functions of the chief executive,hierarchy,bureaucracy,corruption,local administration,supervisory management,motivation,morale and job description.

The most noticeable aspect of the Arthashastra is its emphasis on Public Welfare even in an autocratic agrarian State. That is where its timelessness lies.

Kautilya stated that the king was like the Father and all the people/subjects of the country/empire were his children. That is how he is supposed to take care of them. This is conceptualised as Welfare State in Modern times.

Corruption was not tolerated and dealt with severely where the ill-earned money was confiscated.

There were two courts according to the Arthashastra called the Dharmasthya (civil court) and Kantakashodhana (criminal court), similar to today’s times .

Therefore, as one can see Kautilya’s arthashastra deals with a proper strategy and system of centralised autocracy with a welfare objective in mind before performing any function by the king and his ministers.

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KeY feAtUreS of the KAUtILYAn StAte:The key features of Koutilyan State included,

i) Over charged with supervision - too much of checks and balances.

ii) Prominence on individuals instead of institutions.iii) Fundamental mistrust of officials.

The about fundamental mistrust of officials and too many checks and balances, present governance model is comparable to Mauryan Model, as we have many supervision and corruption control authorities like, CVC ( Central Vigilance Commission ), CIC ( Chief Information Commission ), CBI ( Central Bureau of Investigation ) etc all of which are REACTIVE MEASURES, the Mauryan Model was PRO-ACTIVE one with layers of SPIES to monitor each other without the knowledge of the other.

Koutilya emphasised on vigilance on the government officials as, “Govt. Officials are like fish inside water, difficult to know, when and how much water they drink ”

3. MUGHAL ADMINISTRATION: ( 1526- 1857 )The Mughal administration was the most organised

and long lasting and has even carried on to the modern times, the account of which is given in the famous text by Abul Fazl titled Ain-i-Akbari(Constitution Of Akbar).The Mughal administration did carry forward a lot of the earlier traditions in political and administrative matters already

existing in India as mentioned above but they upheld greater centralisation and a rigid structure without paying much interest to social services of health and welfare as also morals as compared to the Mauryan rulers. Their’s was an Islamic state and adopted imported policies from the Perso-Arab crescent of khalifs of Iran and Egypt.

4. ENGLISH RULE: (1600-1947)Many of the administrative features, we see as a legacy

of the British times continuing for the sake of its efficient practices and no other better alternative to the same till now.

The alternative to British model has not been found or has not been sought, is a big question. Why did we not search for an alternative to a model of administration designed to exploit India, when the objective of the post independent government committed to welfare of India and Indians?

Under the charter (official paper) of the British crown the East India Company came to India with the sole objective of making profit through commercial exchanges. They established factories here and for their protection set up a small base of soldiers. For expanding their business, they wanted more local control leading to tussle with Bengal Nawab, which laid the foundation for British empire

Lord Cornwallis developed the Civil Services Code and so he is aptly known as the Father Of Modern Civil Services. The process followed till host of other acts being enacted, which continue till date including the civil procedure code, Indian

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Penal Code, Contract Act etc.

InDIAn ADMInIStrAtIon with IMPACt of hIStroY:Impact of foreign rule, made Indian governments not take Governance reform seriously, may be they had forgotten Koutilya, our history . This became a low priority area, based on the fact that only two Administrative Reform initiatives were made, one in 1966 and the other in 2006. The impact of the work of these two commissions is yet to be seen and felt.

The concern is in the fact that, improving decision making in Government – key to performance of government is not important to the Administrative Reform Commissions, one after the other !

The Indian System of governance based on Indian principles and values developed during the Mauryan Empire under the leadership of Koutilya, which travelled all over the world, but could not influence Indian. The System used for centuries for exploiting India, develops a “ MINDSET “ of its own, which is the “KEY “ like that of a “ MICRO CHIP “ of a computer. The system will continue to behave in a particular manner, until the CHIP – MNDSET is not changed.

Moving from a stage, when the British Administrator, said scornful words to Indians, “You natives” to the ideal words of PM Modi declaring himself as “ Mukshya Sevak – Prime Servant”, is an effort to change the CHIP – MINDSET, which is though not easy.

There is a critical need for revamping the Indian bureaucracy in a holistic format with a transformative

approach. Though, it’s urgent as it affects progress and growth, it’s not easy simply due to the deep rooted norms, beliefs and cultures as said above, which influences the decision making process in bureaucracy. Change in work culture is a difficult process, which moves slow even after a determined effort. One can’t say, if any genuine determined effort has been made till date. If it can be done it can be done by the PM Modi, as he dared to demonetise India.

