Corporate social responsibility

CORPORATE SOCIAL RESPONSIBILITY

PROJECT ON –

C.S.R ACTIVITIES OF TWO COMPANIES

MAHINDRA AND MAHINDRA

ADITYA BIRLA GROUP

MADE BY –

HARJIT SINGH JASWAL

Y.M.T COLLEGE OF MANAGEMENT

SECOND SHIFT

OVERVIEW

Founded in 1945 as a steel trading company, we entered automotive manufacturing in 1947 to bring the iconic wily jeep into Indian roads. Over the years we have diversified into much new business in order to better meet the needs of our customer. We follow a unique business model of creating empowered companies that enjoy the best of entrepreneurial independence and group wide synergies. This principle led our growth into a U S $ 15.9 billion multinational group with more than 144,000 employees in 100 countries across the globe.

Today our operation span 18 key industries that form the foundation of every modern economy such as aerospace aftermarket , automotive , construction equipment , services finance equipments , insurance , information technology , retail two wheelers and many more.

In this way the diversity of our expertise follows us to bring our customers the best in many fields.

MAHINDRA FARM EQUIPMENT SECTORS NAGPUR CSR ACTIVITIES

Nagpur: Mahindra’s Farm Equipment Sector’s (FES) Nagpur plant recently undertook a series of Corporate Social Responsibility (CSR) activities in Nagpur focusing on health, education and environment. These activities were conducted by Employee Social Options (ESOPs) volunteers from its Nagpur plant.

Employee Social Options programme from Mahindra was initiated with goal of having a Mahindra employee contributing to society every day of the year, somewhere in the world.ESOPs provide each employee with an option to contribute to a socially relevant activity in a focused way.

Employees can select from a wide range of activities including volunteering at schools, functioning as visiting faculty at educational institutions, etc. 

The activities conducted by Mahindra Nagpur plant were as follows –

Education

As part of the first initiative, ESOPs volunteers gave away scholarships to six meritorious students pursuing the Bachelors of Engineering (BE) course. The ESOPs volunteers also spend time with these students on a regular basis and motivate them.In another education related initiative, ESOPs volunteers from the Nagpur plant came together to sponsor the education of 4 Nanhi Kalis. Nanhi Kali is an education programme run by the KC Mahindra Education Trust to help educate underprivileged girl children who would otherwise be bereft of education. As part of the first initiative, ESOPs volunteers gave away scholarships to six meritorious students pursuing the Bachelors of Engineering (BE) course. The ESOPs volunteers also spend time with these students on a regular basis and motivate them. In another education related initiative, ESOPs volunteers from the Nagpur plant came together to sponsor the education of 4 Nanhi Kalis. Nanhi Kali is an education programme run by the KC Mahindra Education Trust to help educate underprivileged girl children who would otherwise be bereft of education.

Environment

Nagpur plant organized a plantation drive in coordination with the State Reserve Police Force (SRPF) camp, Amravati to plant 1 lakh saplings. Based on the planning, 10 Esops volunteers and 5 volunteers from the community gathered on 19th June to take part in plantation drive. In another environment related activity, ESOPs volunteers distributed uniforms to nature friends during the World Environment Week. The Green Champs from FES, Nagpur identified a team of 40 people who are working for nature at Nagzira village and forest. Esops volunteers met the Divisional Forest Officer and discussed the idea with him after which these people who are working to protect the environment were identified. This team is working on plantation, educating society on environmental concerns and also protecting the animals of the Nagzira forest. A small function was organized at Nagzira village where the uniforms were distributed to these nature friends.

Health

The Nagpur plant has been running a mobile dispensary since March 2008. Six locations near the factory have been identified. The mobile dispensary travels 5 days a week where one doctor, a male nurse and an Esops volunteer travel in the vehicle The medicines are procured by the team and given free of cost to these patients who are mainly children and senior citizens.     22 Esops volunteers have worked hard and have reached to 712 patients in June 2010.

