Insights | Partners Day | Shared Value Summit 2017

Partners Day: Shared Value Summit 2017: Highlights

Shared Value Initiative India

Insights|Partners Day|Shared Value Summit 2017

January 2018

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Partners Day: Shared Value Summit 2017: Highlights

Insights|Partners Day|Shared Value Summit 2017

Editorial Neera Vohra Principal Associate Institute for Competitiveness, India

Publisher Shared Value Initiative India C/o Institute for Competitiveness U 24/8. DLF Phase 3, Gurgaon 122 002, Haryana, India Website: www.sharedvalue.in Š Institute for Competitiveness, 2018

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Partners Day: Shared Value Summit 2017: Highlights

Š 2018 The Institute for Competitiveness. All rights reserved.

For more information about obtaining additional copies of this or other Institute for Competitiveness publications, please visit IFC’s website, www.competitiveness.in

ABOUT THE INSTITUTE FOR COMPETITIVENESS Institute for Competitiveness, India is the Indian knot in the global network of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India is an international initiative centered in India, dedicated to enlarging and purposeful disseminating of the body of research and knowledge on competition and strategy, as pioneered over the last 25 years by Professor Michael Porter of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India conducts & supports indigenous research; offers academic & executive courses; provides advisory services to the Corporate & the Governments and organizes events. The institute studies competition and its implications for company strategy; the competitiveness of nations, regions & cities and thus generate guidelines for businesses and those in governance; and suggests & provides solutions for socio-economic problems. Visit www.competitiveness.in for more information.

ABOUT SHARED VALUE INITIATIVE INDIA Shared Value Initiative India connects the business and community leaders towards defining the practice of shared value in India. This initiative is committed to bringing forward the realization, understanding, adoption and implementation of the best practices for creating shared value among the companies, civil society and government organizations in India, thereby accelerating the economic and social progress towards a more equitable and sustainable world. Visit www.sharedvalue.in for more information.

Shared Value Initiative India C/o The Institute for Competitiveness U 24 / 8 DLF Phase 3 Gurgaon 122 002 Haryana, India Phone: +91 124 437 6676 Email: info@competitiveness.in

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Partners Day: Shared Value Summit 2017: Highlights

Welcome Remarks by Adarsh Kataruka, MD, SoulAce Social Ventures

India is a unique country as on one hand we are struggling with the fundamental issues related to health, sanitation, education and at the same time, it is the only country which has mandated CSR on the 2% profit. There are examples of few companies which are practicing CSR integrated with shared value. E.g., GNFC, who are incorporating CSR with business strategy and are now launching new products further looking at revenue generation. Diversey which will help us understand how the global shared value initiative integrates with the Indian context and how they have integrated this as part of their business strategy. Further, there are social enterprises which are for profit, are solving the issues at grassroots level but they are not doing so as an NGO or a charity model but as a complete business model wherein they have achieved a specific scale. It is interesting to know how the above organizations manage to deliver on social problems or issues and at the same time making it profitable as an organization. It is a challenge faced by most of the development sector in terms of how to generate revenue and at the same time be socially relevant and make it self-sustainable.

Opening Remarks by Justin Bakule, Executive Director, Shared Value Initiative

The magic of the shared value comes from the various initiatives that are embedded in the corporations across the globe.

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Partners Day: Shared Value Summit 2017: Highlights

Two primary goals of the Global Shared Value Initiative 1. How do we raise awareness of the concept? How do we make sure that companies, governments, NGOs socialized to the shared value concept?

2. How do we advance knowledge and practice for those who are pursuing the idea? How do we increase the sophistication in which the strategies are developed, delivered and implemented?