PM Modi has been initiating transformative changes since he came to power, though causing discomfort to many. His performance over three years, while rated positively in almost all domains, only question mark is raised about reforming bureaucracy.

Individually every bureaucrat is one of the brightest talents of India selected through toughest methods. His or her performance in the bureaucracy is the outcome of his / her abilities and the strengths and weaknesses in the system.

It is the duty of the government to design, modify – improve the systems matching with the needs of time to ensure the delivery of desired outcomes, make desired impact at a reasonable cost.

The PM has put forward a to-do list for bureaucrats for bridging the gap between Government departments and Ministers to streamline the delivery mechanism and expedite the decision-making process. The idea behind such a guideline is to provide greater role to bureaucracy in the process of decision-making. This is aimed to bring in transparent and effective governance that will consequently usher in a new work culture. Most important guidelines for the bureaucracy are:

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1. To expedite the decision-making process, the Secretaries of different government departments have been asked to identify and then repeal at least ten archaic rules that they think restrict faster decision-making.

2. To do away with ‘red-tapism,’ Modi has instructed the top government officials to restrict layers of file movements to a maximum of four before making a final call.

3. Departments have been asked make the forms simpler and turn them into single-page formats, which would do away with all the heads that seek irrelevant information.

4. Different departments have been asked to work in a collaborative manner with respective Ministries to avoid Inter-departmental strife during decision-making .

5. When ministries find it impossible to sort out differences during decision-making, they have to bring it to PMO’s notice rather than sit on files.

6. Secretaries have to set a plan-of-action for the coming five years, and also keep a regular check on their respective departments.

7. To help the masses, respective secretaries of different departments have to take note of public grievances and therefore ensure their timely redressal.

8. Unnecessary papers and files will be digitized for better management of data.

9. Submission of information will be online from now onwards, in all the departments.

10. At regular interval, meetings with Group of Secretaries will monitor interim progress.

If these guidelines are followed by the Indian bureaucracy, it is going to be transformed actualising the vision of the PM.

How much of pressure is placed on the PM to monitor the progress on the above guidelines. He may be a hard working dynamic PM, but if he is supported by a system of monitoring with a holistic frame work. Won’t the situation move away from, from a situation, where one “pulls water from the well to drink “to a situation, where “sets up a pipe system to draw water and supply to the point where he needs for drinking “.

Isn’t it a minimum that India should ensure to its PM?

neeD for GovernMenAnCe MonItorInG StrUCtUre As far as my information goes, many of these recommendations – guidelines of the honourable PM are not being followed in Ministries. Irrespective of the truth in my perception, it is desirable to establish a GOVERNMENT MONITORING SYSTEM to monitor and track progress of changes being introduced, not with a negative or imposing mindset, but with a positive and supporting mindset to help change happen and to improve the capacity of the bureaucracy.

This monitoring system to be permanent and government wide ideally through a new cadre with expertise in DECISION TRACKING and PROGRESS MONITORING with a background in Management.

JUNE 201742


the Key features of the Governance (Process) Monitoring Cadre:

1. THE FOUNDING PRINCIPLE: What gets measured gets managed ( Peter Drucker )

2. THE VISION: Creating a structure at a least possible cost to generate the highest possible value through conversion of “in-decisions to decisions, poor quality decisions to better quality decisions” by monitoring “DECISIONS”- small, medium, big and policy or routine.

3. PARAMETERS FOR MONITORING : The parameters include, a) Number of decisions taken ( quantity ), b) Time taken to decide, Timeliness ( Quality )

4. THE GOAL – BOTTOM LINE : The bottom Line of this cadre / structure is to reduce speed in decision making and improve “Quantity “ and “ Quality “ of decision making

5. THE ACTIVITIES for achieving the goal : a. Start with assessment and development of bench mark

for measuring progress ; department / unit wiseb. Identify bottlenecks in decision making and

recommend measures for improvements in consultation with the Secretaries and other top officials

c. Generate Data - Reports on the PROCESS of decision

making within the unit of Government.d. Act as internal consultants for improving Quantity (

speed ) & Quality of decision making

6. Manpower: The cadre will be manned by professionals with IT & Management education or training. Civil servants without IT & Management education may go through relevant training to be deployed in this role. But a POSITIVE ATTITUDE is an essential condition .

7. DEPLOYMENT: These officers to be deployed in every branch of government. The principle is, where ever government goes, the “GOVERNANCE MONITOR” goes.