Foundations

At Mahindra, we believe that real change comes about when people give not just their money, but their time as well.  We’re fortunate to be able to give both.  Our many foundations and initiatives harness thousands of employee volunteer hours and put millions of our own dollars to work expanding opportunities for disadvantaged groups.  We create outreach programs that draw from our core competencies and partner with NGOs to support key initiatives in areas outside our in-house expertise.  Our efforts are broadly organized around education, health, and the environment.  In all our initiatives, we seek partnerships with the people we serve and the other stakeholders who contribute to solutions, from local governments to NGOs.  Our foundations support hard and careful work over the long term; so that we can create lasting transformations in the communities we belong to and serve.

We created the Tech Mahindra Foundation in 2007 as a major initiative to help the economically disadvantaged build better lives.  Launched with a corpus of Rs 250 million (about US $5.45 million), Tech Mahindra contributes 1.5 percent of its profit after tax every year.  Thanks to generous contributions from the company and employees alike, the Foundation is able to spend more than Rs 60 million (about US $1.3 million) each year on social programs. The Tech Mahindra Foundation partners with 55 NGOs to build relationships with local communities.  These organizations promote vocational, technical, and professional educational programs which empower women, children, the disabled, and the economically disadvantaged to rise according to their own potential.  As part of our education building initiative, we donate computers to education programs.

The Mahindra Satyam Foundation is the largest corporate volunteering program in the country with 16,000 registered volunteers who have contributed 850,000 volunteer hours in 2009-10.  We use our core competencies—technology, process, and management—as change agents to create the greatest impact on people’s lives.  We approach our volunteering projects with the same high standards that we apply to our corporate work, engaging the full-cycle leadership concept to improve efficiency and delivery.  A Magnificent Seven (M7) team of seven or more volunteers take ownership of a project within a program.  The team conceptualizes, organizes, and implements the project from start to finish, creating ownership and responsibility for each initiative.  There are 570 M7 teams at work today across our chapters in Hyderabad, Pune, Bangalore, Chennai and Bhubaneswar. Our work focuses in four core areas: education, livelihood, empowering persons with disability, and health.  We work with students in government schools to improve the quality of their education, providing school supplies, infrastructure support, summer camps, and regular mentoring in English, mathematics, science, and basic computer skills. Similarly, our livelihood programs are based on developing skill sets and practical knowledge to equip people for success in the job market.  Our initiatives to empower persons with disabilities focus on integration with broader society through employment and training, workshops, fundraising events, and awareness days.  Finally, we conduct regular blood donation drives across all Mahindra Satyam locations—in fact, we are the largest corporate blood donor to the Red Cross in India. In 2005, our commitment to our communities was recognized with the Corporate Citizen Award for Corporate Social Responsibility from Business World and the Federation of Indian Chambers of Commerce (FICCI) and Industry’s Socio-Economic Development Foundation (SEDF).

In 2008, we initiated the Shikshak Samman Award in collaboration with the Municipal Corporation of Delhi in order to celebrate excellent teachers.  Each year, we honour thirty outstanding teachers working in municipal schools with scholarships for professional development, cash awards, and Teaching Learning Material (TLM) kits with materials for planned activities.  Public recognition helps disseminate best practices, encourage innovation and effort to galvanize teachers to be the best they can be.

Mahindra foundation

To secure a better tomorrow, we believe in taking action today.  We set up the Mahindra Foundation to provide medical relief to the poor and underprivileged.  We’ve ensured that patients suffering from cancer, heart problems, burns, and other health problems receive proper medical treatment through our financial aid.  During national calamities, we contribute and mobilize resources to help rebuild our country.  We were there with vehicles, materials, and manpower after the tsunami in 2004, the Gujarat earthquake in 2001, and the Kargil war in 1999. Our most recent relief mobilization addressed the tremendous loss of life and damage caused by the 2008 floods in Bihar.  We put our resources to work in the region through a Memorandum of Understanding (MOU) with Mahindra Consulting Engineers (MACE) and the Collector of the Madhepura District of Bihar.  With support from the Mahindra Foundation, MACE rebuilt the social infrastructure in Pattori Gram Panchayat, including permanent houses with water and sanitation infrastructure. From pledging our support to rehabilitate disaster-struck regions to donating cochlear implants to 60 hearing impaired children on our anniversary, we are there whenever the nation needs help.

