Digital edition august 2015 csr competitiveness indiacsr magazine (2) by CSR & COMPETITVENESS

Volume 02

Issue 09

August 2015

DIGITAL EDITION

Dr Babasaheb Bhim Rao Ambedkar

The Man Behind The Idea of Modern Indian Nation

Annual Rs. 1200/-

CSR

Community Initiative

Awards 2015

Recognizing CSR Good Practices

â&#x20AC;&#x2DC;INDIACSR Community Initiative Awardsâ&#x20AC;&#x2122; is a milestone and an iconic event that acknowledges the unique and extraordinary contributions in the Corporate Social Responsibility (CSR) domain. This is a premium honour that recognizes the most admired and outstanding CSR initiatives and ventures in India.The awards acknowledge the noble contributions in the CSR domain that are raising benchmarks by bringing radical and transformative change in the development arena through innovation and excellence. The awards acknowledge the noble contributions in the CSR domain bringing radical and transformative change in the development arena. The INDIACSR Community Initiative Awards, in various categories, is open to all companies and organizations registered in India that engage in social responsibility. The Awards are open for nomination by all companies, corporate funded foundations and partnerships operating in India. If you have made incredible achievements and have actualized CSR in true sense, then the award and recognition is made just for you.

EDITORIAL

RUSEN KUMAR MD & Editor rusenk@indiacsr.in

The Principal’s Role in School Education in 21st Century

he modern world has started acknowledging the concept of holistic, transformational and integral education. The Principals of School in 21st Century have to manage the exponentially growing challenges of internal and external environment. It is pertinent to envision the forthcoming challenges and adopt modern and innovative strategies to deliver best quality school education to the students. Education in modern times should focus on moral values, ethics, character development apart from imparting the knowledge, skills and competencies. The school education acts as the solid foundation of higher and technical education. The school education in modern times should be aligned with the exponentially dynamic expectations of the industries, government, regulatory bodies and other stakeholders to provide highly skilled globally competitive workforce. The School Education should not only aim at imparting knowledge, skills and competencies but it should also aim at making people educated in all spheres of life and help them develop all inherent potentials to the fullest extent. The academic leadership by the Principal in School Education plays a very important role in accomplishing the mission and objectives of the school and also in ensuring the accomplishment of success of all the students studying in the school. The School Education has been witnessing a paradigm shift with an optimum focus on knowledge, skills and competencies in the curriculum with a focus on dynamic up gradation of the curriculum according to the changing expectations of the modern digital world. The Principal is expected to play a very important role in the process of planning, implementation and control of the academic delivery to the students ensuring the availability of contemporary curricula optimally supported and complimented by

highly competent teachers, modern technology enabled processes and state of the art technological infrastructure. The Principal in modern times is expected to provide an inspiring and motivating leadership to ensure success of the School and its students. The modern Principals are expected to do meticulous planning and perfect implementation of the envisioned goals and objectives to accomplish overall success. The process driven, performance driven, and technology driven schools with optimum focus on goal-setting and technology enabled periodic monitoring in modern times are delivering better quality education and teaching learning experience to the students and are helping the students in achieving high levels of success. The role of the Principals in School Education in the 21st Century is changing at an exponential rate. They have to provide an integrated leadership to the School with optimal focus on academic delivery, people management, process management, technology management and various other important dimensions. The role of the Principal has become more and more challenging and demanding. They have to deal with a myriad of important issues like high parent’s expectation, aligning energetic students’ dream, integrating teacher’s attitude and behaviours, managing personal matters, public relations and many other surprises along with the rapidly changing expectations of regulators at national and international level. They have to focus on strategic planning and implementation to create a teaching and learning culture which focuses on nurturing students with essential skill sets like creativity, communication, collaboration, critical thinking, problem solving, innovation, values, technological proficiency and global awareness, to make a positive difference in their lives. CSR&COMPETITIVENESS I AUGUST, 2015 www.csrcompetitiveness.org

NEWS

Organization Covered m m m m m m m m m

Automobile Skill Training Centre India and Mitsubishi Corporation India Isuzu Motors India Tata Power Mundra UMPP's Loomba Foundation HCL Infosystems UTC Building & Industrial Systems Tata Consultancy Services Facebook

m m m m m m m m m

Tata Housing Development Company GSK Save the Children Bhushan Steel Kaleidoscope Futures World Congress on Environment Management NTPC Ltd SECL Competition Commission of India

Topics m m m m m m m m m m m m m m m

Corporate Social Responsibility Corporate Sustainability Environment Sustainability Water Conservation Branding of CSR Swachh Bharat Skill Development Training Housing for All Constitution of India Development of India Woman empowerment Water Conservation Water Management Sanitation and Toilet Construction Business Environment

m m m m m m m m m m m m m m

Plantation Child Education Competition Law Digital India Health and Corporate Initiative CSR and Companies Act CSR Law and Project Development Women Directors Corporate Governance Environmental Governance Innovation Entrepreneurship Development Education for All Role of Principals in Education

Personality Covered m Dr Babasaheb Bhim Rao

Ambedkar m Rusen Kumar m Dr Rana Singh m Dr Jawahar Surisetti

Authors m m m m m

DR. S K TRIVEDI RIDDHI GHOSH Jagdeep Kaur DR HISHMI JAMIL HUSAIN Dilip Mandal

m m m m m

Dr. Ghanta Subbarao Dr. K. inauguration Siddharth Jain BROTIN BANERJEE Sir Andrew Witty

Conference m India School Principal

Conference m Global Sanitation Summit m IndiaCSR Awards

CSR&COMPETITIVENESS I AUGUST, 2015 www.csrcompetitiveness.org

m N CHANDRASEKARAN m Prof. Colin Coulson-Thomas m Dr Wayne Visser

Interview m Dr Wayne Visser

PRESENTS

school

August 23, 2015 | Sunday | Raipur, Chhattisgarh

For More Detail visit www.pc.indiacsr.in

TEAM CONTENTS

Mentors Sunil Ramdas Agrawal Dr. Ajay Kumar Singh SK Patra Swaran Jaggi

Editorial Board Rusen Kumar | Editor rusenk@indiacsr.in

PAGE NO.

Tata Power Mundra UMPP's Unique Project For Fishermen

Isuzu Motors India promotes “Skilled India” through a New Automobile Training Centre at ITI, Tirupati

8-9

Dr Babasaheb Bhim Rao Ambedkar The Man Behind The Idea of Modern Indian Nation

10-11

Loomba Foundation to help 5,000 widows in Varanasi

UTC Building & Industrial Systems and HCL Infosystems to Bring Intelligent Building Security Solutions

Bridgestone India to Contribute in Water Conservation in Maharashtra

14-15

Dr. Rana Singh | Co Founder & CEO | Executive Editor | ranasingh@indiacsr.in

The Branding of CSR

16-17

Need for CSR Navigators

Anil Jaggi | Executive Editor anil@indiacsr.in

TCS Builds Sanitation Facilities in 1000 Schools Under 'Swachh Bharat' initiative

Dr. (Prof.) Saurabh Mittal | Sub-Editor, New Delhi saurabh@indiacsr.in

Tata Housing to Give Skill Development Training to 100,000 Underprivileged Youth By 2024

Facebook and MWCD to Recognize 100 Women Achievers Across India

GSK and Save the Children Developing country healthcare innovations to reduce child deaths

22-23

Triambak Sharma (Renowned Cartoonist) | Editor-Cartoon D.D. Mishra (Disability & Development Consultant) | Associate Editor dd@indiacsr.in Dayanand Awasthi CSR | Consultant | da@indiacsr.in

The Prospects of Women CSR Heads

24-25

Companies can Collaborate with Each other for CSR

Clearing the Camouflage of CSR in India

27-30

Bhushan Steel Where Steel is Business and Environment is Passion

Interview: We Need New Generation of 'Imagineers’ Who Can Envision Sustainable Future: Wayne Visser

32-35

Impetus to Sustainable Mining Through New Mines and Minerals Development and Regulation

36-37

B. Narayan | Layout Designer S. Tauheed | Correspondent

CCI Imposes Rs 671-cr Penalty on Four Public Sector General Insurers for Manipulating the Bidding Process

Pratap Bhanu Singh Consultant | pb@indiacsr.in

Advisory Board

CCI Imposes Penalty on KFEF and FDA for Contravening Competition Law

Jatinder Singh | Secretary- Innovation, CSR, Education & Skill Development Committee PHD Chamber of Commerce and Industry

Environmental Governance, Innovation and Entrepreneurship: Asking the Right Questions

40-41

Soft Bank Corp Partners with Bharti Enterprises &Taiwan's Foxconn For Solar Projects in India

Rani Wemel | Co-Founder & COO LTT Global Communications Sdn. Bhd., Malaysia

India: Intel keen to Partner Digital India

NTPC & SECL to Give 100 Crore Each For Govt. Medical College & Hospital at Naya Raipur

Anil Taneja | Resident Director | Uttarakhand PHD Chamber of Commerce and Industry

India School Principals Conference to be held at Raipur on 23 August

Global Sanitation & Toilet Summit & Awards to be held in Pune on 27 Nov 2015

Advertizement : APIRA

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Enakshi Sengupta | Eminent CSR Consultant & Author, Director – Kohana CSR Dr K K Upadhyay | Head CSR-Ficci Aditya Birla CSR Centre of Excellence Monaem Ben Lellahom | Co-Founder & Head of Sustainability Advisory, Services Sustainable Square Consultancy and Think Tank UAE

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NEWS

Tata Power Mundra UMPP's Unique Project For Fishermen The Sagarbandhu programme went beyond just looking for way of providing the fisherfolk alternative employment for the rest of the year, but also inspired to help develop the community and a sense of ownership and independence within the villagers.

ujarat is India's largest marine fish producer, mostly due to its 1640 km long coastline supports four lakh population of fishermen and women. These fisherfolk bring in large amount of business in the state with stark contrast to the northwest area of Kutch where the fishing sector is suffering with a mere 12 per cent of the fish brought in, even though it has the longest coast line. A subsidiary of Tata Power Company, Coastal Gujarat Private Limited (CGPL), has their 4000MW Ultra Mega Power Plant in Kutch and the company, being highly involved in Corporate Social Responsibility, set out to discover the crux of the issue and go about fixing it. In 2012, in partnership with Aga Khan Rural Support Programme, India, CGPL launched a communitybased sustainable livelihood programme. This initiative, called Sagarbandhu, was focused in the villages of Modhva and Trigadi in Mandvi Taluka which are the major areas where the fisherfolk live and return to when the fishing season ends, and do their alternative jobs, which are highly seasonal. The Sagarbandhu programme went beyond just looking for way of providing the fisherfolk alternative employment for the rest of the year, but also inspired to help develop the community and a

sense of ownership and independence within the villagers. Activities undertaken include VDAC formation, value chain analysis, revolving fund at the start of the season, roof rain water harvesting, exposure visits, regular meetings, SHG formation, drinking water and sanitation facilities, schoollevel interventions, and distribution of boat lights, fishing nets and marketing equipment. Local institutions designed to help with the development of the community were set up. These included Self Help Groups (SHGs) and a Village Development and Advisory Council (VDAC). Through these, the fisherfolk and villagers are offered training on new and different fishing techniques. There has also been improvements made to the infrastructure in the villages to provide easier access to local markets. The communities have been greatly encouraged by the initiative of CGPL and Aga Khan Rural Support Programme and have responded with great enthusiasm. They then decided to launch a second phase of Sagarbhandu in 2013 to help widen the scope of the programme and reach more villages in the area. Once again, they were successful in their endeavours garnering praise and enthusiasm from the fisherfolk.