8. REPORTING & CONTROL : This cadre to be Reporting to a Central Governance Monitoring Committee at the PMO, headed by Prime Minister as the Chairman, Minister, PMO, as the Vice Chairman and the Cabinet Secretary as the Ex-Officio Secretary of the Committee.

the perceived benefits to the Government: Presently, there is no unique system to monitor progress of the government processes within government making government processes non-transparent. The monitoring & evaluation systems we have is limited to programmes, which

JUNE 2017 43

CoVeR StoRy

are mostly impact evaluations, done post facto, as post mortem, with limited scope for correction in the process like a “Statutory Audit” and not a “Concurrent Audit”. This non-transparency induces corruption and arrogance of power.

a) Corruption Control :This is one of the most complex subjects ever. Trying

to simplify, corruption is induced by greed backed by low speed / ability to hold the file / delay and lack of fear for punishment. Corruption may be at higher level and lower levels.

The higher level corruption gets notices faster due to their size,

So the lower level corruption is more dangerous as it’s spread is huge and impact is too damaging. The culture has been deep rooted in lower bureaucracy, which has been acting more negatively in comparison to the higher bureaucracy. Higher bureaucracy many times feels helpless in front of lower bureaucracy and avoids confrontation due to practical reasons. The Government need to serious look in to petty corruption at lower levels, which blocks progress. The invisible impact of the corrupt act of lower level officials is beyond his comprehension.

For example, a file for a release of a payment of an NGO or a consulting agency is pending, which involves a routine decision as per norms and rules. But, it will be kept pending for years through objections after objections to pressurise the NGO or a Consulting agency to bribe. The file will keep on moving to and fro not for closure but for harassment with more creative complaints after the NGO or consultant responds with facts. Monitoring of cases of this kind will lead to early decision and closure of such cases, controlling petty corruption at lower level. Such monitoring can be done through two parameters; “time taken to close ” and the “ Repeat file Movements “.With a mind to decide and close an issue as a professional, one would ideally invite the party / parties involved within the government or outside to discuss and close the issue, rather than making the “file move on and on costing time, space and stationery of the government“ and “ Pending Decision for years”.Thus, monitoring of decisions and files as carriers of decisions, can induce decision making.

A large number of such cases can be cleaned from the governance process, if simply monitored and data generated on the age of a pending case and someone follows up from within a system.

b) Potential to Develop a national “ DECISION GRID” :

The cadre of committed Governance – Decision Monitors once in place, the country can works towards a National Decision Grid, linking the “ Cabinet Decisions “ in the Centre to “ Panchayat Committe Decisions “ at the Village panchayat and “ State Cabinets” at the state level to ensure connectivity between the TOP and BOTTOM through “Decisions and Actions” in a transparent manner.

c) Pro-Active Governance :The Government systems are essentially Decision Making

Systems for “Policy” and “Implementation Decisions”. If we could have a system to push these decisions and cleans the process of un-necessary blocks, the VISION of the political leaders would be implemented fast and the WILL of the people can be integrated with the decisions of the government. If the speed of government grows, the it will have time to think ahead, leading to proactive measures on governance. The data generated by the Governance Monitors will thrown ideas for improvement in the governance process. Therefore “DATA GENERATION “ on the governance process is essentials as the “CC TV “ generates data on the physical happenings. The Governance Monitors will generate data on the “DECISIONS” crucial for progress and nation building.

d) Combined Impact: The combined impact of these two crucial benefits are expected to be many, which includes the followings.

a. Change in culture and norms in the governmentb. Improvement in “ease of doing business” ranking

ConCLUSIon :Every “CHANGE” essentially needs an “EFFECTIVE LEADER” to be successful in being implemented. The most difficult Change is administrative reform, which may not be implemented as a “Demonetisation Process”. Because, Demonetisation involved, money or black money and entire citizenry with or without black money, but “Administrative Reform” process involves, a) an established culture and belief system and b) team working within that system having imbibed the culture.

Change is generally a difficult and slow process, but change in culture is more difficult and slower process. The success of the change process lies in the ability of the change leader. Our evaluation of decisions in government have been mostly post mortem, leading to only buck passing and blame game. If these decisions were monitored and been transparent, maybe there was scope for correction.

There is a whole new world to be explored on decision making in government and then initiating measures to improve speed and reduce time-cost of decision making.

Unlike the “Demonetisation System”, there is no need of secrecy. Therefore, the idea of monitoring “Decisions”, may be debated or discussed among all stake holders and introduced through due process and in due course. u

JUNE 201744

pRoFeSSIoNaL oF the MoNth

Q Briefly describe your role and responsibilities, and how many

years you have been in the CSR domain.

A I am the project lead for CSR in OBL. This is my third year in this

domain. My role is to identify projects where the CSR funds can be most appropriately utilized, think of something innovative and see through the project till completion. As also reach out to the maximum number with our resources.

Q Before CSR assignment, were you working in any other

professional domain, if so, please describe?