We are always thinking about the ideas and examples we can get from the community that will help promote and advance the concept. Regional dialogues are being initiated not only in India but also in Australia, Hong Kong, South Africa - Sub Saharan dialogue and Japan in the coming year. The key thing which is seen in these regional dialogues is the orientation around the shared value concepts but importantly tailored for the specific political, economic and business context in which the companies operate. On a global perspective, we are focused on working with regional partners in a way that we are advancing topics that have relevance around the globe. Some of the issues that are relevant to the global business environment are as follows: 1. Racial Equity 2. Labor & Immigration – what it means for work force and work force retention. Workforce harassment is a big conversation in US 3. Gender equity and what it looks like to achieve gender parity 4. Pathways to employment specially for companies that have high employment needs that cannot fill them and efficiencies and effectiveness of the business is limited e.g. major employers like Walmart are not able to get workers in a country of millions of unemployed youth.

It is essential for a company to embed shared value and to incorporate social issues as part of the core corporate strategy. There are definite signs of awareness, prominence of these issues and understanding at how they link to business and business value creation is on the rise.

What are we strategizing and prioritizing on shared value initiative?

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Raising awareness, increasing our emphasis, investment, and effort in building regional dialogues.

Reflecting on what is happening in the US but realizing what needs to change in India.

Continue to work with Fortune with the annual Change the World List. Firstly, Companies not only compete to get on the list but also want to be recognized for what they are doing which is a mechanism that helps drive change. Secondly, we make sure that the companies that we believe are making the most profound changes for business and society.

Regarding advancing knowledge and practice, we are working with a data visualization firm called Tableau to build out a diagnostic for enterprise-level change. It would give a company a tracking and a scoring mechanism to compare with their plan.

Working with Walmart and Rockefeller and with 20 different companies to help them think about how do they specifically change attraction and retention hiring practices. How they reward and build careers for people, who are coming from difficult or disadvantaged backgrounds.

Working on deep issues to drive change within the company and continue to research on issues of crosscutting importance. We are also working on the role of investors in shared value. We have also just launched a new research around how the company invests in eco-system change to help shape and change markets.

We are working with some mining and healthcare companies who are trying to shape the markets in which they are working and how do they make a business case when there is an indirect benefit to the company.

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Partners Day: Shared Value Summit 2017: Highlights

Practitioner Perspectives: Latest Perspectives from Indian Companies Representatives from BD, Diversey, GNFC, Essar Foundation, Forus Health, Rural Shores and Frontier Markets share their perspectives on shared value.

Adarsh Pal Singh, BD BD has a history of responding to various health challenges either through products or through interventions which results in improvements in health practices, health outcomes etc. whether it’s about firms first penicillin injection, syringe or polio vaccine which was created by BD or interventions related to HIV AIDS diagnostics and management, estimations and usage across the world making it more affordable in sub Saharan African countries or other developing countries including India.

He talked about 2 initiatives – •

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Safety of healthcare workers. The workers get exposed to various challenges and are at risk of getting infected with needle stick injury or blood body exposure to blood as well as body fluid exposure etc. It results in the transmission of blood-borne pathogens like HIV, HCV, HBV, etc. Beckett Dickinson collaborated with Virginia Jon & Jaggers who was very active in the field of healthcare worker safety. BD made several investments in Jon & Jaggers project, for creating a surveillance mechanism, funding it and then spreading it across the globe in the countries for the hospitals to start monitoring these exposures and then working for the strategies to reduce the exposures. BD increased awareness through the products which would result in reduction in needle stick injury and needle stick prevention devices which are entirely innovative products. Today a huge percentage of the revenue in the injectable and blood correction devices comes from these safety-engineered products. While addressing the challenge of the healthcare workers, revenue and profits were also generated.

Maternal health and maternal mortality. In a country like India, the figures of maternal health and maternal mortality are not very encouraging. One of the factors is that assistance/ interventions are not available during the delivery process and prolonged labor, increases chances of maternal mortality.

Assisted labor using instrumentation delivery is not followed because of risk and inefficiencies. In the developed world, 10-12% deliveries happen with the assisted labor devices whether it is vacuum or forceps. In the developing countries like India, the figures are as low as 2%.

BD is working with about 15 partners like government agencies, WHO, NGO, etc. to improve the parameters in this space. It is a typical case of creating shared value as it is going to be for profit but at the same time serve social issues. Though the company is facing initial challenges, but they are sure to overcome them.