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NEWS

Isuzu Motors India promotes “Skilled India” through a New Automobile Training Centre at ITI, Tirupati

Supported by Isuzu Motors India and Mitsubishi Corporation India, the centre will impart training on best practices in the areas of automobile engineering and technology, The centre will be a key enabler for employment opportunities for the youth in the region.

he government of Andhra Pradesh inaugurated a new Automobile Skill Training Centre (ASTC) at Government Industrial Training Institute (ITI) in Tirupati on July 14, 2015. The ASTC, supported by Isuzu Motors India and Mitsubishi Corporation India, will impart training on best practices in the areas of automobile engineering and technology, enabling employment opportunities for the youth in the region. The inauguration of the ASTC comes a day ahead of the launch of the Pradhan Mantri Kaushal Vikas Yojana (PMKVY) – the flagship scheme by the central government to impart skill training to the youth in the country. The training centre aims to align supply with

demand, bridging existing skill gaps, promoting industry engagement, operationalise quality assurance framework and leverage technology in the automobile industry. The Automobile Skill Training Centre was inaugurated by Dr. Ghanta Subbarao, IAS, Secretary Department of Skill Development, Govt. of Andhra Pradesh, CEO & MD, A.P State Skill Development Corporation and Dr. K. Lakshminarayana, IAS, Founder Director, A.P State Skill Development Corporation. The occasion was presided over by Siddharth Jain, IAS, Collector & District Magistrate, Chittoor District, Andhra Pradesh in the presence of key management officials from Isuzu Motors India, Mitsubishi

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NEWS

Corporation India and senior staff from ITI Tirupati. Dr. Ghanta Subbarao, IAS, Secretary Department of Skill Development, Govt. of Andhra Pradesh, CEO & MD, A.P State Skill Development Corporation, said, “The state government of Andhra Pradesh is taking proactive steps in development of skilled workforce in line with the proposed 'Skilled India' initiative. With the support of the two companies, Isuzu Motors India and Mitsubishi Corporation India, we intend to provide industry's best technical education for the youth in the region. The state government is keen and focussed in developing such skill development centres across the state and we do hope this will benefit the society at large.” Shigeru Wakabayashi, Deputy Managing Director, Isuzu Motors India, said, “We are extremely happy to be actively partnering with the government's 'Skilled India' initiative as we believe it will certainly provide impetus to the automobile sector in the country and also ensure greater efficiency levels across all areas. Isuzu is known for its manufacturing prowess and we intend to strengthen our commitment to India with more such activities.” “On the other hand, I also would like to share that 'ISUZU', named after the holy Isuzu River in Japan, has been successfully producing good vehicles and human resource for decades to serve the people all over the world, with the blessings of the holy ISE Shrine. Similarly, with the blessings of Lord Venkateswara, our manufacturing plant in Sri City

near Tirupati will soon begin its operations and Isuzu Motors India will steadily become a strong and leading vehicle producer in the Indian market.” Wakabayashi added. Tomoyuki Masuda, Chief Regional Officer, Mitsubishi Corporation India, said, “The need for training-based knowledge is becoming very essential in every industry. Mitsubishi Corporation India is proud to be associated with the government of Andhra Pradesh for being able to contribute to the benefit of the automobile industry.” The centre will be equipped with key automobile components such as Chassis model, Engine and Transmission donated by Isuzu Motors India to offer practical training for the ITI students. The training will have various course modules in automobile engineering and technology and will be trained by the staff personnel of Isuzu Motors India. Isuzu Motors India which is setting-up its manufacturing facility at Sri City in Chittoor district of Andhra Pradesh, has been associated with ITI Tirupati for the last two years in providing technical training for the trainers and students. The company had acquired 107 Acres of land in 2013 after signing a MoU with the Andhra Pradesh State Government in order to start automobile manufacturing operation in India. This new facility is likely to commence commercial operations by early 2016 and is expected to create 2000-3000 jobs when it is fully operational.

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ARTICLE

DILIP MANDAL

Dr Babasaheb Bhim Rao Ambedkar

The Man Behind The Idea of Modern Indian Nation

Academicians and scholars across India & the World are increasingly recognising Dr. Ambedkar's role as the nation builder of modern Indian State. Dr. Ambedkar had written eloquently on his idea of nation and this is documented in Writings & Speeches of Dr. B.R. Ambedkar, published by Ambedkar Foundation, a central government sponsored body to carry on the work of Babasaheb and also by the education department of Government of Maharashtra.

hough Dr. Ambedkar's stature and image is growing larger with time, his prominence as India's foremost advocate of Dalit empowerment often does not do much justice to several sterling aspects of the man's multi-faceted personality. Dr. Ambedkar was an economist par excellence and his work in this field had laid the foundation for the country's central bank, Reserve Bank of India. He planned India's first river valley project to generate power and irrigation facilities.As the chairman of the drafting committee of the Indian Constitution he was its chief architect. He had also drafter the far-reaching Hindu code bill to liberate vast majority of women and finally resigned from union cabinet when this bill was not passed by the Parliament. However, Dr. Ambedkar's greatest and least known contribution was to be able to stretch the idea of the nation-state to include India's vast diversity of people, cultures and their differing aspirations. For him, nation is a philosophical entity with shared dreams as its central theme. Academicians and scholars across India & the World are increasingly recognising Dr. Ambedkar's role as the nation builder of modern Indian State. Dr. Ambedkar had written eloquently on his idea of nation and this is documented in Writings & Speeches of Dr. B.R. Ambedkar, published by Ambedkar Foundation, a central government sponsored body to carry on the work of Babasaheb and also by the education department of Government of Maharashtra.

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Dr. Ambedkar's idea of nation is not only of a political or geographical entity, having a map and a flag. He didn't subscribe to the popular definition of nation something as “large group of people living in one area with their own government, language, traditions, etc. (Cambridge Dictionary)” For him idea of nation has to have a philosophical and spiritual connotation with welfare, equity and fraternity as central themes. While explaining his idea of nation he had quoted French philosopher Ernest Renan saying that “A nation is a living soul, a spiritual principle. Two things, which in truth are but one, constitute the soul, this spiritual principle. One is in the past, the other in the present. One is the common possession of a rich heritage of memories; the other is the actual consent, the desire to live together, the will to preserve worthily the undivided inheritance which has been handed down. The nation, like the individual, is the outcome of a long past of efforts, and sacrifices, and devotion…A heroic past, great men, glory, these form the social capital, upon which a national idea may be founded.” Babasaheb, in his entire life tried to achieve this cherished goal of nationhood. For him, at that point of time in history, India was a nation in the making. He argued with another towering personality of his times, Mohandas Karamchand Gandhi on this issue. That great debate is now part of our national consciousness. Any evaluation of Dr. Ambedkar's contribution should keep this philosophical and spiritual framework he had in mind for the sub continent. In

his seminal but undelivered speech known as 'The Annihilation of Caste' he deliberated that a casteless society is prerequisite for a strong nation. Keeping this idea in the mind he led many social movements like Mahad Satyagraha for equal right to drink water from a public tank, temple entry rights movement and movement to burn the Manusmriti. He had warned that without having social and economic equality, our nation may face existential crisis. While concluding the debate in the constituent assemble, as chairperson of drafting committee, Babasaheb had said that,“On the 26th January, 1950, we are going to enter into a life of contradictions.In politics we will have equality and in social and economic life we will have inequality. In politics we will be recognizing the principle of one man one vote and one vote one value. In our social and economic life, we shall, by reason of our social and economic structure, continue to deny the principle of one man one value. How long shall we continue to live this life of contradictions? How long shall we continue to deny equality in our social and economic life? If we continue to deny it for long, we will do so only by putting our political democracy in peril. We must remove this contradiction at the earliest possible moment or else those who suffer from inequality will blow up the structure of political democracy which is Assembly has to laboriously built up.” It was to resolve these contradictions that Dr. Ambedkar laboured hard to push the idea of affirmative action for the deprived sections of the society and

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April 14, 1891 December 6, 1956

women. It sprang from his steadfast belief that there could not be sustainable liberty without equality and fraternity. “How can people divided into several thousands of castes be a nation” he said. Forefathers of Indian constitution had agreed to Babasaheb's view on the need to have reservations for oppressed classes. If we go through the constituent assembly debates, we can notice that there were practically no conflicting views on the issue of equal rights and affirmative action. In the case of the Hindu code bill prepared by Babasaheb, Dr. Ambedkar's view to have equal rights for women in the family was later endorsed by the Parliament.Though in the initial phase there was resistance to this bill and sensing this baba sahib had resigned from the position of the law minister. For Babasaheb had famously said,”I measure the progress of a community by the degree of progress which women have achieved.” As Earnest Renan had rightly said that a nation must forget the bad memories of the past and cherish the dream of a shared future, the constituent assembly of India passed that test of having social equality and fraternity with flying colours. That's the legacy we have, when we remember the great son of India, Baba Saheb Dr. Bhim Rao Ambedkar. Lets all celebrate this year remembering the dream Babasaheb had for a great nation, called India. Dilip Mandal is Formerly Managing Editor, India Today Group and Executive Editor, CNBC Awaz

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NEWS

Loomba Foundation to help 5,000 widows in Varanasi

There were 258 million widows all over the world and 115 million of them lived in poverty.

N accredited global NGO, the Loomba Foundation, will provide vocational skills and training to 5,000 poor widows in Varanasi in an effort to create employment opportunities for them. "The Foundation will provide vocational skills and training to the disadvantaged widows in garment making, hair and beauty, care nursing, hospitality and retail sector, which will create employment opportunities for them," NGO's founder Chairman Lord Raj Loomba CBE announced in June 2015. Cherie Blair, President of the

Foundation, said that there were 258 million widows all over the world and 115 million of them lived in poverty. "Eighty-six million of them suffered physical abuse," she said, adding that it was a "global tragedy." "Widows are victims of double discrimination. First, as a woman and secondly as a widow. "Loss of a husband mean loss of income, loss of home, loss of social status. Widowhood comes with stigma, abuse and marginalisation. This is a serious human rights concern," Lord Loomba said at an event here to commemorate the 10th anniversary of International Widows

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Day. Stating that the Foundation would try to secure greater global attention to the issue, he said, "at the moment my focus is getting widows recognised within the post 2015 sustainable development goals." â&#x20AC;&#x153;The Foundation works to provide tangible assistance to widows to empower them economically. For example in India we train widows to use a sewing machine giving them the ability to earn a living. We also provide education for the children of widows, helping to avoid a cycle of deprivation."