A Yes, I have always been working. After completing my studies,

since I am a Post-Graduate, I was teaching for about 9 years as it gave me a sense of satisfaction and there is no feeling like getting love from the children. My tryst with OBL began with my husband joining in 2004. I began subsequently looking into Horticulture

and Recreational Activities for the 70 families residing within the campus. With this informal stint I began my journey formally in 2006.

Q How has the CSR & sustainability program evolved at

your company?

A Our management believed that the best way to give back to the

society is by inspiring the young and the restless. These impressionable minds could possibly be aided if only they

Aradhna Agarwal completed her schooling in 1986 from Sophia School, Ajmer; graduation from Sophia College, Ajmer and Post-Graduation in English Literature from IGNOU. She went on to do B’Ed in English and Special English from Annamalai University. Thereafter, she started teaching for about 9 years. She joined Orient Bell Limited in 2006 as Consultant: Special Projects and Community Development. Teaching and interacting with people has been her passion.

interview ofaradhna agarwalCSR Consultant, orient Bell limited

JUNE 2017 45

pRoFeSSIoNaL oF the MoNth

attended school.While doing my research on

government schools, we could see the miserable state they were in. The only way to get children to go back to the school, we had to make it better than their homes. As we kept going ahead with the project it struck us that other than building toilets, repairing classrooms, putting swings in the playground we must do something unique that stands out with the tiles, since we are a tile company. We came up with a whole new series of interactive educational tiles, which would not only make the classrooms attractive but make learning fun for the children.

Q Tell us about someone (mentor, sponsor, friend, hero) who

influenced your CSR & sustainability journey, and how.

A Our Chairman, Mr. M.K Daga has been my idol and role model.

From the day I joined OBL, I have been learning a lot from him. One of our Directors and The Chairperson of Venus Eye Hospital, Ms. Tanuja Joshi has

been a big source of motivation to me. She has given her life serving the underprivileged. Another inspiring role model is Mr. Madhur Daga,seeing his grit and what the mind can conceive, it can achieve.

Our Prime Minister, who selflessly works for the betterment of the country has been a motivator for me. I felt this is the least we could do and Mr. Hiren Joshi, OSD-PMO encouraged me to take this noble initiative forward.

Q What is the best advice you have ever received?

A I received the best advice from a friend who after witnessing what

we had done in our first project told me to show it to somebody in the PM’s office as he felt this was a noble idea which should be done on a larger scale and if all the government schools had a facelift similar to this, under privileged children would be getting an infrastructure equivalent to that of city schools.

Q Can you share a recent accomplishment you are

especially proud of in your CSR & Sustainability role?

A When we took up the school in Tilbegumpur in Bulandshahar, the

classrooms were in a dilapidated state and teachers had to go from house to house as the attendance was very low. After the facelift of the school, our subsequent visits show tremendous change in the attendance. This gives me a sense of accomplishment.

Q If you had the power to make one major change at your

company or in your industry, what would it be?

A If I could make that one change in my company, it would be to see

each and every child of over 1000 workers going for higher education not just completing school.

As far as the industry goes, it would be nice where each company competed with each other not to grow in terms of ‘Turn Over’ but in terms of ‘Turning Over’ the society where many lives could be touched and we could see the society bloom together into one big beautiful garden.

Q CSR VISION: Describe your perfect day.

A My perfect day starts an early morning meditation followed by a

brisk walk with some running which keeps me active and cheerful throughout the day.

‘Choose a job you love and you will never have to work a day in your life’ holds true for me. Plantation is an on-going process in our organization and being a nature lover,I ensure that each sapling grows into a healthy tree. Trying some artistic things in the design process of tiles is a part of my vast hobbies.

My evenings are spent unwinding with music and relaxing with my near and dear.

This is my idea of a perfect day and I believe just the gift of life makes each day perfect.u

JUNE 201746

RIDEBirds Eye View of DelhiVenue: Come fly with

PAWAN HANS, Sec. 36, Rohini, New Delhi. Now Pawan Hans Ltd. will be extending helicopter rides to the general public of Delhi also.Rohini Heliport, the first of its own kind on the National front, is just 5 km away from Rithala Metro Station.

CoVeR StoRyupCoMINg eVeNtS oF the MoNth

MUSICSufi Night with Sultan NiyaziSufi Music is all about immersing yourself in allah to the extent of losing yourself. The singer duo, Sultan Niyazi and Usman Niyazi enthralled the audience with their magical performances.

EVENTBeyond BollywoodVenue: Kingdom Of Dreams: Gurgaon, Sector, 29, Delhi.Come experience a vibrant, energetic and visually gorgeous showcasing of the incredible dance culture India has to offer.

