CSR FINAL Projectnew

8/13/2019 CSR FINAL Projectnew

http://slidepdf.com/reader/full/csr-final-projectnew 1/34

GUPTA's

[Type the company name]

Project Report



Submitted for degree of B.Com Hons.in Accounting & Finance 1+1+1 under the

University of Calcutta

CORPORATE SOCIAL RESPONSIBILITY – “The corporate belief that a

company needs to be responsible for its actions – socially, ethically, and

environmentally.”

Submitted by

Name of the Candidate:

Registration No:

Roll No.:

Sec.:

Name of the College:

Supervised by

Name of the Spervisor:!R"#.

Name of the College:

Month & Yer o! Submission

Corporate Social Responsibility 2



Anne"ure # I

Supervisor$s Certi!i%te

This is to certify that $r %%%%% %.........stdent of &.Com '(onors) in*cconting and #inance nder +niversity of Calctta has or-ed nder my

spervision and gidance for his proect or- and prepared a !roect Report /ith

the Title Corporte So%i' Responsibi'ity ( So%i' responsibi'ity he'ps business

be more %%ountb'e & Loy'ty to St)eho'der

The !roect report, hich he is sbmitting, is his genine and original or- to the

best of my -noledge.

Si*nture: %%%%%%%%%%%

P'%e: 0ol-ata Nme:

+te: +esi*ntion:

Nme o! Co''e*e,




*nne1re 2 33

Student$s +e%'rtion

3 hereby declare that the proect or- ith the title Corporte So%i'Responsibi'ity ( So%i' responsibi'ity he'ps business be more %%ountb'e &

Loy'ty To St)eho'der Sbmitted by me for partial flfillment of the degree of

&.Com (onors in *cconting 4 finance in &siness nder the +niversity of

Calctta in my original or- and has not been sbmitted earlier to any

+niversity53nstittion for flfillment of re6irement for any corse of stdy.

3 also declare that no chapter of this manscript in hole or in part has been

incorporated in this report from any earlier or- done by other or by me.

(oever, e1tracts of any literatre hich has been sed for this report has been

dly ac-noledged providing details of sch literatre in the references.

Si*nture: %%%%%%%%%.

P'%e: 0ol-ata Nme:

+te: Address:

Re*istrtion No.:

Ro'' No,




AC-NO.LE+/E,

3 oe a great many than-s to a great many people ho*ssisted and spported me dring the preparation of this proect. $y deepestthan-s to Spervisors prof. %................. the gide of the proect for giding and

correcting the varios docments of mine ith attention and care. (e has ta-en pain to go throgh the proect and ma-e necessary correction as and hen needed.

3 e1press my than-s to the !rincipal of, College for e1tending hisspport.

3 old also than- my 3nstittion C*7C+TT* +N389RS3T and my facltymembers ithot hom this proect old have been a distant reality. 3 alsoe1tend my heartfelt than-s to my family and ell ishers.




Tb'e o! Contents( P*e No

Certi!i%te

A%)no0'ed*ement

Chpter 1,

⇒ Introdu%tion 23(11

⇒ Ob4e%tive 15(15

⇒ Observtion 16( 17

⇒ Need !or CSR 18(18

⇒ Limittion 13(13

Chpter 5,

⇒ Literture Revie0 19(1:

⇒ CSR Methodo'o*y 1;(52

⇒ CSR Po'i%ies 51(57

Chpter 6,

⇒ Cse Study 58(5;