NEWS

UTC Building & Industrial Systems and HCL Infosystems to Bring Intelligent Building Security Solutions UTC Building & Industrial Systems' global expertise in building security and innovative products, coupled with HCL's distribution network, will drive substantial traction in the Indian market. We are confident that this relationship will ensure a smarter, safer India.

TC Building & Industrial Systems India today announced a new collaboration with HCL Infosystems, India's premier IT services and distribution company, to provide security solutions for customers in the country. With this agreement, HCL Infosystems will work with UTC Building & Industrial Systems India to distribute best-in-class video surveillance, access control and building management solutions for customers.UTC Building & Industrial Systems is the world's largest provider of building technologies, and is a unit of United Technologies Corp. HCL Infosystems has an extensive nationwide distribution network in India enabling enhanced outreach to customers across the country. This agreement will ensure that advanced security products and solutions are readily available and distributed throughout the country, including in smaller cities. “We are pleased to associate with HCL through this agreement,” said Arun Bhatia, managing director, Carrier Air-conditioning & Refrigeration Ltd. “UTC Building &

Industrial Systems India endeavours to provide superior security solutions for people, property and assets to help create safe and secure environments. We have extensive and innovative product offerings across industries, providing integrated security control systems. Collaborating with HCL Infosystems will allow these world-class technologies to reach more customers and benefit more people.” “We are excited to work with UTC Building & Industrial Systems India,” said Bimal Das, Joint-President, Enterprise Products Distribution, HCL Infosystems Ltd. “UTC Building & Industrial Systems' global expertise in building security and innovative products, coupled with HCL's distribution network, will drive substantial traction in the Indian market. We are confident that this relationship will ensure a smarter, safer India.” The security products distributed by HCL Infosystems will cater to diverse industries, including manufacturing, hospitality, IT, ITES, BFSI, aviation, travel and logistics and oil and gas, among others.

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NEWS

Bridgestone India to Contribute in

Water Conservation in Maharashtra

Bridgestone India Pvt. Ltd. actively supports Maharashtra government's 'Jalyukt Shivar Abhiyan' initiative by de-silting water streams in Audar village near Pune.

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ridgestone India Pvt. Ltd. (Bridgestone India), a group company of Bridgestone Corporation, the world's largest tyre and rubber company, has associated with the Government of Maharashtra's integrated water conservation and management initiative 'Jalyukt Shivar Abhiyan', and conducted de-silting and widening of water streams at Audar village, KhedTaluka in Pune district. This work will contribute to the village by increasing the water reserves by more than 10,000 cube meter. This will benefit over 1,400 families, including certain tribal population, by significantly improving the quality of life in these downtrodden areas.

A Model of Rain Water Harvesting

NEWS

The drought situation in Maharashtra is extremely serious and required a rapid response. Bridgestone India will contribute to bringing much-needed relief not only for agricultural activities, but also to improve the daily lives of the villagers in this drought affected area. As a socially and environmentally conscious organization, Bridgestone India believes in encompassing development and growth through social projects for the society as a whole. We are grateful to the government of Maharashtra for giving us this opportunity to serve the needy and support the betterment of the underprivileged.

AJAY SEVEKARI Director Bridgestone India Private Limited

The environmental initiative will contribute towards the Maharashtra Government's vision of becoming a drought-free state by 2019. Bridgestone India decided to initiate water conservation work in Audar village, as it has been identified by local Government authorities as one of the 15 most waterscarce villages in Khed Taluka. The area is experiencing a major migration due to poor water availability, with approximately 40% of its population migrating to urban areas in search of better livelihood. We believe the initiative undertaken will improve the conditions of residents in the affected region. Consequently, this activity will sustainably raise the ground water table, resulting in better retention of water for agricultural and domestic use, better channelizing of rain water in the main stream, and raising the water level in the wells. Himmatrao Kharade, SDO, Khed remarked, “The State of Maharashtra has been working tirelessly towards the betterment of the drought affected areas and we are delighted to have Bridgestone India support our initiative.” Gabaji Hojage, Villager from Audar stated, “I appreciate and wholeheartedly thank on behalf of my fellow villagers for the efforts and commitment that Bridgestone India is putting in for the betterment of our drought affected

village. This initiative will help the villagers in long run to address the water crisis, generate livelihood & reduce migration”. Bridgestone India believes it is their responsibility to participate in the wellbeing of society, which leads to development of the nation. Through this contribution, Bridgestone India aims to assist the Government in building a drought-free Maharashtra. Bridgestone India Pvt. Ltd started its operations in 1996. In March 1998 with the setup of its manufacturing facility in Kheda, Madhya Pradesh, Bridgestone achieved its objective of running Indiamanufactured Bridgestone tyres on Indian Roads. It expanded its facilities by setting up another facility in Chakan, Pune recently. In a short stint of 18 years, Bridgestone India Pvt. Ltd has become one of the leading tyre companies in both the OEM & Replacement market in India. Bridgestone Corporation, headquartered in Tokyo, is the world's largest tyre and rubber company. In addition to tyres for use in a wide variety of applications, it also manufactures a broad range of diversified products, which include industrial rubber and chemical products and sporting goods. Its products are sold in over 150 nations and territories around the world.

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ARTICLE

KARTIKEYA KOMPELLA

The Branding of CSR Sometimes lack of communication leaves stakeholders unaware of what the brand is doing. Understandably they cannot be moved or inspired by a program that they do not know exists. There are many CSR programs that are not branded well or are just communicated badly.

recently received a call from an excolleague who asked me my views on the branding of CSR. It's an important topic that's close to my heart and so I needed no more prompting. I have no doubt that CSR should be aligned with a brand as the brand is the central driving force of an organization. This alignment also ensures that the CSR initiatives work to help both society and the brand. However mere alignment of CSR with the brand is not enough. The impact of the CSR on the brand is maximised only when your CSR connects with stakeholders.

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These days there are many lists of how much different companies are spending on CSR. We find many companies spending several crores of money on CSR initiatives yet their efforts go unrecognised. This is often the direct result of a poorly thought out CSR initiative or poor communication. Sometimes the lack of a CSR strategy makes leaves stakeholders wondering what the relevance of their CSR is. For example: Aircel's extremely powerful 'Save The Tigers' campaign touched a chord with millions of Indians. The same campaign left many bemused as to what the connection with the brand was. CSR initiatives work best when the connection between the brand and CSR is intuitive. This is because we instinctively try to see patterns, draw connections and make sense of what others are doing. It's our way of trying to understand the world. When you see a telecom company talking about tigers, you wonder what's the connection. When British Telecom chose the cause of reducing the communication gap between parents and their teenage children so as to keep the youngsters from going down a bad road, it was easy to understand why they were doing it. A telecom company promoting communication was understandable and more calls meant more revenue. Sometimes lack of communication leaves stakeholders unaware of what the brand is doing. Understandably they cannot be moved or inspired by a program that they do not know exists. There are many CSR programs that are not branded well or are just communicated badly. The concept of stakeholders is that they have a 'stake' in the company whether literally or figuratively. If one chooses to ignore them when it

comes to matters pertaining to the spirit and values of the company it clearly makes a statement as to how the company views them. When it comes to evaluating the Branding of your CSR there are 5 aspects that one should consider. 1. Is your CSR relevant to your brand? 2. Are your stakeholders aware of your CSR? 3. Is your CSR inclusive? 4. Does it involve and engage your stakeholders? 5. Has it impacted the stature of the brand? Hindustan Unilever's 'Project Sunlight' is a great example of CSR that's aligned with their brands. The right choice of CSR makes a huge difference in terms of making it work for the brand. 'Project Sunlight' has not stopped at a great brand connect but has become a truly inclusive well communicated program that has given HUL tremendous stature. Mahindra 'Rise' is another example of a CSR initiative that is not only relevant but also lifts the stature of the Mahindra Group through its smart branding. The purpose of 'Rise' is noble and relevant across most of the Mahindra businesses. But Mahindra has a mix of interesting causes under the banner of Rise. Their causes range from innovation in mobility to solar energy programs. The stature that HUL and Mahindra's CSR has earned them is not from slick advertising but from well-thought out CSR expressed well. It's no surprise that these companies are so successful given the way they approach everything in such a strategic and professional manner. Hopefully other companies are watching and learning from their best practices.

Kartikeya Kompella is the editor of the internationally acclaimed book 'The Definitive Book of Branding' in which he has written about CSR & Branding. He is more recently the editor of 'The Brand Challenge'. Kartik is the author of 'Building Brands Building Meaning' and 'Applying the Branding Iron'. He is the founder of Purposeful Brands and would be interested in hearing your views. He can be reached at kartik@purposefulbrands.in

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JAGDEEP KAUR

Need for CSR Navigators

CSR involves saving on natural resources and energy, which reduces costs. Reducing the consumption of natural resources and energy is another important step forward towards 'green' India. CSR Advisors help businesses to become more aware of social challenges, and guide them to operate innovatively so that they could gear loyal customers, motivated employees and interested investors.

he Corporate India is quite determined and focused to incorporate CSR in its mainstream. This goes with the government's focus on looking out for ways to minimize the additional burden on the large and small enterprises in the process. While the larger companies typically have CSR teams to carry out evaluations and monitor the spends, but because the concept of CSR is not yet deep rooted into organizations' systems, they do need external push and help to put things in order. The SMEs on the other hand, definitely need a wellcharted root to undertake the CSR journey as they are far from this concept. They have no CSR specialists as of now and are unknown to the impact of CSR to their own systems and society at large. In fact larger companies too need navigation in this CSR pool without which they can lose track especially, when they go international. Fortunately, a few large companies in India have started recruiting CSR specialists in their panel but SMEs have not put it in their agenda yet. To promote the SMEs to imbibe CSR in its systems, the government is making provisions for SMEs to pool their CSR funds with other companies to achieve scale and share a collective implementation

process. Undoubtedly, this process needs a clear well defined approach and is required to be handled with utmost understanding of CSR as a concept and its far reaching branding and societal benefits. This is where CSR consultants and Advisors play an indisputable role as CSR Navigators. CSR involves saving on natural resources and energy, which reduces costs. Reducing the consumption of natural resources and energy is another important step forward towards 'green' India. CSR Advisors help businesses to become more aware of social challenges, and guide them to operate innovatively so that they could gear loyal customers, motivated employees and interested investors. They help businesses create lasting impact on the general public and help them win their trust, which thereby creates a stronger competitive position in the long term. By rightful guidance of CSR consultants Corporate can increase society's trust in them thereby increasing social support, which is essential for a healthy business climate. In India, ever since the mandate has been passed for mandatory spending on CSR, the companies have started allocating the amount but the direction

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Jagdeep Kaur, Partner, Van de Molen Consulting, Amsterdam Jagdeep Kaur, is a Commerce graduate from Delhi University and has pursued her Masters in Human Resources from GGS Indraprastha University, Delhi, India. She is also a UGC NET qualified professional and holds a Diploma in Training and Development from Indian Society for Training and Development, Delhi. She works as Partner at Van De Molen Consulting.The company deals in Global recruitment, CSR Consulting, Global exchange programs and couple of other local programmes in The Netherlands. She is also an Advisory Consultant to HR Globe Consulting for the company's services in CSR arena in India. is missing. It calls for CSR specialists to navigate the CSR Sea. Based on the CSR expert analysis the Corporate can take an intelligent decision to mark their route for intelligent spending. In the end, the focus is required to be on structural solutions. In principle, this should be done through a joint effort by businesses; NGOs, other stakeholders and the government should provide a platform for this cooperation. But because CSR in India is in its nascent stage we will require many voluntary and involuntary efforts to bring it on a platform where such formal procedures could be established. Till then, the Corporate need to adhere to the advice of CSR experts or consultants in order to reap benefits on their mandatory CSR spending.