FOODDawat–e–Dilli (Old Delhi Street Food Walk)

Venue: Chandni Chowk, Central Delhi The name of the tour itself is enough to water your mouth because the cuisines of Old Delhi are authentic, traditional and exclusive! From the all-time favorite sweets Gulab Jamun and Jalebi to the famous “Daulat ki Chaat”.

CONCERTSpiritz Mirchi Live Big Tap Fest with Papon & FossilsVenue: Weightlifting Auditorium: Delhi, JN Stadium, Pragati Vihar, N.D.Soothe your throat with chilled beverages flowing through the tap, literally with the melodious voice of Papon and the Bengali rock band - Fossils.

PLAYBaat Niklegi TohVenue: Shri Ram Centre: Delhi, 4, Safdar Hashmi Marg, Mandi House, DelhiMahesh Bhatt is going to presents Hindi play ‘Baat Niklegi Toh...’It is not only dreams that result in success, but also about compelling situations that leave you with no option but to achieve your goal.

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JUNE 201748

TWITTER ACCOUNT SUSPENDED WITHIN 24 HOURSAbhijeet Bhattacharya is a confused man. Within hours of him returning to the micro-blogging site with a new handle @singerabhijeet, Twitter suspended his account for the second time. “I was getting thousands of followers within minutes of joining, does it make any business sense to suspend my account?” he asks.

STRUGGLE TO GET RECOGNITIONIf the struggle to get recognition as the third gender wasn’t hard enough, there’s the struggle to overcome the social stigma each day. Taking a step towards a better India, Kochi’s newest metro service has opened its doors for not one but 23 Transgender staff members. Yes, ain’t that a great piece of news?

PARESH RAWAL UNAPOLOGETIC ABOUT ARUNDHATI ROY TWEETThe BJP MP had received a lot of flak on social media for saying the army should “tie” Roy to an army jeep instead of a “stone pelter”, a reference to an incident in Kashmir where a protester was used as a shield by security personnel against stone pelting.

PRIYANKA CHOPRA GETTING TROLLED FOR HER DRESSPriyanka Chopra posted a photograph of her meeting with Prime Minister Narendra Modi in Berlin on the sidelines of promoting her Hollywood debut Baywatch, little did she know that it would result in an army of trolls attacking her for not being dressed appropriately.Numerous people attacked Chopra on her various social media accounts for “showing her legs”, forgetting “Indian culture”, and even sitting cross-legged.

SoCIaL MeDIa tReNDS oF the MoNth

JUNE 2017 49

Now catch us on-line.

We are excited to announce that we are accessible through our website.

Read updated stories and what is going on around the CSR world, interviews of eminent CSR professionals, and inspiring stories of various leaders from our society. Take tips from our leaders in our Leadership tips. Pick your suitable job from the list of CSR Jobs available in famous companies.

Visit our site with all new features.Visit: www.csrvision.in

JUNE 201750

EMPOWERING SUSTAINABILIT Y

Promoting Responsibilityby


www.csrvision.in

CSR VISION - the first monthly magazine in the area of CSR & Sustainability targeted at the Decision Makers and CSR Professionals in Corporate Sector, Policy Makers in Government and Social Sector organizations and leaders. The magazine covers the topics such as policy issues, CSR best practices, corporate challenges in CSR, social problems caused by corporate functioning, social expectations from corporate, global trends in CSR, Interview of eminent personality relevant in CSR domain, CSR & Sustainability Report review, CSR News & views etc.

We invite thinkers and writers to share their experiences with us.

Come! be a part of the movement!

JUNE 2017 51

the haRd-Won WiSdoM oF “WondeR WoMan”

A story of disillusionment and lost innocence, of vain ambition and bitter victory, Patty Jenkins’s “Wonder Woman” is a movie told in flashback, starting with its heroine, Diana (Gal Gadot), doing curatorial work in

the present day beneath the Louvre’s glass pyramid. Soon enough, she gets called to the past, by an archival photograph delivered to her under careful wraps by Bruce Wayne’s delivery service. The photo shows her and four men, and comes with a note asking her for the story behind it. The rest of the movie is devoted to her recollection of that story—of her story, from her childhood through the exploits and friendships that the long-lost photo commemorates.

Of course, “Wonder Woman” is a superhero movie, and it fulfills the heroic and mythic demands of that genre, but it’s also an entry in the genre of wisdom literature that shares hard-won insights and long-pondered paradoxes of the past with a sincere intimacy. That tone of modest and restrained clarity is, above all, what distinguishes “Wonder Woman” from the run of thudding, drubbing, thrashing action scenes in other, male-centered superhero movies that tone of modest and restrained clarity is, above all, what distinguishes “Wonder Woman” from the run of thudding, drubbing, thrashing action scenes in other, male-centered superhero movies.