QUESTIONS

1) Explain the strategic C.S.R activities of the company

As Mahindra and Mahindra they mainly focused on the C.S.R activities like education giving scholarship to students who are pursuing for B.E they educated under privileged students which is run by Mahindra education trust.Various environmental functions were organised in many villages.Various foundations are there which helped many people across the country.They also focus on health treatment.Strategic C.S.R activities of this company is that it is an Indian company and they had mainly focused on rural areas and there they done their advertising that we the company is looking for you. Their strategy is was to build a brand image in rural areas that Mahindra is the company pursuing in everything’s. Their strategy was to attraction of new customers and positive brand building.

2) Classify the C.S.R initiatives of the company under different initiatives proposed by kotlar and lee

The C.S.R initiatives of the company under different initiatives proposed by kotlar and lee are Cause relating marketing where the company total revenue from that revenue they invested some on CSR activities like health , education.Community voluntary as they had voluntarily worked on such activities.Company have also done corporate social marketing as it is intended to improve public health and environmental well being.

OVERVIEW

A US $40 billion corporation, the Aditya Birla Group is in the League of Fortune 500. It is anchored by an extraordinary force of over 136,000 employees, belonging to 42 different nationalities. The Group has been ranked Number 4 in the Global 'Top Companies for Leaders' survey and ranked Number 1 in Asia Pacific for 2011. 'Top Companies for Leaders' is the most comprehensive study of organisational leadership in the world conducted by Aon Hewitt, Fortune Magazine and RBL (a strategic HR and Leadership Advisory firm). 

Over 53 per cent of its revenues flow from its overseas operations. The Group operates in 36 countries – Australia, Austria, Bangladesh, Brazil, Canada, China, Egypt, France, Germany, Hungary, India, Indonesia, Italy, Ivory Coast, Japan, Korea, Laos, Luxembourg, Malaysia, Myanmar, Philippines, Poland, Russia, Singapore, South Africa, Spain, Sri Lanka, Sweden, Switzerland, Tanzania, Thailand, Turkey, UAE, UK, USA and Vietnam. 

Globally, the Aditya Birla Group is:A metals powerhouse, among the world’s most cost-efficient aluminium and copper producers. Hindalco-Novelis is the largest aluminium rolling company. It is one of the three biggest producers of primary aluminium in Asia, with the largest single location copper smelter. 

No.1 in viscose staple fibre

No.1 in carbon black

The fourth-largest producer of insulators

The fifth-largest producer of acrylic fibre

Among the top 10 cement producers

Among the best energy-efficient fertiliser plants

The largest Indian MNC with manufacturing operations in the USA

In India: A top fashion (branded apparel) and lifestyle player

The second-largest player in viscose filament yarn

The largest producer in the chlor-alkali sector

Among the top three mobile telephony companies

A leading player in life insurance and asset management

Among the top two supermarket chains in the retail business

Among the top 10 BPO companies

Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not come in the way of the need to keep learning afresh, to keep experimenting.

Beyond business - The Aditya Birla Group:

Works in 3,000 villages.

Reaches out to seven million people, annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla.

Focuses on healthcare, education, sustainable livelihood, infrastructure and espousing social reform in India, Asia, Egypt, Philippines, Thailand, Laos, Indonesia, Korea and Brazil.

  In India:

Our Group runs 42 schools, which provide quality education to 45,000 children. Of these, over 18,000 children receive free education.

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C.S.R activities by Aditya Birla group

Our vision"To actively contribute to the social and economic development of the communities in which we operate. In so doing, build a better, sustainable way of life for the weaker sections of society and raise the country's human development index."