NEWS

TCS is committed to the Prime Minister's 'Swachh Bharat' initiative of ensuring safety, dignity and equality for all girl students. We are happy to have completed building toilets in about 1000 schools. TCS had earmarked a budget of Rs 100 Crore for building dedicated sanitation facilities for girls in selected schools. N CHANDRASEKARAN CEO and MD Tata Consultancy Services

TCS Builds Sanitation Facilities in 1000 Schools Under 'Swachh Bharat' initiative

ata Consultancy Services, a leading IT services, consulting and business solutions organization, said that it has completed building sanitation facilities for girl students in 1000 schools across Andhra Pradesh, Telangana and Bihar States as a part of Prime Minister's Clean India Initiative. TCS had earmarked a budget of Rs 100 Crore for building dedicated sanitation facilities for girls in selected schools. The initiative aims to boost the enrolment rate and reduce the dropout rate of girl students in the adopted schools, and in turn, improve learning outcomes. TCS commenced the project in October 2014 and a special taskforce was constituted for the end-to-end implementation. This involved collaborating with the Central and State Government to strategize, plan, and execute by leveraging technology to ensure successful and timely

implementation. Under the 1st phase of this sanitation initiative, TCS has successfully implemented building girls toilets in about 1041 schools spread across Andhra Pradesh, Telangana and Bihar. To ensure the ongoing maintenance and regular cleaning of toilets built by TCS under the 'Swach Bharat' initiative, TCS has aligned with two maintenance partners across the selected states. Additionally, to encourage and impart behavioral change in the target audience, TCS' Maintenance Partners have designed programs and activities to spread awareness on the importance of hygiene and cleanliness in every school. Providing hygienic sanitation for girl students will have a tangible impact on the level of education and for longer period of time, play a larger economic role in their communities and development of India's next generation.

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NEWS

Tata Housing to Give

Skill Development Training to 100,000 Underprivileged Youth By 2024 Tata Housing's 'Samarth' is in line with the Prime Minister's vision of skilling Indian youth and contributing to making India the skill capital of the world. As the country prepares to embrace the potential of this untapped youth, an official and structured framework will go a long way in taking India up the ladder. Tata Housing understands that skill training is not just a means to ensure employment but also to create sustainable livelihoods and aims to achieve this through its initiative. BROTIN BANERJEE CEO and MD Tata Housing Development Company

ata Housing, one of the fastest growing real estate developers in India, today announced that the company will provide vocational skill development training to 100,000 socio-economically backward youth across the nation by 2024, under its 'Samarth' initiative in line with the Prime Minister's vision of skilling the youth in India. A flagship program of Tata Housing, 'Samarth' is dedicated to enhance employability and enable people from the bottom of the pyramid. It not only trains people but handholds and facilitates their gainful employment as well. Under this initiative, the company has partnered with various non-government organizations, government institutions and professional bodies like Entrepreneurship Development Institute of India, Don Bosco Tech Society, NIIT Foundation, LabourNet, Udyogwardhini amongst others. Samarth provides training in construction-related trades including masonry, carpentry, bar bending, construction supervisor, RCC etc as well as non-construction job-oriented trades such as computers and retail sales. Launched in 2012-13, 'Samarth' has provided skill development training to a total of 10,000 youth by the end of 2014-15. More than 60% of these people have been gainfully employed or have started their own enterprises, post training.

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100 Women Achievers

NEWS

Facebook and MWCD to Recognize Across India

Millions of people come on to Facebook everyday to talk about things that matter most to them. This is a great opportunity for us to celebrate women who have made a difference in our communities. We're delighted to have this opportunity to celebrate and recognize the women of India.

ANKHI DAS Director of Public Policy in South and Central Asia Facebook

he Union Ministry of Women and Child Development (MWCD) in collaboration with Facebook has launched the '#100Women Initiative' that aims to recognize and acknowledge women who are making a difference in their communities, across thecountry. The '#100Women Initiative' involves a contest to select 100 women achievers of India through public nominations via social media. Union Minister for Women and child Development, Maneka Sanjay Gandhi said, â&#x20AC;&#x153;We have all had women in our lives who've made a difference, who have changed the course of our own lives, who've left a mark on the entire community and changed it for the better. We don't thank them enough. Here is your chance to honor the women who've made a difference to your community. Log on to the Facebook Page of the Ministry of Women and Child Development, share a video with us on why the woman you choose should be honored as India's 100 most impactful Women.â&#x20AC;? Starting on Wednesday, July 15, 2015, people can nominate women who have made an impact and made their community better, by visiting the Ministry's Facebook Page (https://www.facebook.com/ministryWCD) until September 30, 2015. Voting will begin on November 7, 2015 on the top 200 entries as determined by an esteemed jury. Winners will be invited to join a reception organized by the Ministry around Republic Day. To submit their nomination, people can visit the Ministry of Women and Child Development Facebook page between July 15 and September 30, 2015 and complete the nomination form. They will need to submit a photo or video showing the nominee in action in their community. Winners will be announced in December, 2015.

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NEWS

GSK and Save the Children Developing country healthcare innovations to reduce child deaths

$1m award is part of an ambitious partnership between GSK and Save the Children which aims to help save the lives of a million of the world's poorest children. This year's Healthcare Innovation Award seeks entries that demonstrate new approaches to increasing people's access to health services in developing countries.

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SK and Save the Children has launched the third annual $1 million Healthcare Innovation Award that rewards innovations in healthcare that have helped to reduce child deaths in developing countries. From 15 July â&#x20AC;&#x201C; 7 September 2015, organisations from across developing countries can nominate examples of innovative health approaches they have implemented. These approaches must have resulted in tangible improvements to under-5 child survival rates, be sustainable and have the potential to be scaled-up and replicated. With millions of people still lacking access to basic healthcare, this year, there will be a special focus on innovations that aim to strengthen developing country health systems and have proven to help increase access to public healthcare for pregnant women, mothers and children under five. Strengthening health systems for everyone in developing countries is an integral element of GSK and Save the Children's partnership, which champions universal health coverage to help ensure equitable, accessible healthcare for all. Last year's Ebola

NEWS

Robust healthcare systems are the backbone of thriving communities but too many countries still lack the trained health workers and facilities they need to manage everyday health challenges, let alone crises like the catastrophic outbreak of Ebola. Through this year's award, we hope to identify and support those innovations that are most effectively helping to strengthen health systems so that mothers and children are better able to access the care they need, when they need it. RAMIL BURDEN Vice-President for Africa and Developing Countries GSK

epidemic was one example of the need for new solutions and approaches to address the systemic challenges that weaken healthcare systems. Mavis Owusu-Gyamfi, Director of Programme Policy and Quality at Save the Children, said, “Poor health systems lead to millions of children dying from preventable illnesses. The Ebola crisis has taught us that failure to address this problem could easily lead to a global public health crisis. It isn't enough to focus just on single interventions such as fixing hospitals and clinics, providing vaccines or medicines, recruiting and training more health staff – we have to look at all these things together including how they are financed and governed. By making good health systems the norm in poor countries rather than the exception, millions of lives will be saved. Ambitious ideas are needed to solve this challenge and we hope this year to find proven ideas that we can help take to scale.” Co-chaired by Sir Andrew Witty, CEO of GSK, and Justin Forsyth, CEO of Save the Children, a judging panel, made up of experts from the fields of public health, science and academia, will award all or part of the funds to one or more of the best healthcare innovations. As well as providing funding, this year's Healthcare Innovation Award will provide a platform to review and evaluate new approaches to health system challenges, to recognise those that are having an impact, and share their learnings with the wider global health community. Healthcare Innovation Award The Healthcare Innovation Award was announced following the launch of GSK and Save the

Children's ambitious new partnership in May 2013, which aims to save the lives of 1 million children in some of the world's most vulnerable communities. One of the most unique aspects of the partnership is the focus on working together to maximise innovations to tackle under-5 child mortality. For example, Save the Children is involved in helping GSK to research and develop child-friendly medicines, with a seat on a new paediatric R&D board to accelerate progress on innovative lifesaving interventions for under-fives, and to identify ways to ensure the widest possible access in the developing world. Last year's top prize was awarded jointly to the University of KwaZulu-Natal (UKZN) in South Africa and ColaLife in Zambia. UKZN developed a project to promote life-saving breast feeding for vulnerable premature babies including a mobile phone app to aid the safe pasteurization and storage of donated human breast milk. ColaLife's project adapted the supply chains used to get soft drinks and other consumer goods to remote areas to deliver a specially tailored diarrhoea treatment kit for infants. Both organisations were awarded $350,000 to take forward their work. While good progress has been made in recent years, every year more than 6 million children worldwide still die before their fifth birthday. Often these children are in the most remote and marginalised communities. The GSK and Save the Children Healthcare Innovation Award aims to discover and encourage replication of the best and most innovative examples of healthcare to have the biggest impact for vulnerable children.

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RIDDHI GHOSH

The Prospects of Women CSR Heads The Female Vision, Sally Helgesen and Julie Johnson discuss a survey finding that women are more inclined to value work for the daily experience it provides than for how it impacts their career progression. For many (generally for men), that level of uncertainty isn't desirable in a job description, with eyes fixed to personal career advancement. Thus the involvement factor in daily work befitting a woman, give them an extra edge in CSR roles.

wo issues play in mind as we pen the article. Firstly the CSR seed just planted in Indian corporate soil, getting watered and nourished to bear fruits with time (Section 135 of Indian Companies Act 2013). As a must have for certain sized companies, mandated by Companies Act 2013, formation of a CSR committee is a new entrant. The second one is a new mandate in the domain of corporate governance; for appointment of women director in boards of listed companies to create a balanced gender diversified board (Section 149(1)). It only signifies the emphasis that the state is trying to impose on board level responsibility and senior management involvement in internalizing CSR in business operations. Against this backdrop of a fresh evolution in Indian corporate world, Indian businesses are stressing on CSR being an essential ingredient to robust corporate governance model. Can this be a point to explore if the mantle of CSR be entrusted to a woman director or viewed in a different perspective can a women director in India successfully collaborate to execute CSR in true spirit? In their book, The Female Vision, Sally Helgesen and Julie Johnson discuss a survey finding that

women are more inclined to value work for the daily experience it provides than for how it impacts their career progression. For many (generally for men), that level of uncertainty isn't desirable in a job description, with eyes fixed to personal career advancement. Thus the involvement factor in daily work befitting a woman, give them an extra edge in CSR roles. With varying details in job description of CSR professionals in Indian companies, a quick list of most sought after traits in a candidate maybe as follows: n Connectedness n Collaboration n Team work (calling it 'giving credit' to fellow members) n Intent to a positive social impact n Sense of empowerment n In a complex country like India, plagued with a plethora of social ills and infrastructural deficiencies, it will require qualities beyond normally enlisted in a job listing. It's not about the degrees earned in technical schools and management theories that can suffice this directorial position.