Sachin : a Billion dreams

The ‘authorised’ bio-pic of Sachin Tendulkar gives us exactly what it promises: a glowing portrait of a sports star and a legend-in-his-lifetime, whose fortunes are connected to a billion dreams, hopes

and aspirations of cricket-mad India. When the protagonist has been the collective voice and conscience of India’s cricketing history, then he’s a tough subject to make a film on. Naturally, James Erskine puts Sachin on a pedestal and tells the story with an unnatural amount of reverence. Academically though this film is important one because for a nation that revers cricket, it serves as a reminder that prodigies may be born, but they become Sachin Tendulkar only through perseverance, patience and preparation. Go India go.

SACHIN : A BILLION DREAMS

CAST : Sachin Tendulkar, Arjun Tendulkar, Mayuresh Pem, Mahendra Singh Dhoni, Anjali Tendulkar, Virender Sehwag, Sara Tendulkar

DIRECTOR : James ErskineMUSIC : A.R. Rahman

WONDER WOMAN

Director : Patty Jenkins

Writers : Allan Heinberg (screenplay), Zack Snyder (story by) | 3 more credits »

Stars : Gal Gadot, Chris Pine, Robin Wright

EMPOWERING SUSTAINABILIT Y

Promoting Responsibilityby


www.csrvision.in

CSR VISION - the first monthly magazine in the area of CSR & Sustainability targeted at the Decision Makers and CSR Professionals in Corporate Sector, Policy Makers in Government and Social Sector organizations and leaders. The magazine covers the topics such as policy issues, CSR best practices, corporate challenges in CSR, social problems caused by corporate functioning, social expectations from corporate, global trends in CSR, Interview of eminent personality relevant in CSR domain, CSR & Sustainability Report review, CSR News & views etc.

We invite thinkers and writers to share their experiences with us.

Come! be a part of the movement!

MoVIe ReVIew

JUNE 201752

goVeRNaNCe watCh

Can Unethical Leaders

Survive ?

JUNE 2017 53

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JUNE 201754

INDIaN geMS

Shri tehemton UdwadiaA Parsi Indian surgeon and gastroenterologist from Maharashtra, Dr Udwadia is considered by many as the father of laparoscopic surgery in India. This is not the first time he has been honoured with a Padma award. In 2006, he was awarded with a Padma Shri, in 2006, for his contributions to Indian medicine and he received the Most Excellent Order of the British Empire (OBE) from Queen Elizabeth II, the same year.

Prof harkishen Singh

Professor Emeritus at the PU, 89-year-old Prof Harkishen Singh, a prominent medicinal chemist and a scientist, is a renowned personality in the pharmacy industry. He is credited with a rarest accomplishments in India, that is,discovery of a clinically useful drug, Chandonium Iodide (HS-310), which was later named by the World Health Organisation (WHO) as Candocuronium Iodide.

Dr Mukut Minz

An eminent PGI tranplant surgeon he has been credited with setting up a new Department of Renal Transplant Surgery at the PGI and performing over 3,300 kidney transplants, among other achievements. He recently led the medical team that carried out the kidney transplant of Union External Affairs Minister Sushma Swaraj.

Dr Bhakti YadavNonogenarian Bhakti Yadav, popularly known as “Doctor Dadi” from Indore is the first woman from Indore to hold an MBBS degree. Still working at the age of 91, She has been treating patients free of cost for the past 68 years and has helped deliver thousands of babies.

Dr Subroto DasKnown as the “Highway Messiah”, 51 year old doctor, Dr Subroto Das is one of the pioneers in bringing medical relief to accident victims on national highways. He started the Lifeline Foundation after he met with an accident. Today, he provides emergency medical services on the highway network spanning 4,000 kilometres in Maharashtra, Kerala, Rajasthan and West Bengal.

Dr. Devendra Dayabhai Patel

An 84 year old renowned cancer specialist from Ahmadabad, Dr Patel has been treating cancer patients for more than 50 years and is not a stranger to awards and laurels being bestowed upon him. He is considered to be among the best surgical oncologists in the country.

unSunG indian doCtoRS

JUNE 2017 55

AssistAnt MAnAger – Csr

Experience: 3- 8 YearsEducation: UG: Any Graduate - Any Specialization, PG: Any Postgraduate, Other Management

Knowledge / Skills• CSR Activity• Good communication and networking skill• Knowledge of basic excel and MIS management• Presentation Skills• Project management skills

First Stone Venture LLP ( Jaipur)