Chpter 7,

⇒ Comprison & An'ysis 62(61

Chpter 8,

⇒ Con%'usion 65(65

⇒ Bib'io*rphy 66(66




The important of corporate social responsibility srface in ;<=>s hen the activist

movement began 6estioning the singlar economic obective of being

ma1imi?ation of profits. This has alays been a sorce of contention .#or

e1ample ere tobacco companies ignoring health ris- associated ith nicotine

and its addictive properties. @ Times have changed and managers mst reglarly

ma-e decisions abot isses that have a dimension of social responsibility. 0arl

$ar1, commenting on bsiness obectives said “&siness is all green, only

philosophy is grey.” /hat he meant as that bsiness is all abot profit andcomfort for its rich oners and discomforts for all other sections of the society

ho are at the receiving end of the bsiness. Aespite sch socialist ideology been

relegated to the bac-grond de to fact that capitalism is being gradally

acceptedB bsiness is still painted as essentially e1ploitative in natre. &t one has

to accept that mch of the progress in the orld old not have been possible

ithot entreprenership and bsiness hich involves ris-. Corporate

overnance is getting a focsed attention particlarly after mar-et and pblic

confidence became fragile after a series of high profile corporate failres in hich

the absence of effective governance as a maor factor.

&siness ethics if properly nderstood is neither anti bsiness nor anti capitalist. 3t

is simply articlating a cohesive set of vales to gide decision ma-ing in rnning

a bsiness. lobali?ation and liberali?ation of economic has broght corporate

organi?ation to the center stage of social development. *s a reslt in the process

of corporate decision ma-ing, managers contribte, consciosly or nconsciosly

to the shaping of hman society .3t is not a choice beteen profit and ethics, bt

profit in an ethical manner. This mantra has lead to the evoltion of corporate

overnance. Corporate overnance is getting attention for satisfying the


INTRODUCTION



divergent interests of the sta-eholder of a bsiness enterprise especially after the

corporate scandals and loss of shareholder vale at 9nron and several other large

companies in the recent past, hich focsed more attention on the isse of

shareholder rights, calling for greater transparency and accontability and

enhancing corporate reporting and disclosre. The scandals led to nmeros

Corporate Governance reforms, inclding passage of the Sarbanes2 "1ley *ct

and the adoption of listing re6irements by the Ne or- Stoc- 91change in the

+nited States. "ther contries have introdced similar legal re6irements. *s a

reslt, increasing nmber of companies are or-ing proactively to address isses

that concern shareholder and a range of other sta-eholder.

+E<INITION,

“Cororate governance is about romoting cororate fairness! transarency

and accountability”. 3t is concerned ith strctre and process for decision

ma-ing, accontability, control and behavior at the top level of organi?ations. 3tinflences ho the obectives of organi?ations are set and achieved, ho ris- is

monitored and assessed and ho performance is optimi?ed.

The term corporate overnance is not easy to define. The term governance relates

to a process of decision ma-ing and implementing the decisions in the interest of

all sta-eholders. 3t basically relates to enhancement of corporate performance and

ensres proper accontability for management in the interest of all sta-eholder .3tis a system thoght hich an organi?ation is gide and directed. "n the basis of

this definition, the core obectives corporate overnance are focs, predictability,

transparency, participate, accontability, efficiency 4 effectiveness and

sta-eholder satisfaction




Corporate overnance can also be defined “as the formal system of

accountability and control for ethical and socially resonsible organi"ational

decisions and use of resources.#

*ccontability related to ho ell the content of or-place decisions is aligned

ith the organi?ationDs stated strategic direction.

Control involves the process of aditing and improving

organi?ational decisions and action.

Corporate governance arrangement are -ey determinants of an

"rgani?ation relationship ith orld and encompass:

i. The poer given to management.

ii. Control over managementDs se of poer.

iii. $anagementDs accontability to sta-eholderB

iv. The formal and processes by hich sta-eholder inflence management

decision.

S$A%H'()*

The traditional governance model positions management as accontable solely to

investors. &t a groing nmber of corporate accept that constitents other than

shareholder are affected by corporate activity, and that the corporate mst

therefore be anserable to them. Coined only in the late part of the E> th centry,

this ord “sta-eholders” describes sch constitents of an organi?ation in prsit

of its goals. *typical list of sta-eholder of a company old be

9mployees

Trade +nions

Cstomers




Shareholders and investor

Sppliers

7ocal commnities

overnment

Competitor.