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The available pool of qualified, 'sensitive' women to be referred to for directorial assignments is apparently limited. Women with certain level of work experience and business acumen need to be trained for career advancement.

Added to academic qualifications, it requires understanding of the fine threads connecting sociopolitical deficiencies to attitudinal stubbornness and religious dogma being ingredients in functioning of the society to function. In a world fiercely torn by competition, businesses cannot afford to stay ignorant to impending social, environmental and economic perils that can devour business at the bat of an eyelid. A quality that must be possessed to any CSR professional in India is being empathetic to the country's problems. In the words of Kathrine Winkler, CSO at EMC, 'credit is a strong currency' and forms the very basis of a successful CSR drive. So an empathetic person with capability to connect and collaborate as a team, giving due appreciation and inspiring fellow members, is essential to success. There are quite a few reasons why we chose to explore women director in a key CSR role maybe as: The available pool of qualified, 'sensitive' women to be referred to for directorial assignments is apparently limited. Women with certain level of work experience and business acumen need to be trained for career advancement. Professional CSR being quite a niche segment till date may offer promising career advancements. n The fine balance of leading and empathy can perhaps act well to craft innovative socially responsible projects. n Women in general and more so for Indian women, tend to be shying away from asking for personal benefits and rights in social life. But they are portrayed as sacrificing and fighting for others rights. This is a character trait that can be an advantage towards successful execution of impact generating social projects. While trend indicate growing number of women directors in global as well as Indian corporate (See Fig 1), a lot of brows have been raised off late on the background and capabilities of women directors chosen on board by companies seeking to comply

with regulation. Country and Percentage of Women Directors Norway 36.7 France 29.9 Sweden 24.4 Italy 22.3 Finland 22.1 Germany 18.3 USA 12.2 China 8.5 India 7.7 Russia 5.7 Indonesia 3.7 Indonesia 3.7 Japan 2.4 Republic of Korea 1.7 (This List indicates percentage of women directors globally) A quick run through the list of notable CSR women heads globally establishes that it's all established renowned names in business that have chosen a lady to head CSR operations (Karen Hamilton, Vice President, Sustainability, Unilever, Pamela Alabaster, SVP Corporate Communications, Sustainable Development & Public Affairs, L'Oreal USA., Andrea Thomas, SVP, Sustainability, Walmart etc) Beyond professional qualifications, each is charismatic personality and has been trained through years in different responsible roles in the organization. Understanding the organization and aligning CSR 'interests' are critical foundation steps to drafting a CSR project which promises to deliver. Further CSR in India is getting launched in a brand new avatar and will require commendable doses on part of the executive to choose a path and stay focused on it awaiting desired impact â&#x20AC;&#x201C; a trait again associated with women. It's a bet worth taking, by focusing to create CSR women directors that maximize the chances of success in combating business uncertainties, a step towards creating a discipline of sustainable future.

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NEWS

Companies can Collaborate with Each other for CSR

Companies would now be able to undertake CSR activities together with other entities, whether forming part of the same group or otherwise, through a separate legal entity.

n a move that could benefit the corporate sector at large, the government has allowed companies to enter into collaboration with each other to engage in corporate social responsibility (CSR). The Companies Act had earlier prescribed companies can do CSR work only on their own or through a holding, subsidiary or associate company. The ministry of corporate affairs has issued a notification to amend the CSR provision in the new Companies Act, allowing two companies to collaborate with each other on their own, or through their holding, subsidiary or associate companies. These two companies can form a trust, society or another third company for CSR work. â&#x20AC;&#x153;Companies would now be able to undertake CSR activities together with other entities, whether forming part of the same group or otherwise, through a separate legal entity,â&#x20AC;? said Sai Venkateshwaran, partner and head of accounting advisory services, KPMG in India. Companies above a threshold of their earnings have to spend a portion for CSR or explain the reasons for not doing so to the shareholders. The rules have permitted collaborative CSR efforts between unrelated entities, and this amendment would help operationalise that using a separate legal entity structure, he added. According to the Companies Act, 2013, any company with a net worth of Rs 500 crore or a turnover of Rs 1,000 crore or net profit of Rs 5 crore needs to spend at least two per cent of its average net profit in the preceding

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three financial years on CSR activities. The company's report of the Board of Directors attached to the financial statements is required to include an annual report on the CSR activities of the company. This would cover a brief outline of the CSR policy, the composition of the CSR Committee, the average net profit for the past three financial years and the prescribed CSR expenditure. If the company concerned fails to spend the specified amount on CSR, it has to specify the reasons for not spending in this report. CSR activities include spending on eradicating hunger, poverty and malnutrition, promoting preventive health care, education and gender equality, setting up homes for women, orphans and senior citizens, measures for reducing inequalities faced by socially and economically backward groups. It also includes spending on ensuring environmental sustainability and ecological balance, animal welfare, protection of national heritage and art and culture, measures for the benefit of armed forces veterans, war widows and their dependents, training to promote rural, nationally recognised Paralympic or Olympic sports, contribution to the prime minister's national relief fund or any other fund set up by the central government for socio economic development and relief and welfare of Scheduled Castes, Scheduled Tribes, other backward classes, minorities and women. Contribution to political parties is not a part of CSR and only activities in India would be considered for computing such an expenditure.

DR. S K TRIVEDI

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Clearing the Camouflage of CSR in India This attitude of philanthropy is still continuing with many of the corporates. If one analyses the investment made by the corporates under CSR, one may conclude that most of them invests in welfare functions like construction of temples, roads etc. mainly on providing hardware to the community and less on soft skills.

DR. S K TRIVEDI Executive Director Indian Institute of Development Management Bhopal

he Corporate Social Responsibility (CSR) has become almost mandatory to every profit making company, be it private or public. As per the Companies Act, 2013, section 135, every company having a net worth of rupees five hundred crore or more, or a turnover of rupees one thousand crore or more or a net profit of rupees five crore or more, during any financial year, shall ensure that the company spends, in every financial year, at least two per cent of the average net profits of the company made during the three immediately preceding financial years, in pursuance of its CSR policy.This applies to every company, including its holding or subsidiary, and a foreign company having its branch or project office in India. The Ministry of Corporate Affairs (MCA) has vide its notification dated 27 February 2014, and in exercise of powers conferred by section 1(3) of the Companies Act, 2013 ('the Act'), notified 1 April 2014 as the date on which the provisions of section 135 and Schedule VII of the Act shall come into force. The MCA has also notified the Companies (Corporate Social Responsibility Policy) Rules, 2014 ('the Rules') to be effective from 1 April 2014.

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If one goes through the techniques like Quality Circles, Kaizen, Strategic Planning, advertisement design, method study, systems study etc. all requires creativity. The development issues too require creative thinking and innovative approaches. For getting higher rate of return on investment in development should be the motto rather than spending the allocated budget.

Philanthropy still continuing CSR activities are not new to Indian traditions. But now the acts have been promulgated to ensure all profit making companies spend on social development. Almost all religious gurus of different religions in India have propagated the theory of donation to the needy persons. Most of the business houses have developed Trusts and Foundations for investing in welfare activities for the society or religious functions. The donations were offered to Temples, Gurudwaras, ChurchesandMosques etc. with a philanthropic motive. This attitude of philanthropy is still continuing with many of the corporates. If one analyses the investment made by the corporates under CSR, one may conclude that most of them invests in welfare functions like construction of temples, roads etc. mainly on providing hardware to the community and less on soft skills. I am reminded of an incidence when a bureaucrat just after retirement came to our office for guidance about the social welfare activity he should take up after retirement. He wished to devote his time after retirement for the welfare of the society. Now question arises which activity one should take up for welfare of the society. I simply told that among Hindus one of the best welfare activity with highest level of returns (Punya) is to offer the water to a thirsty person in the month of Jyestha (hottest month of summer in India). Therefore if Punya is to be earned then whether you retired as Chief Secretary or Director General of Police or simply a peon, you should start offering cold water on the Railway Platform or Bus Stand to the thirsty persons. All of them will get Punya in return. This is one of the best welfare activity in terms of Punya as return. But being a student of economics I asked what is the value in terms of Rupees for a day of a DGP or CS or a Peon. As a common sense one will calculate one day salary of each of them. While teaching Time Management we calculate price of a day an employee by adding many associated cost such as salary of subordinates who seek the time of the employee, opportunity cost etc. One will find it is many times of one day salary. The higher the position one acquires and higher becomes the value of time. Therefore if a person worth one lakh a day does the same job which a labour worth Rs. 200-300 a day does, is he doing justice to the society or to the nation? The same logic is true in CSR as well. If the organization known for its knowledge bank and expertise world over spends the CSR money in the same functions which an ordinary organization does, is that organization doing justice to the society. I did an

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informal survey of a few corporate houses and to my surprise it was difficult to find the difference in the heads where CSR funds are invested.

Mindset of the CSR managers Not only the spending pattern in CSR but the mindset of the managers deployed in CSR need to be analysed. The HR techniques have gone long way to develop recruiting techniques for line functions & staff functions of any organization but very little tools were developed to recruit the functionaries for CSR functions. There were not many Institutions who were preparing the managers to man the CSR department. The masters in social work were mainly developed for welfare activities like organizing festivals & other events for employees and their families. Very little of them were prepared for development functions. There is a need to differentiate between welfare function and development function. I was reading one of the presentation on CSR by Central Public Sector Organization where it was clearly defined that CSR is to build the capacity for fishing rather giving fish to the target person. The welfare functions are like giving fish plate to the hungry whereas building capacity for fishing is the development function. If one reads theMCA guidelines about CSR they focus more on development functions rather than welfare functions.

Manpower and training Therefore recruiting a person who has development bent of mindset will be more appropriate than with welfare functions.While deploying the manpower to CSR departments the organizations place those persons who need cool postings because of either being incapacitated for demanding jobs or those who were found inefficient for line functions or active roles. The CSR is given the same priority as was given to training a few years back in the corporates. Even in governance the development function is given lower priority than other functions of governance. Excepting in Maharashtra in most of the states the Development Collector (CEO- DRDA) is given lower priority than the District Collector. In general the Development Collector is junior to district collector in length of service in the same cadre. This shows the attitude towards development function in governance. Whereas the annual expenditure in the control of the development collector is much more than a collector. While deploying the person for the job the concept of return on investment andquality of decisions is not given importance.