MAnAger - Csr

Experience: 4-8 YearsEducation: UG: B.Tech/B.E, PG: MBA/PGDM

Knowledge/Skills• Should manage and execute different CSR

activities such as installation of RO units• Strategic Planning• CSR Finance Planning• A motivator and facilitator, with cross-

functional organizational ability• Passion to give back

Cybernetic Management Professionals (Mangalore, Mysore)

SR. BuSinESS DEvElopmEnt MAnAger- Csr

Experience : 2 - 7 YearsEducation : Any Graduate - Any Specialization

Knowledge/Skills• Lead generation, fund raising, business

development manager• CSR, CSR sales, corporate sales, government

liasioning• Proposal writing• Social work• Ngo

MAnAger - CorporAte EnviRonmEnt SoCial responsibility (Csr)

Experience : 7-12 YearsEducation : Any Graduate - Any Specialization

Knowledge/Skills• Corporate Social Responsibiliy• Sustainability• Public Affairs, Funding Raising, Ngo• Social work, Institutional social responsibility• Proposal Making

Fedration of Indian Women Entrepreneurs (Delhi)

Grassroots Research And Creation India-Pvt. Ltd (Noida, UP)

CSR JoBS

JUNE 201756

LeaDeRShIp tIpS

Accept criticismDemonstrate your self-confidence by accepting other people’s negative comments without becoming defensive, arrogant or submissive. Look for something useful and constructive in any criticism and thank the person. Show your professionalism and maturity.

Celebrate successBe quick to praise. A hand-written note — on decent paper, not a sticky note — congratulating and thanking an employee for a job particularly well done will earn loyalty. When things go wrong, never criticize an employee publicly. Do it quietly and constructively and, unless you’re building a case for dismissal, point out something positive as well. If, in spite of their long hours and imaginative ideas, your work group’s project bid was not the winning one, involve everyone in a debriefing and decide together what could be done differently next time. Then review what you’ve all learned together.

Back your staffBeing a leader doesn’t automatically mean people will follow you. You need to show that you’re behind them. Understand your team’s needs. Whether it’s increased training, upgraded tools, new technology or a shift in duties, be willing to fight for them. You won’t always be successful, but it’s important that you act as their advocate.

help outPitch in whenever you can, even if it’s only for a few

minutes. Show them that you understand their challenges, even if you’re not experienced at doing their jobs. You’ll be better able to clarify expectations and do meaningful performance reviews if you have up-to-date and hands-on knowledge of their duties and responsibilities.

Avoid gossipDon’t spread malicious rumors or repeat seemingly inconsequential stories about other people. It takes a strong man to say “I don’t like talking about someone who’s not here,” but it shows integrity. Demonstrate and inspire respect and you’ll also avoid creating opportunities for people to gossip about you.

“Leadership is not about titles, positions, or flow

charts. It is about one life influencing another.”

— John C. Maxwell

For Leaders and aspiring Leaders

JUNE 2017 57

The Appointments Committee of the Cabinet has approved the following appointments:

RADHA KRISHNA, IAS (MP: 1985)

MARUTHI PRASAD TANGIRALA, IAS( 1990)

BHARTENDU KUMAR SINGH, IDAS(2003)

KB VANDANA,IPS(RJ:2004)

Rakesh Srivastava, IAS (RJ: 1981)

RASHMI VERMA, IAS (1982:BR)

MS LEENA NAIR, IAS ( 1982: TN)

JAGDISH PRASAD MEENA, IAS (1983:AS)

BRIJ RAJ SHARMA, IAS (JK:1984)

RATNESH KUMAR JHA, IRTS (2001)

MARUTHI PRASAD TANGIRALA (1990 )

has been given extension of tenure as CVO, CPWD under the Ministry Of Urban Development for a period up to February 28, 2019.

has been appointed as ED (Joint Secretary level) at Insurance Regulatory and Development Authority of India (IRDAI) under the Department Of Financial Services.

has been appointed as Deputy Secretary in Department Of Expenditure.

has been appointed as Private Secretary to MOS (Finance) Arjun Ram Meghwal.

has been appointed as Secretary in the Ministry Of Women And Child Development.

has been appointed as Secretary in The Ministry Of Tourism.

has been appointed as Secretary, Ministry Of Tribal Affairs.

has been appointed as Secretary, Department Of Consumer Affairs.

has been appointed as Additional Secretary in the Ministry Of Home Affairs.

has been appointed additional development commissioner (handicrafts) under the Ministry of Textiles at the director level.

has been appointed as ED (joint secretary level) at Insurance Regulatory and Development Authority of India (IRDAI) under the Department of Financial Services.

JUNE 201758

ReaDeRS poSt

I went through the Cover story and also the journey of CSR VISION.After going through the contents it can be easily validate that CSR VISION has created a benchmark of CSR space in India. Wishing CSR VISION a many more successful milestone ahead.