K Chandrashekhar, Founder & CEO, Forus Health India has 15 million people who are blind, and 80% of the blindness could have been prevented. A country with 1.2 billion people, we have only 20,000 ophthalmologists. So, there is a need for creating a technology which will complement ophthalmologists which finally led to making of medical devices for ophthalmology. Our mission was to eradicate preventable blindness. Earlier imaging and diagnosing were happening at the same place where the doctor was. We tried to change the model and observed that though imaging can occur anywhere, the diagnosis should arrive at the doctor's clinic. We made equipment which was rugged, could be transported on Indian roads on motorcycles and used at remote locations. Finally, the images could be sent to an ophthalmologist.

Today about 15% of the people who go to an ophthalmologist have the access, affordability, and awareness that they are suffering from an eye problem. But 85% of the population do not have access, affordability, and awareness. Our main aim was to not only look at the 15% but also the 85%. We also created a product in which 6

Partners Day: Shared Value Summit 2017: Highlights

dilation of the eyes was not required. By doing this, a daily wage person did not have to waste his time for knowing whether he has a problem or not.

It is essential to make the process authentic, reliable and affordable especially for people living in rural India to enable them to go for a checkup which would prevent blindness. For doing this, we enrolled with the local community who not only helped in doing the imaging but also counseling and ensuring the follow up because the connectivity between the individual and the person being screened is higher as they belong to the same community with a high trust factor. The device was simple to use and this also created entrepreneurs who made a living by imaging which further are diagnosed by ophthalmologists. The entire problem was redefined. We have touched about 2 million lives in about five years. We have more than 21 patents filed, five patents already granted.

We have made a remote diagnosis for more than 300,000 people and probably changed lives of about 350,000 people across 25 countries. What started as an India problem helped us to get into the emerging world, and we say “For us, Health,� i.e., for our community. Being a technology innovation company, we had to continuously innovate and be at par with Carl Zeiss, Kodak, and Canon, etc.

We also have a huge problem called retinopathy of prematurity (ROP) which happens in premature babies. India has the largest premature babies, about 3.5 million with 50% incidence of ROP. The baby would go irreversibly blind If it is not treated within the 60th day of the birth. The cost of the equipment in the US is about USD 1,20,000, and the same equipment is made in India for about USD 25,000. The most significant happiness that we have apart from touching lives of people is that we have not diluted what care is being given. So, the equipment used in NewYork or a high-end NHS hospital in the University of Illinois would be of the same quality as used in rural Orissa. So, people are not deprived of quality.

Ideally, we would have to be in scalable and affordable mode, and it is important that we give care which is at par internationally. We need to do innovation in the business model which could be subscription based. Hence, screening is done in rural villages; images are given to Aravind or Shankar Netraleya who conduct the diagnosis.

Therefore, a rural person can get the results at a little cost of INR 200. Forus Healthcare has been able to achieve this transformation.

Deepak Arora, CEO, Essar Foundation

He discussed the challenges faced by Essar in the rural areas. Rural India has very peculiar characteristics, e.g., land holdings are minimal, income levels are minimum so, the expectation is that a lot of employment opportunities would be generated when a big company comes in. The power plants, steel plants, and oil refinery are all fully 7

Partners Day: Shared Value Summit 2017: Highlights

automated plants, there is a very little human intervention, and engineers or diploma holders are hired so, the possibility of a 5th, 8th or 10th standard pass is obviously much lesser.

There must be a business model that is sustainable as no enterprise, social venture, CSR activity can be sustained for life because if one does that, then it creates a perennial dependence. The more significant challenge for a company like Essar is that even if it decides to focus on one adjoining village for next 5, 10 or 15 years; then we are creating an island of excellence and an island of deprivation which are right next to each other.

As a large organization, a lot of outsourcing of human resource, accounting and other functions like the back office is done. We created a back-office catering to HR practices, accounting practices rather than giving it to some HR agency, and employed spouses of people working with ESSAR plant. So, they could work for 4 hours or 8 hours depending on their convenience. It not only gives a sense of empowerment to women but also they are getting paid for what they deserve. This benefit both the company and the individual as the back-office enterprise are fully functional and sustainable.