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State Bank of India has established a separate organization for CSR. Many corporates are planning to establish similar trusts and foundations. But fear still remains how one will recruit the change facilitators for CSR in these trusts and foundations. Creative thinking

communication for Development (C4D).

I fear the same scenario while deploying the manpower for CSR functions in the corporates. There is a need to identify right kind of a person for manning CSR functions. What is this right kind of a person? He/She should have innovative approaches towards problem solving. If one goes through the techniques like Quality Circles, Kaizen, Strategic Planning, advertisement design, method study, systems study etc. all requires creativity. The development issues too require creative thinking and innovative approaches. For getting higher rate of return on investment in development should be the motto rather than spending the allocated budget. There is a saying in Hindi that the teeth of donated cow are not counted. (Daan ki gayee gaayon ke daant nahi gine jaate). Meaning there by that once you donated the money, do not go back to see how the funds are spent. This has been the case in philanthropic activities. The management of a Dharam Shaala built on philanthropy and hotel can be compared in terms of bed occupancy ratio and quality of stay. This age old concept of philanthropy needs to be discarded sooner the better. It is observed many of the organizations have more focus on spending the budgets rather than the yields or quality of services rendered. The CSR activities do require higher rate of returns or higher level of effectiveness and higher level of outcomes and impact.

CSR interventions be sustainable

Innovative approaches The CSR talks of sustainable development. The sustainable development is more complex than the line functions in any manufacturing or production units. In manufacturing/production the factors of productivity are few and orderly arranged where as in case of development the factors of productivity are too many & independent to accept the orders/ instructions. In development instead of factors of productivity we address them as stakeholder.Each stakeholder in himself is independent & free to reject the desired path. Crudely one can say in case of development first stage is to understand the course of action. The second step is to accept the course and lastly start adopting/using the desired course of action. All these three stages are simple in manufacturing or production process but most difficult in development scenario. Each step requires innovative approaches to convince the stakeholder. Therefore the persons to be deployed as CSR managers need to be highly creative and possess convincing communication skills. They should be good at Behaviour Change Communication and be thorough in

As a part of C4D one must understand the role of investment and perception of the target person about the returns of investment in a two dimensional model developed by our organization. OnX dimension we plot the returns/ gains of CSR Intervention aiming to individual as first level, aiming to family as second level, aiming at village at 3rd level and aiming at larger area such as Block, district or state at 4th level. On Y dimension we plot the perception about timings of returns/ gains of CSR Intervention aiming to now as first level, aiming to month or year as second level, aiming at short term (2-5 Years) at 3rd level & aiming at long term (More than 5 Years) at 4th level. If any CSR intervention aims at giving benefits to an individual now (at once), it will be the least sustainable. The target person will take the gains now and run away. This type of interventions are in the form of gift packs, fish plate, thali at Lungar, thali to hungry person. All these philanthropic activities are least sustainable. On the contrary if the interventions are addressing the entire area (4th level of dimension X) and gains will accrue in long terms (4th level of dimension Y). This requires high level of convincing the target beneficiary and innovative approaches for change for development. This will be the most sustainable development. Any other combination of the level on these two dimensions will define the level of sustainability. Therefore for CSR interventions be sustainable, development interventions requires strategic approaches in communication to convince the stakeholders. Therefore the organizations need to decide whether their focus is on expenditure or on sustainable development.

Experience Sharing Once the CSR audits are done, it will be easy to identify how much the CSR has helped in development. There are methods of conducting impact studies for these development interventions. Having said so, one need not get disheartened that sustainable development is unachievable.There are many corporates in India who have achieved success in sustainable development. I was attending the International conference on CSR organised by Federation of Indian Chamber of Commerce (FICCI) at Delhi and found many successful CSR Case Studies. The need is to share the experiences among corporates in the country. I queried to explore the possibility of pioneering organizations in CSR to mentor the new comers or less experienced organization. CSR&COMPETITIVENESS I AUGUST, 2015 www.csrcompetitiveness.org

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Having analyzed the attitudes and perception of the stakeholders in CSR it is concluded that there is wide gaps among corporate houses about implementing CSR in its true perspective.

The response provided by the speakers was not encouraging. Still we feel there is scope for such platforms where we learn from our experiences. The SEBI, ICA & FICCI etc have planned to establish the separate platform named Sammaan which will provide the list of implementing agencies (IAs) and accrediting them at later stage. It's a good initiative at the part of SEBI. State Bank of India has established a separate organization for CSR. Many corporates are planning to establish similar trusts and foundations. But fear still remains how one will recruit the change facilitators for CSR in these trusts and foundations. How Sammaan will differentiate the competence of NGOs in welfare functions and development functions. This requires lot of hard work to develop measuring parameters and recruiting tools. Prioritizing CSR Projects Selecting the activities under CSR is left on the CSR Committee in the organization as per the Act. It is said that the CSR Committee shall formulate and recommend to the Board, a CSR Policy which shall indicate the activities to be undertaken by the Company as specified in Schedule VII of the Act. The Committee shall recommend the amount of expenditure to be incurred on the activities, and monitor the CSR Policy of the Company from time to time. The activities mentioned in Schedule VII include n eradicating extreme hunger and poverty, n promotion of education, n promoting gender equality and empowering women, n reducing child mortality and improving maternal health, n combating human immune-deficiency virus, AIDS, malaria and other diseases, n ensuring environmental sustainability, n employment enhancing vocational skills, n social business projects, and n contribution to the Prime Minister's National Relief Fund or any other fund set up by the Central Government or the funds for the welfare of the SC/ST/OBC, minorities and women. In all these suggested activities under schedule-VII of the act one can carry out welfare activities as well as development interventions. It depends on the CSR Executives in organization how to strategize the CSR Interventions. This can be done more effectively if barriers and enablers in the target beneficiaries are properly identified by formative research or situation analysis against each activity of the schedule. Thereafter they need to be prioritized by them only. The welfare

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measures are weak in bringing sustainable change. It is always preferable if the issues are identified in the joint consultation mode or participatory consultation with focus on inclusion of the affected stakeholders and solutions to those problems also identified jointly. The development approach will bring higher level sustainability. Out of 9 category of activities first 6 activities require using soft interventions (C4D). Of course in the last 3 activity groups providing hardware inputs will have an impact. Need of baseline survey and Study I was reviewing the literature and many of them are talking about baseline surveys, Participatory Rural Appraisal (PRAs), Focus Group Discussions (FGDs) which have limitations to identify the barriers and enablers causing the problem. For each of the activities suggested in Schedule-VII specific tools will be needed. The techniques of problem diagnosis & situation analysis need to be used. There are many such tools available under Quality Circles, Kaizen, TQM, Work Study, Systems Study, Competency and Potential Mapping etc. It is used to be a golden rule in Systems Analysis and Design that problem well defined is half solved. So is true in CSR, a development issue well identified is half solved.Therefore the CSR Executives should put more focus on identifying a development problem. Even if they hire an implementing agency (IA), the corporate should not leave everything on the IA. If a problem identified in joint consultation with the target beneficiaries by involving majority of them, it will have higher level of ownership &sustainability. Having analyzed the attitudes and perception of the stakeholders in CSR it is concluded that there is wide gaps among corporate houses about implementing CSR in its true perspective. There are organizations like Tata Groups, A B Birla Groups, Reliance Groups who have become the role models of CSR Interventions on the other hand there are organizations who are still at the stage of only spending the budgets in the suggested activities in Schedule-VII rather having any priority to sustainable development of the community. This will take time when all the organizations come to common understanding of CSR. Disclaimer: The views expressed by the author in this feature are entirely his own and do not necessarily reflect the views of INDIACSR. Dr. S K Trivedi is the Executive Director at Indian Institute of Development Management, Bhopal. He can be reached at iidmbpl@gmail.com.

NEWS

Bhushan Steel Where Steel is Business and Environment is Passion 3 lacs trees planted in and around at Meramandli Plant in Odisha Bhushan Steel has undertaken a massive green drive in campus under which all possible vacant areas are being cleaned and converting into green by planting trees and developing gardens. Till now it has planted about 3 lacs trees in and around complex. also done tree plantation in surrounding areas in collaboration with district Forest Officer. So far the company has achieved 20% green coverage in the complex and n next 3-4 years we will achieve 33% green coverage. In house nursery has been established to cater its horticultural needs.

hushan Steel operates a 5.6 million ton per annum capacity integrated steel plant at Meramandli, Dhenkanal District in Odisha. It aims at the â&#x20AC;&#x153;environment friendly industrial operationsâ&#x20AC;? and has committed to improve their environmental performance through an integrated Environment management system which includes organizational structure, planning activities, responsibilities, practices, procedures, processes. and resources for developing, implementing, achieving, reviewing and maintaining the environmental standards to ensure sustainable development. In long term our environment management system is based on PDCA (Plan, do, check, act) cycles basis so that the company ensure continual improvement in our environment performance. Bhusan has established environmental policies and guidelines to set environmental objective and direct our activities to achieve our green goals. It has HSE Sankalp which is being read in every shift by employees. Head of the departments are taken HSE oath on every Monday. Besides above a Monthly HSE Sankalp Diwas is celebrated where all employees gathered at one place and Plant Head administers the oath to reaffirm our commitment towards health, Safety and Environment. It has an environmental

policy which guides us to make environmental priorities, set objectives and formulate environmental programs with time bound action plans. As a good corporate company it ensures to comply with all the environmental related statues. it ensures this by taking all clearances, consents and authorizations and submit all applicable environmental returns in time. It has installed state-of-art effluent treatment technologies for treatment of effluent generated in different production units. Quality of treated effluent is maintained as per norms and reused within plant complex in various purposes. No effluent is allowed to go out and thus zero discharge status is maintained. Sewage treatment plants have been established for treatment of sewage generated from colonies and offices. Treated water is used in irrigation of green areas in the complex. ESPs, bag filters, scrubbers, dry fog systems etc have been installed to maintain chimney emissions well with the norms. This helps company to maintain healthy environment in and around the complex Solid waste management includes proper collection, segregation, storage and reuse eco-friendly manner. Most of the solid wastes are used in sinter making for use in blast furnaces. Blast furnace slag is given to cement manufacturers. Fly ash is disposed into

mine void. Colony waste is managed through incinerator. Environmental monitoring is very important aspect of environment management to know the efficacy of all the pollution control systems deployed. Bhusan has installed the state-of-the-art stack, ambient air, water monitoring systems at various locations in the complex to monitor various parameters of environmental quality on continuous basis so that if anything goes wrong timely corrective actions can be taken. Bhushan Steel has undertaken a massive green drive in campus under which all possible vacant areas are being cleaned and converting into green by planting trees and developing gardens. Till now it has planted about 3 lacs trees in and around complex. also done tree plantation in surrounding areas in collaboration with district Forest Officer. So far the company has achieved 20% green coverage in the complex and n next 3-4 years we will achieve 33% green coverage. In house nursery has been established to cater its horticultural needs. At Bhushan housekeeping is of prime concern and it is taking utmost care to ensure clean and hygienic work place by doing cleaning of shop floor, roads, drains etc. for good hygiene at workplace, toilets and drinking water points have been provided and now change rooms at different locations have also been facilitated.