Making a differenceBefore Corporate Social Responsibility found a place in corporate lexicon, it was already textured into our Group's value systems. As early as the 1940s, our founding father Shri G.D Birla espoused the trusteeship concept of management. Simply stated, this entails that the wealth that one generates and holds is to be held as in a trust for our multiple stakeholders. With regard to CSR, this means investing part of our profits beyond business, for the larger good of society.While carrying forward this philosophy, our legendary leader, Mr. Aditya Birla, weaved in the concept of 'sustainable livelihood', which transcended cheque book philanthropy. In his view, it was unwise to keep on giving endlessly. Instead, he felt that channelizing resources to ensure that people have the wherewithal to make both ends meet would be more productive. He would say, "Give a hungry man fish for a day, he will eat it and the next day, he would be hungry again. Instead if you taught him how to fish, he would be able to feed himself and his family for a lifetime." 

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

Our community work is a way of telling the people among whom we operate that We Care.

Our strategyour projects are carried out under the aegis of the "Aditya Birla Centre for Community Initiatives and Rural Development", led by Mrs. Rajashree Birla. The Centre provides the strategic direction, and the thrust areas for our work ensuring performance management as well. 

Our focus is on the all-round development of the communities around our plants located mostly in distant rural areas and tribal belts. All our Group companies —- Grasim, Hindalco, Aditya Birla Nuvo and UltraTech have Rural Development Cells, which are the implementation bodies. 

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

Project identification mechanismAll projects are planned in a participatory manner, in consultation with the community, literally sitting with them, and gauging their basic needs. We take recourse to "participatory rural appraisal", which is a mapping process. Subsequently, based on a consensus and in discussion with the village panchayats, we prioritise requirements. And thus a project is born. Implementation is the responsibility of the community and our team, as is the monitoring of milestones and the other aspects. Monitoring entails physical verification of the progress and the actual output of the project.

Village meetings are held periodically to elicit feedback on the benefits of our community programmes and the areas where these need to be beefed up. We try and ensure that while in the short term we have to do enormous hand-holding, the projects become sustainable by the beneficiaries over the long haul. Once this stage is reached, we withdraw. In this way we do not build a culture of dependence, instead we make the villagers self-reliant.

Model villagesone of our unique initiatives is to develop model villages, so each of our major companies is working towards the total transformation of a number of villages in proximity to our plants. Making of a model village entails ensuring self-reliance in all aspects viz., education, health care and family welfare, infrastructure, agriculture and watershed management, and working towards sustainable livelihood patterns. Fundamentally, ensuring that their development reaches a stage wherein village committees take over the complete responsibility and our teams become dispensable.

Of the 3,000 villages that we are engaged in, we have zeroed in on 300 villages that we hope to morph into model villages. Over a period of time, we expect to see a changed face of these villages. More than 80 villages in the hinterland have already become model villages. From abject poverty to fulfilling the necessities of life. From dependence to freedom. From backwardness to progress — in more ways than one.

Our project operations

the geographic reach, annual spendsthe footprint of our community work straddles 3,000 villages across the length and breadth of our country. We reach out to more than 7 million people annually. Over 60 per cent of these live below the poverty line and belong to scheduled castes and tribes. The Group spends in excess of Rs.130 crore annually, inclusive of the running of 18 hospitals and 42 schools.

The Group transcends the conventional barriers of business and reaches out to the marginalised as a matter of duty and to bring in a more equitable society.

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

Education

Formal and non formal education and adult educationScholarship for girls, technical education for boysDistance education and girl child education and computer education.

Health care and family welfare

Pulse polio program, mobile clinics doctor visits, medical camps, safe drinking water sanitation household toilets community hospitals.

Infrastructure development

Community centres, schools in villages, health care centres and hospitals, roads, homes for homeless, rural electrification.

Social causes

Widow Remarriage Social securityCulture and sportsWomen empowerment

QUESTIONS

1) Explain the strategic C.S.R activities of the company

The strategic CSR activities of the company was building reputation and goodwill of the company as they had mainly focused on education and health and infrastructure development and many more.Building an brand image in rural areas.

2) Classify the C.S.R initiatives of the company under different C.S.R initiatives proposed by kotlar and lee

The CSR initiatives of the company under different CSR initiatives proposed by kotlar and lee are corporate philanthropy like direct contributions of funds as a charity as Birla group build temples hospitals and roads they were also into infrastructure development.Cause related marketing is also there as they donated a specific percentage of revenue to a specific cause.