Manisha, Bihar

I liked the new pages of CSR VISION i.e Social Media Trend and Movie Review. It came as surprise for me in the Annual issue. I believe that we should go with the trend and CSR VISION is doing so. Responsible movies and responsible reactions in social media is important .

Sweta Yadav, Chennai

Dear Ranjan Bhai,I read the wonderful article of your reflections on the evolution of CSR in India. Deeply thankful for your very kind words. Brought back many sweet memories...Dr. Bhaskar Chatterjee, Former DG

(ICCER)

CSR was conceived and enacted by the Government in Act in 2013 but who took the statute to the masses?A Professor turned to a leading journalist named Ranjan Mohapatra. To think about such magazine and launch in the name of CSR VISION is a herculean task in the face of teething trouble of big competition from established publications with vast resources, many of them involved in unethical promotion of their own product. Five years before when Ranjan venture into CSR VISION he had no big budget at his disposal but he had guts in his Chhappan Ki Chhati.He created the readership for the new and unusal theme of CSR with the magic wand and steered the magazine to success and 5 years are not the end, it is a dream to take it to its top position. My heartiest Congratulations to Ranjan for this feat, worth celebration.

Bhagvanji Raiyani, Chairman Emeritus, Forum For Fast Justice

It feels great when your words of appreciation are taken sincerely. Thank you CSR VISION for considering my wishes and making it a part of your cover story section.

Pranjal Bhaskar, Sofware Er.

Your editorial in May’2017 issue of CSR VISION is a much needed assessment towards Delhi Government failure. The way Aam Adami Party is getting worse because of the corrupt politicians who is damaging our system, well reflected in the editorial. I hope it will make a impact on our political atmosphere.

Ajay Kumar, Delhi

JUNE 2017 59

Promoted by Six Electronics Associa�ons

N S D CNational

CorporationSkill Development

Financial support by :

Electronics Sector Skills Council of India, 422 Okhla Industrial Estates, Phase – III, New Delhi – 110020. Tel : +91-11-46035050 Fax: +91-11-26923440 | Email: [email protected] | Website: www.essc-india.org

ESSCI has developed qualifica�on packs for poten�al �ob roles in 14 Sub - Sectors of Electronics

Consumer Electronics | IT Hardware | Communica�on & Broadcas�ng | Passive Components | Solar Electronics | Industrial Electronics | PCB Assembly | Strategic Electronics | LED Ligh�ng | Automo�ve Electronics | PCB Manufacturing | Ac�ve Components | Medical Electronics | PCB Design

Council will be a nodal body that will understand

the skill requirements and would ensure

development & delivery of world class skills.

Reduced in-house training cost and abundant

availability of industry ready resources.

Improve produc�vity of resources.

Higher standards in delivering quality of Service as

per NOS and delivery a mechanism for industry

relevant training.

Pla�orm for promo�ng CSR.

Benefits of ESSCI to the Industry

Assessment done as per Global Standards and Cer�fica�on.•

ESSCI has created Na�onal Occupa�on Standards (NOS) & Qualifica�on Packs as per industry requirement.

•Standardiza�on the training requirement are per NSQF framework.•

• Training are outcome based and it gives the trainees livelihood opportunity.

www.essc-india.org

Values

ESSCI is also working with various schemes by GOI / State Govt

Skilled Resource

••••

•

Partners

Promoter Associa�ons

Associates Members

Industry Stakeholders

Training Ins�tutes/ Universi�es (Public & Private)

State Goverments

•

•

Research & Analysis

LMIS (Labour Market Informa�on Sysytem)

NOS (Na�onal Occupa�on Standard) including Occupa�onal Mapping, Func�onal & Skill Gap Anaylsis.

•

••••

Training

Acquisi�on of knowledge skills & competencies.

Outcome based Trainings.

Curriculum Design.

Training the Trainer

Training Delivery.

•

•

Accredia�on & Cer�fica�on

Streamline cer�fica�on & Assessment framework

Setup Centre of Excellence

By 2020, India is set to become the world’s youngest country with 64 percent of its population will in the working age

group.

Our Vision: Facilitate world class ecosystem for Industry oriented skill development in electronics sector.

Gap between supply, demand of well- trained employee is huge and it is growing

Electronics Sector Skills Council of India (ESSCI) for skill development in electronics systems from design to manufacturing including service

Postal Reg. No.: DL(S)-01/3409/2015-17Date of Posting at NDPSO, 9/10 Same Month RNI No.: DELENG/2012/42212Date of Publication: 6th of Same MonthTotal No. of Pages: 60

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