C'*,'*A$ -'*/A/C

The trade of developing corporate governance gidelines and codes of best

practice began in the early ;<<>s in +0 and Canada in response to problems in

performance in some leading organi?ation s, presmably de to lac- of effective

board oversight leading to pressre from instittional investor for change .The

Cadbry Report, ;<<E in +0 become a pioneering reference code for stoc-

mar-ets. The &le Ribbon Committee set p in the +.S in ;<<F by Ne or-

Stoc- 91change and National *ssociation of Secrities dealers stdied the

effectiveness of adit committees and provided recommendations for

improvement .3n response to these recommendations, Ne or- Stoc- 91change

and National *ssociation of secrities Aealers as ell as other e1change revised

their listing standards relating to adit committees .3n E>>E the sardines2 "1ley

*ct, passed in response to maor corporate scandals, is considered to be one of the

most significant. The "9CA principles ;<<< and E>>G reflect global consenss

regarding the critical importance of corporate governance.

C'*,'*A$ -'*/A/C 0ASU*S

3n general, corporate governance measres inclde appointing non –e1ecting

directors, placing constraints on management poer and onership concentration,

as ell as ensring proper disclosre of financial information as e1ective

compensation.




3ndian companies are re6ired to comply ith clase G< of the listing agreement

primarily focsing on folloing:

• &oard composition and procedre.

• *dit committee responsibilities

• Sbsidiary companies

• Ris- management

• C9"5C#" certification of financial statements and internal controls.

• 7egal compliance

B/F$S 'F -'') C'*,'*A$ -'*/A/C

i. !rotection of investor interests and strong capital mar-ets.

ii. (igh mar-et price

iii. $anaging the company in a transparent manner.

C'*,'*A$ S'CA( *S,'/SB($2

Corporate social Responsibility 'CSR) is a concept that organi?ation , have an

obligation to consider the interests of cstomers ,employees, shareholders,

commnities and ecological consideration in all aspects of their operation .This

obligation is seen to e1tend beyond their stattory obligation to comply ith

legislation.

CSR is closely lin-ed ith the principles of sstainable development, hich

arges that enterprises shold ma-e decisions based not only on financial factor.




CS* can mean different things to different eole,(

;. #or an employee

3t can mean fair ages, no discrimination, acceptable or-ing

conditions etc.

E. #or a shareholder

3t can mean ma-ing responsible and transparent decisions regarding

the se of capital.

H. #or sppliers.

3t can mean receiving payment on time.

G. #or cstomers.

3t can mean delivery on time.

I. #or local commnities and athorities

3t can mean ta-ing measre to protect the environment from

polltion.

=. #or non2governmental organi?ation.

3t can mean disclosing bsiness practices and performance on isses

ranging from energy conservation.




The prpose of this stdy is to e1plore perceptions of corporate social

responsibility among 3ndian apparel &an-ing sectors. * 6alitative methodology

as sed to nderstand hat CSR means to these companies. &y e1ploring the

meanings of CSR from the perspective of the 3ndian &an-ing Sectors, findings of

this stdy contribte to the overall nderstanding of CSR and its role in the global

apparel spply chain.

To better nderstand CSR, for obectives ere defined:

;. To e1amine crrent CSR practices in 3ndian &an-ing operations.

E. To investigate the opportnities and challenges posed by CSR practices for

3ndian &an-ing operations.

H. To determine the e1tent to hich CSR is important to 3ndian apparel &an-ing.

G. To investigate the reasons hy CSR may or may not be important to 3ndian

&an-ing operations.

To achieve the obectives of the stdy, 3 sed varios data collection techni6es

inclding intervies, observation and secondary data. *s as briefly otlined in

the preceding section, 3ndia is emerging as one of the maor sorcing destinations

for apparel ban-ing. This stdy therefore addresses the gaps ithin the literatre

by e1ploring CSR from the 3ndian &a-ingDs point of vie.