Another, e.g. – Essar has a power plant at Singhrauli, and it was observed that all the school bags were coming from Varanasi and they were not even manufactured in Varanasi but were manufactured in Kolkata, Delhi or Punjab. So, there lay a tremendous opportunity to start a small enterprise with 10-15 youths. But the challenge was that after getting the equipment the youth considered it to be another kind of job with a salary of Rs 10,000 which is Rs 2000/- more than the minimum wage. The initial challenge of overcoming the mindset was tough, and there was a stage that the school manufacturing unit shut down for almost six months. The same youth came back to us after few months realizing that they could run it as a business. It took its time because the roles, responsibilities, building an institution are a different kind of things.

Therefore, there is risk involved, primarily when you are working with communities in the rural areas and the risk is both inward and outward. Inward as you can't employ a large number of people and outward as every enterprise cannot become sustainable on day 1.

Conclusion 1.

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The expectation in the CSR fund is that if a person is trained for six months, then he/she is employable for entire life. It is a myth that we as a CSR professionals need to come out.

We are more focused on Health Education and Entrepreneurship, and rural enterprise tends to take a back seat as it is a difficult area.

Who carries the risk of failure because there are only brickbats when you fail.

So, there are some inherent risks which one has to be prepared to take, and it should be a collective effort.

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Partners Day: Shared Value Summit 2017: Highlights

Annaswamy Ganesh, Director - Knowledge Management, Diversey

Our core business is cleanliness and hygiene. How does Diversey come in shared value business?

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The soaps used by the people staying in hotels gets wasted after it is used for 2/3 days. Diversey picks up the used soaps, recycles it, sanitizes it, and then gives back to the lesser privilege community who have never seen soap in their life. By doing so, they are not only solving the landfill issue but also reducing the carbon footprint of the used soap. This activity is done under the “Soap for Hope” initiative. In about a year Diversey has recycled ten tones of soap from 100 hotels.

Diversey also works with an NGO “Doctors for You” which works in the space of TB eradication, women, and child. So, the NGO now uses soap as an incentive for TB patients so that they visit the doctor on a regular basis to complete their doses of TB and in return, they are given a cake of soap. Hence it becomes a complete cycle.

Since the soap is recycled, it also generates employment for women.

Challenges 1. Picking up the soaps from the rooms of hotels 2. Delivering the used soaps to Diversey Diversey also works with Building Service Contractors who maintain malls, airports, etc. and these contractors need a lot of workforces. We have the knowledge and technology to train people, and we can bridge the gap by training the unemployed people and give them to the contractors who are my customers.

There is another program that is run called “Garima.” which means dignity. We are trying to project the cleaner as a hygiene technician preventing diseases. We are trying to remove the stigma that is attached to cleaning. We work with an NGO, mobilize people from all over the country right from Kashmir to Kanyakumari, train them in short span of time and provide employment with contractors.

So, it becomes enmeshed wherein I am using knowledge and technology to provide gainful employment to one side of the population and more importantly trying to bring in a change of mindset. We are not giving a cleaner to contractors but a trying to give him a hygiene technician who is trained and is going to prevent disease. During the last year, we have trained about 8000 people, placed 6000 people, who otherwise could be rag pickers, doing odd jobs on a daily basis, etc. The target for next year is 50,000.

Conclusion 1. Creating huge economic value by doing social engineering wherein the people can go from doing nothing or picking rag from the street to gaining importance as a hygiene technician and taking pride as they are preventing diseases.

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Partners Day: Shared Value Summit 2017: Highlights

2. Contractors get trained manpower.

3. By bringing in efficiency in cleaning they are aiding the operational efficiency.

4. Reducing cost to my customers as people like SODEXO get trained man power thereby reducing their training costs.

5. Value is added across value chain and the value created becomes substantially higher.

Evangilina D Manohar, Consultant, GNFC

She talked about the Neem project of GNFC. Urea is a tightly regulated product by the government. In 2015, the government introduced the neem urea policy where it was mandated that all the urea has to be mandated with neem oil to reduce the pilferage. Before this the subsidized urea was brought by the companies and not farmers who used it to produce laminates and formaldehyde etc. so there was industrial grade urea, and there was subsidized urea which was misused, and neem coating was done to reduce it.