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INTERVIEW

We Need New Generation of 'Imagineers' Who Can Envision Sustainable Future: Wayne Visser When it comes to sustainability, India is the best of worlds and the worst of worlds. On the one hand, the sub-continent feels the worst impacts of climate change, water scarcity, poverty, income inequality and endemic corruption. On the other hand, India has a rapidly rising middle class, vast natural resources, an active civil society, a deep culture of ethics and first hand experience of the transformational dividends of technology.

ayne Visser is Author and Founder of Kaleidoscope Futures. He shared his vision and experiences with Rusen Kumar, Editor, CSR & COMPETITIVENESS. He says, we need to cultivate a new generation of 'imagineers' who can envision a sustainable future in which all of life – including humans – is able to thrive, and who are prepared to make it their calling to bring that dream into reality. At the same time, we need a proliferation of crack-squad problem-solvers – people who are highly proficient in the strategies of resilience and the skills of adaptation, who can help us all through the inevitable turbulence of a climate-damaged and conflict-fraught future. Here are the edited excerpts from the interview: How long have you been researching and teaching sustainability? I have been actively engaged with the topic of sustainability for almost 25 years. It began in 1990, when I attended two conferences organised by the international economics and commerce students organisation, AIESEC – one on wildlife management in Africa, held in Zimbabwe, and one on global business and sustainable development, held in Japan – both of which served to capture the voice of young leaders as input to the Earth Summit held in Rio de Janeiro in 1992. I also did a research dissertation on 'Green Marketing' for my Business Science Honours degree in 1991. The teaching began a few years later, in 1998, when I delivered a presentation on environmental management and a 2-day course on environmental accounting at the annual conference of the National Occupational Safety Association (NOSA) in South Africa. Since then, I have published 15 books on sustainable business (the first in 2002) and over 300 articles, chapters and research reports, as well as delivering over 280 presentations, lectures and courses while travelling to over 70 countries around the world.

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What inspired you to start and what is motivating you to keep going? At the time when I was a young undergraduate studying business, I was also fascinated by existential questions, which led me to explore the ancient wisdom of Hinduism, Buddhism, Taoism, Christianity and Islam, as well as the prevailing ideas of the New Age movement. Since all of these traditions are built on foundations of values and ethics, I became interested in how business could become a force for good in society. Companies were just beginning to think about sustainable development, which had been coined a few years earlier in the UN's Brundtland Report (Our Common Future, 1987). So it was a natural fit for me to become a student, advocate and ultimately an expert in sustainability. What keeps me motivated is the certain knowledge that today, over 20 years later, we are still failing to solve our global sustainability challenges like climate change and biodiversity loss. At the same time, I have a strong conviction that business's capacity to innovate solutions is seeding what I call the “syndustrial revolution” – namely an industrialization renaissance driven by the goal of increasing synergy between governance, economic, social and ecological systems.

What obstacles have you encountered during your journey? The first obstacle that I (and many others) have encountered is the perception that sustainability is a fringe – rather than a mainstream – concern, or even a luxury that only rich people in the West can afford to worry about. This flawed perception still exists, but it is now the exception rather than the rule, given the way that sustainability issues have risen up the global agenda in recent years. The second obstacle is the belief by many companies that sustainability can be tackled as a side-issue – for example, through philanthropy – without rethinking and redesigning how they make their products, run their businesses and deliver their services. The third obstacle is the failure of the market – and governments as their rule-makers – to properly incentivise sustainability, i.e. to reward long-term, sustainable investments and to punish short-term, predatory, extractive and consumptive corporate and consumer behaviours. All of these obstacles are surmountable, but not without wide

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sweeping changes in business, government and society.

How do you communicate the message of sustainability? Communicating sustainability is a really tricky balancing act. History has shown that we cannot scare people into changing their ways. But at the same time, we need to paint an honest, fact-filled picture of the seriousness of the challenges we face and the impacts our economic activities are having on people and the planet. On balance, however, I believe the message of sustainability has to be a positive one – a story of hope and inspiration, a window into what is possible for the future. Increasingly, I talk about the 5-S goals of futurefitness – creating a future for our families, communities, companies and society that is safe, shared, smart, sustainable and satisfying. If we frame the sustainability message in terms of these positive criteria for a better future, I believe we have a better chance of success. To use a metaphor, we should not be trying to wrestle an old, dry bone from the dog's mouth; rather, we should present a fresh, juicy bone as an alternative, so that the dog voluntarily lets go of the old in favour of the new.

Who do you think deserves attention nowadays concerning sustainability? First, we should be celebrating those companies and countries that are embracing the vision of net zero/net positive impacts, such as the strategic goals of zero waste, net positive (100% renewable) energy and carbon neutrality, water neutrality, zero tolerance for corruption, and so on. Second, we must shine the light on any companies that are actively addressing the rise in income inequality and the issue of women in leadership within their companies, as well as within their countries and the world. Third, businesses that are increasing levels of biodiversity are to be applauded, in recognition of the fact that, together with climate change, this is our biggest global tragedy in progress (WWF's Living Planet Index shows a 52% decline in populations of vertebrate species since 1970). Finally, we must support companies that have progressive and proactive policies for turning the current migration crisis into a positive opportunity, both for the hard-working, entrepreneurial migrants and for business and the host societies.

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INTERVIEW Who do you think is attracting unwarranted attention?

What are the most significant areas of sustainable responsibilities?

The world is awash with CSR and sustainability reporting awards, which I believe are at best a distraction and at worst a manipulation of real impacts. These beauty pageants of the corporate world seldom give an honest and balanced account of progress towards sustainability (or, more to the point, the lack thereof). The reason is that sustainability reporting focuses on adhoc activities of companies, rather than integrated impacts on society and the environment. In other words, they fail to connect the dots and tell us whether things on the ground – climate change, income inequality, loss of species, women in leadership, water scarcity, etc. – are getting better or worse. We are fixated on the parts, rather than the sum of the parts. Besides this, all the multiple sustainability rankings of largely the same companies over and over tend to be inconsistent, creating confusion in the market rather than clarity. Until we have truly integrated reporting and credible global sustainability ratings agencies, we will continue to applaud the captains of industry while the planetary ship goes down.

Anyone who truly wants to take responsibility for a sustainable future needs to be working on disruption, whether it be technologies that can disrupt the fossil-fuel fed dinosaur industries that are still thriving, or business models that can disrupt the trickle-up economics of today's capitalism, or purpose-inspired leadership that can disrupt the existentially bankrupt incentives that drive the soulless modern corporation. We need to cultivate a new generation of 'imagineers' who can envision a sustainable future in which all of life – including humans – is able to thrive, and who are prepared to make it their calling to bring that dream into reality. At the same time, we need a proliferation of crack-squad problem-solvers – people who are highly proficient in the strategies of resilience and the skills of adaptation, who can help us all through the inevitable turbulence of a climate-damaged and conflict-fraught future.

What are the social challenges before India, according to you? The biggest social challenge for India is governance. I'm not talking about corruption – although that is a creeping cancer that cannot be ignored – but rather about how a democratic country with over a billion people avoids death by inertia, precipitated by overshoot-and-collapse. The evidence so far from the rest of the world – albeit at a much smaller scale – is that the bureaucratic inefficiencies, institutional delays and myopic politics of democratic governance systems are failing to respond quickly enough or at sufficient scale to the sustainability crises that are looming. This overshoot-and-collapse behaviour was predicted in the 1972 'Limits to Growth' study of the Club of Rome and seems to have been vindicated in the ensuing 40 years. Simply put then, how does India convince its burgeoning middle class to adopt a lifestyle – and by implication a production and consumption model – that decouples economic growth from ecological impacts? Failure to do so will reverse all the incredible progress made in lifting hundreds of millions out of poverty in the past few decades.

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Your book 'Sustainable Frontiers' looks at unlocking change for a sustainable future. How can it be achieved? Sustainability is the new frontier. To reach it, we must start by letting go of the old ways that are not working, such as the take-make-waste industrial system, hostageto-shareholders capitalism, greed-fuelled executive compensation, consumption-addicted lifestyles, growthat-any-cost government policies and survival-of-theselfish corporate strategies. But letting go is difficult, because we are all hardwired to resist change. Therefore, the book provides eight keys to unlocking change, namely: transformational leadership, enterprise reform, technology innovation, corporate transparency, stakeholder engagement, social responsibility, integrated value and future-fitness. The golden thread that runs through the book is increasing connectivity, since connectedness is the ultimate catalyst for change. This is because innovation, integration and inspiration all stem from increasing complexity – that is to say, from more and better connections between people, institutions and ideas.

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Tell us about Kaleidoscope Futures? I set up Kaleidoscope Futures in 2011 as a research based think-tank consultancy, with the aim of envisioning and realizing a better life, bolder business and brighter future. This includes promoting the Kaleidoscope 5-S Future Fitness Framework (launched in Ecuador in 2012), as well as the Kaleidoscope 5-D Strategies for Resilience – defend, decentralise, diversity, decouple and define (first presented to the IFC/World Bank Group in 2013). Kaleidoscope Futures has published its research in the books Corporate Sustainability & Responsibility (2013), Disrupting the Future (2014) and The CSR International Research Compendium – Volume 1 (Governance), Volume 2 (Environment) and Volume 3 (Society). It has also published the free-to-download research report 'Transforming Corporate Accountability: The Revolutions of Reporting, Ratings & Social Media” (2015), and will soon release 'CSR 2020: Trends in Corporate Sustainability & Responsibility'. Kaleidoscope Futures has also co-produced a documentary called “Sinking Nation”, about the impacts of climate change on the Pacific island of Kiribati, which is due for global release in the next few months. We will be investing more in powerful documentaries in future, as I believe that artful storytelling is at the heart of inspiring action towards sustainability. How do you imagine the future of sustainability in India? When it comes to sustainability, India is the best of worlds and the worst of worlds. On the one hand, the sub-continent feels the worst impacts of climate change, water scarcity, poverty, income inequality and endemic

corruption. On the other hand, India has a rapidly rising middle class, vast natural resources, an active civil society, a deep culture of ethics and first hand experience of the transformational dividends of technology. I believe the future will bifurcate on whether Indian leaders grasp the dire necessity and immense opportunity of the syndustrial economy, or continue to place their faith in the doomed demi gods of consumerism-on-steroids and Philanthro-Capitalism. In the Consumer-Olympics future scenario , India faces growing inequality and its CSR-mandated philanthropy acts as nothing more than a Band-Aid on the haemorrhaging wound of winner-takes-all capitalism. In the syndustrial future scenario, India converts its growing prosperity to a renewable economy focused on shared well being, and teaches the rest of the world what it really means to survive and thrive through millennia. Dr Wayne Visser is Director of the think-tank and media company, Kaleidoscope Futures. His work as a strategy analyst, sustainability advisor, CSR expert, futurist and professional speaker has taken him to over 70 countries in the past 20 years to work with over 130 clients, ranging from companies like Coca-Cola, Dell, DHL and HSBC to international organisations like the UNEP, the World Bank and WWF. Wayne is the author of 24 books and a guest columnist for The Guardian newspaper. He has been recognised as one of the world's top thriveability leaders. He is also the Founder of CSR International and previously served as Director of Sustainability Services for KPMG and Strategy Analyst for Capgemini in South Africa.