OBJECTIVE OF CSR



The ideal observation of Corporate Social Responsibility are as follo :

$ost companies are not doing any CSR.

$any companies are only ma-ing to-en gestres toards CSR in tangentialays sch as donations to charitable trsts or N"s, sponsorship of events,etc.

$ost companies believe that charity and philanthropy e6als to CSRB veryfe companies are sing their core competence to benefit the commnity.

$ost companies se CSR as a mar-eting tool to frther spread the ordabot their bsiness. #or instance, donation of a to-en amont to somecase on prchase of a particlar prodct. The fact that companies arehiring advertising agencies for their CSR frther highlights this.

"nly #e 3ndian companies Sch as Stte Bn) o! Indi pblish aCorporate Sstainability Report to measre and assess the impact of their

bsiness on the environment

8ery fe companies openly state the processes folloed by them, the

damage cased by these processes, and the steps ta-en to minimi?e thisdamage.

8ery fe companies state ho mch they spend on CSR. There is nomention of the amont spent in any of their balance sheets or annalreports. $ost companies st list and describe their CSR activities and seem


OBSERVATION OF CSR



to be spending minimal amonts on CSR.

8ery fe companies are engaged in CSR activities in the local

commnities here they are based.

8ery fe companies have a clearly defined CSR philosophy. $ostimplement their CSR in an ad2hoc manner, nconnected ith their bsiness

process.

$ost companies spread their CSR fnds thinly across many activities, thssomehere losing the prpose of nderta-ing that activity.

$ost companies appear relctant to themselves flfill their CSR nless it ismandatory by la.

enerally spea-ing, most companies seem either naare or donDt careabot CSR. (oever, all companies can be considered to be an pardlearning crve ith respect to CSR and it is e1pected that the sitation illimprove.

Corporate Social Responsibility 15NEED FOR CSR



CSR is prsed by bsinesses to balance their economic, environmental

and obectives hile at the same time addressing sta-eholder e1pectations

and enhancing shareholder vale. "ver the past decade, CSR has risen in

global prominence and importance.

$ore companies than ever before are engaged in serios effort to define

and integrate CSR into all aspects of their bsiness, ith their e1periences

being strengthened by a groing body of evidence that CSR has a positive

impact on bsiness economic performance.

Corporate social responsibility ensre that corporate promote corporate

citi?enship as part of their cltre. Corporate social responsibility is abot

bsinesses transforming their role form merely selling prodcts and

services.


ECONOM

IC

LEG

AL

ETHIC

AL

DISCRETIONA

RY

CORPORATE SOCIAL

RESPONSSBILITY

LIMITATIONS



This stdy is based pon the literatre present 4 secondary data

only, so the stdy in itself is confined p to a certain e1tent.

Ae to pacity of time and limits the CSR activities of companiesare described in short and there is a scope of more detailed stdy.

The comparison is based on the 6alitative information. There isnot mch information available on the CSR e1penditre ofcompanies and its brea- p so the comparison is limited in its scope.

There as no interaction ith any professional of the companiesstdied so stdy lac-s practical approach.

The other limitation as that 3 cold not get a chance to interact

ith the candidates 3 choose for *modini aards de to time

constraints.

Corporate Social Responsibility 17LITERATURE REVIEW



Corporate Social Responsibility 'CSR) has permeated management practice

and theory p to a point here CSR can be referred to as the latest managementfad 'they, 7anger, 4 $orsing, E>>=). (oever, so far CSR integration into

bsiness processes has been very neven. (oc-erts 'E>>F), for e1ample, finds thatmost firms conceptali?e CSR primarily as a tool to redce ris-s and operationalcost. "nly a minority of firms is actally sing CSR as a means to driveinnovation. 3n their stdy of ;I> erman and &ritish pharmacetical companies&lm20sterer and (ssain 'E>>;) similarly find that reglation andtechnological progress are the to main drivers for sstainability innovations.They observed that the lre of emerging mar-et niches as no important

motivator for the firms stdied. This is nfortnate since bringing sta-eholdersinto the innovation process offers important opportnities to increase both thesocial and financial performance of firms.