By surveying the neem oil market, we realized that neem oil production was completely an informal economy that was having cheap and almost inhuman labor. The seed collectors got Rs 1-2 per kilo and after working for 5 hours and collecting 50 kg of seeds they earned INR 100. So GNFC decided to organize its neem seed collection. They got in touch with Sakhi Mandals, Self-Help Groups and milk cooperative; all communities which are working on the ground level and asked them to mobilize women for neem seed collection. The neem seed can be collected during May-June which is a lean season in the agriculture field. GNFC bought the neem seeds from the groups of women for a price of INR 6-12. So, even if the women worked for a couple of hours for seven days, they were able to make INR 7000 – 7500. Nearly 4.5 lakh women have been given jobs because of this initiative, and more than 9.5 million USD has been generated as income for them. We also diversified since we were producing neem oil that exceeded the expectation. We decided to manufacture neem-based products to bring back the glory of neem by producing neem repellent, neem soap, neem oil, neem shampoo, etc.

Conclusion Survey by UNDP suggests 1. More than 52% of the women have experienced a reduction in domestic violence since they were able to target the lean period when the women did not have any other source of income.

2. Majority of the women are spending the money on the education of their children.

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Partners Day: Shared Value Summit 2017: Highlights

Mandeep Singh, Co-CEO, Frontier Markets

Frontier Markets works in Bharat or rural India which accounts for 60% of the national income and 62% of the gross savings. The frontier market is a household focused company which is trying to build the last mile distribution primarily to address the aspiration of rural people. This is how it is trying to imbibe shared value practices.

1. The large mile energy access – We work in the solar space wherein we have torches, solar lanterns, solar street light, energy efficient appliances. We mostly operate in Rajasthan, but we are scaling in 8 different states in next couple of years. We have 30% penetration in Rajasthan and have tried to reach far-flung places.

2. Women empowerment – We have 1027 women entrepreneurs working with us, and they have earned close to 2.5 million dollars. They are doing two things - sell the products to the communities and collect data from the consumers. We are building a repository of data of the consumer household of Rajasthan, trying to understand their buying behaviors, purchased pattern, psychographic and sociographic patterns.

By creating the insights, it is enabling us to build products and market strategies. E.g., we have a product called solar rakshak torch for the farmers. The product was designed by saral jiwan sakhis (rural entrepreneurs) and helps in not letting the wild animals venture in the farms to destroy the crops. We intent to have 10,000 women entrepreneurs in next five years.

3. Livelihood Generation- We are having 2000 rural entrepreneurs in the market who are mostly farmers.

The farmers sell our products during the daytime in the markets. We do a lot of work on capacity building and building their entrepreneurship abilities and capabilities.

4. We have introduced a new TV called solar TV, and it runs on AC and DC both. It has inbuilt DTH and consumes only 22 watts.

Challenges There are too many layers and challenges in rural India.

1. It takes time and patience to build the capacities in the rural market.

2. Talent acquisition - getting the right kind of people.

3. Dealing with the conservative attitude in rural India, how do we get women out of their homes since we are working with women entrepreneurship.

4. Building scale is a challenge as we want to move beyond Rajasthan 5. Getting the right partners, finding right approaches and markets.

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Partners Day: Shared Value Summit 2017: Highlights

KG Mohan, Rural Shores

Rural Shores employs 3000 people, works across 16 centers, eight states, and 13 districts and has 30% as women workforce. The work was started in a small town around 60 km from Devanhalli Airport towards Hyderabad. We empower, skill, employ and engage people in the rural area.

Challenges 1. Getting the right manpower – We have shut down 3 centers this year 2. Work ethics – This is because of the subsidies which get doled out to a set of population and dissuades them from hard work.

3. Last mile telecom connectivity is a struggle 4. Power – We run generators and are almost like a power plant in rural India.