This report is part of the Nordic Centre on Corporate Responsibility'NCCR) a collaborative research effort, bringing together CSR scholars fromAenmar-, Seden, Noray, #inland, and 3celand nder the sponsorship of theAanish Commerce and Companies *gency 'ACC*) ith the goal of stdyingCSR2driven innovation in the Nordic region. /ith this literatre revieCopenhagen &siness School 'C&S) aims to provide the theoretical gronding of

the empirical or- to be nderta-en by the NCCR. The report falls into five parts:

• * brief revie of -ey concepts in the CSR debate 'i.e. organi?ational

legitimacy, moral choices, sta-eholder interaction, and sstainabledevelopment)

• * short discssion of the state of the art of innovation literatre 'i.e.

incremental vs. radical innovationsB sstaining vs. disrptive innovationBser2driven innovation, the entreprenerial process, the role of the

entreprener, instittional entreprenership)

• *n analysis of e1tant pblications on CSR and innovation 'corporate

social innovation, base of the pyramid '&"!), social entreprenership,and eco2innovations)

• *n analysis of social innovation on all for levels discssed in the first




part.

• /e close by providing a list of global e1amples of social innovation

brands.

* 7iteratre Revie on Corporate Social Responsibility in the 3nnovation!rocess


CSR METHODOLOGY



⇒ TO I+ENTI<Y

• 3dentification of possible strategies5activities, related ith CSR.

• Sta-eholder identification.

⇒ To ANALY=E

•&asic analysis: vales and mission, organi?ation, operations, prodcts5

services and sta-eholders.

•9nvironment analysis: corporate commitments and sectors specificities

⇒ TO +IA/NOSE

• Aesign and elaboration of diagnosis tools.

Corporate Social Responsibility

To

Evaluate &

Improve

to Improve

To

Act

To

Plan

To

Diagnose

To

Analyze

To

Identify

CSR

MET!D!"!#$

20



• Aiagnosis report

⇒ TO PLAN

• CSR Strategic !lan elaboration.

• Setting of CSR long term goals.

• !rioriti?ation of obectives and activities.

• !roect definition and planning.

⇒ TO ACT

• CSR proect management spport. $anagement systems.

• !rocesses.

• $anagement tools.

⇒ TO E>AL?ATE & IMPRO>E

•

Reslts measrement.

• !erformance evalation.

• 3dentification of improvement areas.




Corporate social responsibility 'CSR) refers to operating a bsiness in manner

that accont for the social and environmental impact created by bsiness. CSR

means a commitment to developing policies that integrate responsible

practices into daily bsiness operation and to reporting on progress made

toard implementing these practices.

C'00'/ CS* ,'(CS /C(U)3

*doption of internal control

Commitment to diversity

$anagement teams

(igh performance or-places

*doption of "peration policies

*dvanced resorce prodctivity

-EY +E>ELOPMENT

3ncreased sta-eholder *ctivism

Transparency and Reporting

roing investor !ressre

*dvances in information technology

overnance *genda

$ar-et2based 3ncentives

Retrn on 3nvestment

Convergence of CSR


CSR POLICIES



CSR MEC@ANISM,

Some companies have established committees that are specifically for

identifying and addressing social or environment isses, or have broadened the

scope of more traditional standing committees to inclde responsibility for

CSR., hile others have strategically appointed director on the board based on

the ni6e e1pertise and e1perience they bring on specific isses, ho then

serve as advisors to other on the &oard.

Compnies imp'ement CSR by puttin* in p'%e intern' mn*ement

systems tht *ener''y promote,(

*dherence to labor standard by them as ell their bsiness partners.

Respect for hman rights.

!rotection of the local and global environment

Redcing the negative impacts of operating in conflict ?one

*voiding bribery and corrption

Consmer protection

Some )ey strte*ies %ompnies %n use 0hen imp'ement CSR po'i%ies,(

$ission, 8ision and Statement

Cltral 8ales

$anagement strctre

Strategic !lanning

eneral *ccontability

9mployee Recognition and Reards




4$*/A( S$A/)A*)S 3

The increasing interest in CSR has been accompanied by sbstantial grothin the nmber of e1ternal standards prodced for bsiness by government,

non2governmental, advocacy and other of organi?ation. These varios

standards are designed to spport, measre, and assist in implementation

and enhance accontability for corporate performance on CSR isses.

/hile many of the standards prodced are based on a single isse, other

li-e social *ccontability F>>> address a range of CSR isses.

>rious per!ormn%e nd reportin* stndrds hve been introdu%ed,(

The /'ob' Reportin* Inititive

AA1222

So%i' A%%ountbi'ity :222

?nited Ntions /'ob' %omp%t

The Cru" Round Tb'eCRT

The /'ob' Su''ivn prin%ip'es

APE

B/F$S 'F C'*,'*A$ S'CA( *S,'/SB($2

T@E IRON LO. O< RESPONSIBILITY ,(

Society give bsiness its license to e1it and this can be amended or revo-ed

at any time if it fails to live p to society e1pectations.

AC@IE>EMENT O< LON/ TERM OBECTI>ES ,2

&sinesses have been delegate economic poer and have access to

prodctive resorces of a commnity.




ENC@ANCE+ BRAN+ IMA/E AN+ REP?TATION ,(

Cstomers are dran to brand and companies ith good reptation. *

company considered socially responsible can benefit both from its

enhanced reptation ith the pblic as ell as its reptation ithin the

bsiness commnity.

C@EC-S /O>ERNMENT RE/?LATIONDCONROLS,

Reglation and control are costly to bsiness, both in terms of money band

restrict its fle1ibility of decision –ma-ing as failre of bsinessmen to

assme social responsibilities invites government to intervene and reglate.

INCREASE+ SALES AN+ C?STOMER LOYALTY , (

A nmber of stdies have sggested a large and groing mar-et for the prodct and services of companies perceived to be social responsible.

INCREASE+ ABILITY TO ATTRACT AN+ RETAIN

EMPLOYEES,(

Companies perceived to have strong CSR commitments often find it easier

to recrit and retain employees, reslting in trnover and associated

recritment and training costs.




Servin* the Community Every0here,

Corporate Social Responsibility has alays been a part of the State &an- of 3ndiacovering varios social, environmental and elfare activities.

3n S&3, e believe that e oe a solemn dty to the less fortnate and

nderprivileged members of the society to ma-e a sstainable social change intheir development.

The 91ective Committee of the Central &oard has approved in *gst E>;; acomprehensive policy for Corporate Social Responsibility.

<o%us res !or our CSR %tivities re,

Spporting 9dcation

Spporting (ealthcare

Spporting irl Children 4 Child development.

*ssistance to poor 4 nderprivileged.

9nvironment protection.

Clean 9nergy.

9ntreprener development programme.

(elp in National calamities.

Supportin* Edu%tion,

To spport school edcation and to bring happiness to millions of school


CASE STUDY: CSR in SBI



children specially the nderprivileged children, &an- provided ;,E>,>>>electric fans to ;E,>>> schools across 3ndia.

Aring the year, the &an- also provided large nmber of bses5vans toneedy schools. !reference has been given to schools for

physically5mentally challenged children, and children belonging toeconomically ea-er sections etc. /e also assisted them ith compters,frnitre and other accessories.

To transform and pgrade the efficacy of edcation in schools rn by$nicipal Corporation of reater $mbai, e are e1tending fndingspport.