The leadership of the company has 30% as women but in the supervisory cadre the women are just 10%, and our mandate is to bring the ratio to 20% over a period of next 18 months. We are trying to develop and empower women to become their leaders in their communities. Mr. Mohan shared stories of 2 young girls Hina and Jyoti who after being trained, got employment and started saving money to either rebuild their house and taking care of the basic needs of the family. They felt not only empowered but also confident.

Our goal is to identify centres, get the right set of people to invest in our business and have profitable centres.

Success Mantra 1. The leadership of this company across the 16 centers is all about entrepreneurs. Not a single man works like a salaried employee. Each man between the age of 25 -30 owns a center like a CEO. They have a passion and we have a social part of the organization.

2. On SROI index they are at 1.13 which is credible number.

3. We engage with the community members. Our intention is just not to employ, but have a continuous engagement with the community members.

Successful stories 1.

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We have a transaction activity for Utsah where people engage in education, sanitation, health and other kind of activities every month.

We launched a breakfast scheme on 13th November, part of Annapurna trust of Sai Baba. The project is about giving breakfast (4 Parle G biscuits and 30ml of milk ) to 977 children five days a week.

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Partners Day: Shared Value Summit 2017: Highlights

3.

Funding - 50% of the funding comes from the trust, the remaining 50% is grace, i.e., entire funding was contributed by employees from their salary every month. The man at the bottom-most part of the pyramid is happy to contribute and does not look at it as a CSR activity; he looks at it as his payback to the world that he lives.

We all have to collectively move ahead and share our challenges and success.

TRIZ Exercise by Justin Bakule, Executive director, Shared Value Initiative Justin conducted a very interactive workshop with the participants. The participants were divided among 6 round tables and he started the workshop by asking few questions to all the tables.

Question 1 - If you were developing a shared value initiative, whether it’s a big company or a social enterprise, write down every idea you can come up with that would ensure its failure?

Table 1 – K Chandrashekhar, Forus Health There are 2 important ideas 1. You create product with an intention on paper but finally it does not meet the intended use.

2. Sometimes having too much money is a problem as you dissipate energy on too many other things Table 2 – Navin Singh, SoulAce 1. No need assessment and ending up doing random stuff that ensures failures to some extent.

Table 3 - Ganesh, Diversey 1. Wait for the government funding Table 4 - Ajay Mehra , Airbus 1. Failures can be from internal sources and external sources. Internal sources are the one on discipline, routine and self-motivation 2. External would be like lack of funding. Any business that starts needs funding, money keeps going and for 2-3 years we should keep supporting it.

Table 5 - Feroz Rehman, Biosense 1. Size of the country is biggest challenge, we go ahead with one model and try to fit the entire country. This is a country where one model just cannot fit and scalability becomes the biggest challenge.

2. Lot of organisations start with a vision and then a lot of corporate and social enterprise creeps in when we realize our people can’t grow but no-one corrects the vision. So, the direction of the vision from the top is critical and that is sometimes the energy that will make these kind of initiative successful.

Table 6 - P Krishnan, CIFF 1. Inefficient insufficient resourcing in terms of people, money and time.

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Partners Day: Shared Value Summit 2017: Highlights

Question 2 – Which one of these mistakes have you done? Going from a deficit base to asset, how would you do it differently. How do you address the problem in a way that creates value for business and society and also avoid the mistakes?

Table 1 - David Wilcox, Reachscale 1. Having an entrepreneurial spirit.

2. Not having a big company mentality, having a sense of urgency to continue to innovate and tackle the opportunities and challenges.

3. Team is the most important thing Externally the networks. It’s important to maximize the networks. The companies are not focused on visibility as they are working hard internally and that’s where the networks are the most important thing.

Table 2 – Navin Singh, SoulAce 1. Adarshpal Singh, Beckitt Dikinson - As Steve jobs said “Consumer does not know what it wants”. So there is a need of proper research and consumer insights.

2. NTPC - Having a third party to have an impact assessment. Putting up a real framework to work under those boundaries.

3. Mandeep Singh, Frontier markets – there is a requirement of right model and right set of people to scale up.

4. Evangilina, GNFC – having proper indicators for impact assessment, certain framework to minimize downside of the projects 5. Having a proper framework for hiring the right set of people.