Supportin* @e'th%re,

The focs of the &an- has been to help provide the basic infrastrctrespport to ameliorate the condition of the common man. *mblances,medical vans to enable medical camps in remote areas and mobile bloodcollection vans and host of other medical e6ipments ere donated toneedy organi?ations5hospitals by or ;G Circles for speedy transportationof critical patients as ell as to provide medical services to the remotest

parts of the contry.

The &an- has donated <I sch vehicles ith an e1penditre of Rs. J.G>crores dring the year. $edical e6ipments costing Rs. =.;> crores eredonated to needy hospitals5healthcare instittions.

(ealthcare to Children2 !roviding safe drin-ing ater has alays been achallenge for schools. Recently e too- p the proect, and installed

;H,=>> ater prifiers in as many schools, ensring clean 4 safe drin-ingater to millions of children in schools.

Responsibi'ity to the Ntion,




/ir' Chi'd doption( "r branches have adopted girl children fromnderprivileged class and assist them financially for their edcation. &an-has adopted ;J=EJ girl children.

Assistn%e !or Ntur' C'mities, S&3 has alays been at forefront tohelp the States affected by natral calamities. Aring the crrent fiscal,the &an- has lent its helping hand to the folloing states, ith donationsof Rs I.I> Crores to the Chief $inisterKs Relief #nd of the respectivestates to provide help to the people affected by natral calamities.

"r branches across the contry made special drives to plant frit bearing

trees to improve green coverage. #rits ill also help birds.

"r offices5branches nderta-e varios other social elfare activities li-e blood donation camps, medical camps, tree plantations, adlt literacyclasses, imparting s-ills to local commnity.

/reen Bn)in*,

/e effectively propagate and implement sstainable sage of resorces incldingreneable energy.

*dopted energy efficient measres."r &an- is the largest deployer of solar *T$s in the /orld. Saving morethan E>>> tons of C"E per year.

!aperless &an-ing transaction2 reen Channel &an-ing.

The &an- has installed indmills ith capacity of ;I $/ inthree states for internal energy needs.

The &an- e1tends proect loans on concessionary interest rates toencorage cstomers to redce reen (ose gases by adopting efficientmanfactring practices.




Intern' CSR,

/e are an e6al opportnity organi?ation.

/e provide best of the facilities and healthcare to or employees. * large

nmber of 9mployee /elfare schemes are in place as motivational

incentive.

91tensive in2hose training facilities.

$otivational incentives, #reedom of *ssociation.

RESEARC@ & +E>ELOPMENT <?N+,

The &an- spports research or- relevant broadly to the activities of the &an-from its Research 4 Aevelopment #nd. The &an- ma-es an annal contribtionof &! ;>>,>>> toards a Chair set p by the &an- ointly ith R&3 at the *siaResearch Centre at 7ondon School of 9conomics.

SBI Chi'drens .e'!re <und,

The &an- constitted S&3 ChildrenKs /elfare #nd as a Trst in ;<FH. TheCorps of the #nd is made p of contribtions by staff members and matchingcontribtion provided by the &an-. rants are e1tended to instittions engaged inthe elfare of nderprivileged5dontrodden children li-e orphans, destitte,challenged and deprived, etc. Aring the # E>;;2;E, F proects ere assistedith Rs. J.E= lacs.




SBI Youth !or Indi,

S&3 oth for 3ndia #elloship2 &an- has granted felloship to edcated

yoth and deployed them to rral areas to nderta-e innovative proects toaddress local problems of rral poor.

This toched pon many proects li-e Rral 9mployment aranteeSchemes, 38RS helpline for farmers 4 fishermen, career gidance,9nhancing mar-etability of farm prodce, 9dcation of rral yoththrogh 3CT, 9nvironment protection, and many others.

The !o''o0in* re some o! the 0rds D re%o*nitions re%eived by the

Compny durin* 5211(15,

/inner of KNAT8 !rofit &siness 7eadership *ardK tice in a ro,E>;; and E>;>.

*arded the $ost Trsted !rivate 7ife 3nsrance &rand E>;; by The9conomic Times, &rand 96ity $ost Trsted &rand Srvey.

/on 3$C Ram-rishna &aa National Lality *ards E>;; 2Certificate of $erit.

/inner of K3C*3 *ard for 91cellence in #inancial ReportingK for #;> 2 ;;.

/inner of K&est !resented *cconts *ardK by S*#*.




S&3 7ife leads globally at $illion Aollar Rond Table '$ART) E>;;.

3n S&3, e believe that e oe a solemn dty to the less fortnate andnderprivileged members of the society to ma-e a sstainable social change in

their development.

The 91ective Committee of the Central &oard has approved in *gst E>;E a

comprehensive policy for Corporate Social Responsibility

The year E>;;2;E sa the CSR activities of the &an- scaling ne heights of

achievement and glory ith or &an- inning the prestigios olden !eacoc-

*ard for Corporate Social Responsibility in E>;E. *s per the Reserve &an- of3ndia instrctions, or &an- earmar-s ;M of previos yearKs net profit, as CSR

Spend bdget for the year. 3n terms of CSR policy of the &an-, CSR donations

are given to only those organi?ations that enoy 3T e1emption nder Sec F>. This

ensres that the &an-Ks spport is e1tended to deserving cases only.

The comparative chart of CSR spends for the last three years is as nder:

Rs !n "#o#es

522;(12

A%tu'

5212(11

A%tu'

5211(15

A%tu'

Ntion' +ontions I.;I E.>> I.I>


COMPARISION & ANALYSIS



Corporate reptation is a companyKs most important asset. Companies recogni?ecorporate social responsibility 'CSR) to help bsiness become more accontable

and transparent to their sta-eholders and to the orld at large. The concept of

corporate social responsibility has gained prominence from all avenes.

"rgani?ations mst reali?e that government alone ill not be able to get sccess

in its endeavor to plift the dontrodden of society. The present societal

mar-eting concept of companies is constantly evolving and has given rise to a

ne concept2Corporate Social Responsibility. $any of the leading corporations

across the orld had reali?ed the importance of being associated ith sociallyrelevant cases as a means of promoting their brands. 3t stems from the desire to

do ell and get self2satisfaction in retrn as ell as societal obligation of

bsiness.

The 3ndian corporate sector spent +S =.H; billion on social e1penditre dring

E>>J2>F, p from +S H.=F billion spent dring the previos fiscal. The Steel

*thority of 3ndia 7td 'S*37), the contryKs largest steel company, spent +S

E;.>I million on CSR last yearB Tata Steel 7td, 'hich rns a FI>2bed hospital

and rral proects in F>> villages arond Oamshedpr), spends abot +S H;.IF

million as part of its annal revene e1penditre. No there are plans to also

introdce CSR in the small and medim enterprises 'S$9) sector to increase its

reach in remote areas.


CONCLUSION



.EBSITES

.globalisses.org

.sbi.co.in

.csr.com

.indiacsr.in

.i-ipedia.com

RE<ERENCES

;. “Corporate Social Responsibility”, /i-ipedia, The #ree 9ncyclopedia, Oly H>'E>>=).

E. Nancy R. 7oc-ood 'E>>G Aecember), Corporate Social Responsibility: (RDs7eadership Role, S!(R.

H. *ccontability and &siness for Social Responsibility 'ith &rody /eiser&rns), 'E>>H. One), &siness and economic development: The impact ofcorporate responsibility standards and practices.

G. &r-e, 9. $. ';<<<), Corporate Commnity Relations: The !rinciple of the Neighbor of Choice, /estport, CT: Lorm &oo-s.

BIBLIOGRAPHY

CSR FINAL Projectnew

Documents

Transcript of CSR FINAL Projectnew