Table 3 - Ms. Aurodeepa Rath, Diversey 1. Execution was one of the thing that was diluting the cause.

2. Having the actual stake holders directly involved in the project and not have a third party.

3. Definition of the problem may keep changing as we go along, so it is important to identify the right cause.

Table 4 - Ajay Mehra , Airbus 1. It is important to be empathetic than sympathetic.

2. As John F Kennedy said “Ask not what your country can do for you, but what you can do for your country”.

This basically means that we need to get over “I” syndrome.

3. Keeping the communication channel open.

4. Transparency.

Table 5 - Feroz Rehman, Biosense 1.

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Identify as an organization as to what we are good at and not good at.

Identify partners which could be independent organisations Identify individuals who have the same approach The basic idea is that each person in the chain should make money. If we have individuals who are ready to take things down to grassroot level, then we are going to improve access. We are able to sell product at lower price then what is available in the market. We will be able to stem the migration of youths to metro cities. So if a person at a smaller hub is able to earn Rs 10,000/- it is very respectable to him and that is possible.

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Partners Day: Shared Value Summit 2017: Highlights

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Partners Day: Shared Value Summit 2017: Highlights

List of Participants 1 David

Wilcox

Reachscale

2 Neera

Vohra

Institute for Competitiveness

3 Amit

Kapoor

Institute for Competitiveness

4 Adarsh

Kataruka

SoulAce Social Ventures

5 Navin

Singh

SoulAce Social Ventures

6 Saurabh

Singh

SoulAce Social Ventures

7 Dr. Hemant

Ingle

SoulAce Social Ventures

8 Dr. Kishore

Pattnaik

SoulAce Social Ventures

9 Kate

Baele

PhRMA

10 Annaswamy

Ganesh

Diversey

11 Aurodeepa

Rath

Diversey

12 Anurag

Srivastava

GNFC

13 Deepak

Arora

Essar Foundation

14 Mandeep

Singh

Frontier Markets

15 Vartika

Sharma

APCO Worldwide

16 Monish

Verma

In Circle

17 Shivani

Kumar

InCircle

18 Adarshpal

Singh

BD

19 Mohit

Varma

In Circle

20 Ajay

Mehra

Airbus

21 Sandeep

Goyal

Institute for Competitiveness

22 Manisha

Kapoor

Institute for Competitiveness

23 Chirag

Yadav

Institute for Competitiveness

24 Aditya

Laumas

Institute for Competitiveness

25 Kashish

Arora

Institute for Competitiveness

26 Aniruddh

Duttaa

Institute for Competitiveness

27 Sharmila

Abraham

28 Vinod

Kapoor

Titan

29 Chandersekhar

K

Forus Health

30 K G

Mohan

Rural Shores

31 Evangilina

D Manohar

GNFC

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Partners Day: Shared Value Summit 2017: Highlights

Institute for Competitiveness, India is the Indian knot in the global network of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India is an international initiative centered in India, dedicated to enlarging and purposeful disseminating of the body of research and knowledge on competition and strategy, as pioneered over the last 25 years by Professor Michael Porter of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India conducts & supports indigenous research; offers academic & executive courses; provides advisory services to the Corporate & the Governments and organizes events. The institute studies competition and its implications for company strategy; the competitiveness of nations, regions & cities and thus generate guidelines for businesses and those in governance; and suggests & provides solutions for socio-economic problems.

Shared Value Initiative India connects the business and community leaders towards defining the practice of shared value in India. This initiative is committed to bringing forward the realization, understanding, adoption and implementation of the best practices for creating shared value among the companies, civil society and government organizations in India, thereby accelerating the economic and social progress towards a more equitable and sustainable world. Visit www.sharedvalue.in for more information.

The Institute for Competitiveness U24/8 DLF Phase 3 Gurgaon 122 002 Haryana, India

Phone: +91 124 437 6676 Email:info@competitiveness.in www.competitiveness.in

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