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Impetus to Sustainable Mining Through New Mines and Minerals Development and Regulation DR HISHMI JAMIL HUSAIN

he Indian mining industry is characterized by a large number of small mines and is dominated by public sector. The liberalization policy at the national level is also accompanied by the globalization of mining operations. The mining industry has developed their own policy for sustainable mining in terms of health, safety, environment and communities for lengthening of the lifespan of mining operations. Mining companies have also made a framework by which the acquisition of large tracts of mineral lands globally and deletion of limitations to their control and use of such grounds so that mining activities should not affected by territorial boundaries. The various dimensional planning can be done on a globalized scale for good management of environment and communities. Due to extreme competition, to maintain their industrial place, the mining companies are looking globally and spreading in many countries in righteous way to acquire mineral lands. Some of Canadian mining companies having 1700 mine projects outside Canada and same way Australian, European and American companies are looking outside for developing the mines in India. Under Article 123(1) of the Constitution, on January 12, 2015 the Government of India has promulgated Mines and Minerals Development and Regulation (MMDR) amendment ordinance, 2015. This amends certain provisions of MMDR Act, 1957. The announcement of ordinance was necessary to address various critical problems in the mining industry due to which development of new mines is not happening and big loss in revenue due to illegal mining reported. In 2006, Indian Government appointed a High Level Committee (HLC) to review the existing mining policy and rules to align them with international best practices, simplifying procedures for grant of mineral concessions in short timeframe which could attract international companies and other important stakeholders to invest in

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the mining sector and generate revenue for social and economic development. HLC recommendations are adopted in the form of National Mineral Policy (NMP) 2008. To give effect to the policy directions in NMP, the Government has evolved a new MMDR Bill, 2011, after several rounds of consultations with the stakeholders. The Group of Ministers recommended the draft MMDR Bill, 2011 for introduction in Parliament. The thrust of the new mining policy being promulgated by the government is to move Indian mining towards privately owned large scale, mechanized mines. In India the areas of forests mineral, tribal habitation regions maps overlie each other and it is observed the distribution is more or less the same. In other words, India's major mineral reserves are under its richest forests and in the watersheds of its key rivers. An estimated 1.64 lakhs of forest land has been diverted for mining in the country. Forest land diversion for mining has increased. Delays in environment and forest clearances need to be resolved by Ministry of Environment, Forests and Climate Change for providing unhindered support in growth of mining. Through the new MMDR Bill, 2011 government wants to revive the mining sector and is committed to strengthen important economy pillar for growth and development. The auction of the identified resources will attract serious investor actually those who want to participate and harness the economic growth. This will help in generating the revenue and transparency. Under MMDR Bill, 2011 new classification of minerals will also lead to systematic and scientific exploration for which dependency of states will be lessened on centre. Implementation of MMDR Bill, 2011 is important to curb illegal mining and hefty penalties through the National Minerals Exploration Trust (NMET) to give impetus to exploration, removal of prior approval and reduce waiting time for approval. At the grass root level, with the help of District Mineral Foundation (DMF), concern of mining affected people plan to resolve at district level. Falling production of iron ore and

minerals even today Indian mining industry has not seen the type of exploration as seen in USA, Australia and Canada. This will allow the government to have a dedicated fund for undertaking exploration. In addition, the transferability would permit flow of greater investment to the sector and increasing efficient mining. The MMDR Bill, 2011 also provides simplified procedures and removal of delay. It suggests the State Governments to devise a system for filing of a mining plan preventing need for approval by the Central Government. In respect of ten minerals in Part C of First Schedule (Asbestos, Bauxite, Chrome ore, Copper ore, Gold, Iron ore, Lead, Manganese ore, Precious stones and Zinc). State Government needs to obtain the prior approval of the Central Government before the grant of mineral concession but this amendment removes the need for prior approval from the Central Government, thereby making the process faster and simpler. Approval of mining plan by the Government would no longer be mandatory as a provision permitting the State Governments to devise a system for the filing of a mining plan which obviate the need for approval by the Government. The Central Government has been given powers to intervene where state governments do not pass orders within prescribed timelines. This will help in eliminating delay. The challenges before large mines to get suitable land for people who are going to be affected or displaced by their activities are important. The use of different forest and agricultural lands which cause erosions, sediment in a channel, deforestation, desertification, flattening of mountains and creating denuded and degraded lands due to mining is also second challenge. Pollution of air, water and soil due to mining is a big problem. To combat that mining companies are committing to allocate big budget for environment conservation with national and international environment conservation agencies and societies. So the MMDR Bill, 2011 ordinance is a very essential government step for resolving mining industry challenges by facilitating law and drawing a strict line for environment conservation and community development for sustainable mining. On January 22, 2015 Government of India started allotment process for 36 coal mines as encouraging step to attract revenue, providing transparency and reduce approval delay.

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coal are forcing India to depend on other countries. We need to increase our production of minerals and metal to strengthening the 'Make in India' vision. The MMDR Bill, 2011 gives an opportunity for better use of legal environment and attracting investment from companies for developing scientific and sustainable mining with the consultation of local people to notify area for mineral concession with approved closure plan. Currently in notified area of mineralization for prospecting will be based on resource size and value addition. States may call applications and directly grant mining concession through bidding based on financial and technical report. This will also help to fix the minimum price of resources and small deposits could also be explored by cooperatives. The establishment of National Mining Regulatory Authority for major minerals guides the State Governments to setup minor mineral State Authority. The provision of Central and State Cess would help in developing the Mineral Funds at National and State Level for capacity building in mining sector. For benefit sharing net 26% profit in case of coal and royalty in case of other minerals for people who are having traditional rights in mining area and impacted due to mining. In the MMDR Bill, 2011 there is a provision as well to establish special courts at the State level for speedy disposal of the illegal mining case and enhanced penalties up to debarment of person convicted of illegal mining for future grants and termination of all mineral concession for violation of provision of the Act. The salient features of MMDR 2011 are: n Open auction of mining resources n Attract investors for mining n Provision for compensation to affected people quickly n Provision of financial support for exploration n Simplification of procedure and reduced delay n Stronger guards to control illegal mining Open auction of mining resources will bring more transparency in granting mining lease and increase duration of mining lease from 30 years to 50 years which will give an opportunity to use the mining resource for a longer time. The existing mines will not require the second and subsequent renewals for mining. Due to long delays in lease approval which led to closure of large number of mines leads to unemployment. Government has kept the interest of mining lease holders in mind so that they are not adversely affected due to new MMDR Bill, 2011. Mining lease holder is not likely to be put into any destitute condition. It is anticipated that this would directly permit such closed mines to start their operations. The provision of establishment of DMF in district is designed to address the grievance of the civil society and affected people from mining. The proposal of creation of NMET will support the exploration of new

Dr Hishmi Jamil Husain is having more than 15 years national and international experience in the field of Environment Management and Sustainable Development. He is on board of several national and internal bodies. He is visiting faculty and distinguished speaker in India and aboard on biodiversity conservation, sustainable development, legal compliance, social corporate responsibility and environment management. His background in geology, environment science and development economics allows him to empathize with those who seek an understanding of sustainable development. The Author can be reached athishmi.husain@gmail.com and 9755593238 CSR&COMPETITIVENESS I AUGUST, 2015 www.csrcompetitiveness.org

NEWS

CCI Imposes Rs 671-cr Penalty on Four Public Sector General Insurers for Manipulating the Bidding Process

They were found manipulating the bidding process initiated by Govt of Kerala for selecting an insurance service provider for Rashtriya Swasthya Bima Yojna

he Competition Commission of India has imposed a total penalty of Rs 671.05 crores on four public sector insurance companies for manipulating the bidding process initiated by the Kerala government for selecting the service provider for the Rashtriya Swasthya Bima Yojna (RSBY) for 2010-11, 2011-12 and 2012-13. The final order was passed by the regulator on July 10 in a matter, which was taken up suo moto following an anonymous complaint received by the Commission. This complaint was against National Insurance, New India Assurance, Oriental Insurance and United India Insurance alleging contravention of the provisions of the Act, which deals with anti-competitive agreements, including bid rigging. RSBY is a government-sponsored health insurance scheme for those living below the poverty line (BPL). Beneficiaries under the scheme are entitled to hospitalisation coverage up to Rs 30,000. Beneficiaries need to pay only Rs 30 as

registration fee, while Central and state governments pay the premium to the insurer selected in a bidding. The commission said the conduct of these companies could have resulted in manipulation of the bidding process in contravention of the provisions of the Act. Sources said these insurers will offer their clarifications and would appeal against this order. While imposing the penalties, CCI noted, in the present case related to bid rigging in public procurement for social welfare schemes, the beneficiaries of which were BPL families and as such the same was taken as an aggravating factor. Penalties of Rs 162.80 crores, Rs 251.07 crores, Rs 100.56 crores and Rs 156.62 crores were imposed on National Insurance, New India Assurance, Oriental Insurance and United India Insurance, respectively. It would also meet regularly to monitor the facilitation process and issue directions to the authorities concerned.

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NEWS

CCI Imposes Penalty on KFEF and FDA for Contravening Competition Law CCI also found that during the period of contravention, the President and General Secretary of KFEF and FDA were actively involved in the affairs of their respective associations and as such they were responsible for the anticompetitive decision making by their respective associations. Accordingly, financial penalties were imposed upon them under section 48 of the Act.

ompetition Commission of India (CCI) has found Kerala Film Exhibitors Federation ('KFEF'), an association of theatre owners, and Film Distributors Association, Kerala ('FDA'), an association of film distributors, in contravention of Section 3 of the Competition Act, 2002 ('the Act'). The Informant, Kerala Cine Exhibitors Association ('KCEA'), had approached CCI alleging anti-competitive conduct by KFEF and FDA in not allowing screening of new films in the theatres owned by members of the Informant. Consequent upon detailed investigation by Director General, CCI concluded that the conduct of KFEF and FDA in agreeing on the number of theatres where the new movies would be released resulted in restricting/ limiting the release of new movies. CCI found that KFEF ensured that despite having necessary infrastructure and appropriate classification/ grading from the Committee appointed by the Government of Kerala, the theatres owned by members of the Informant were not getting fresh releases/ new movies. It was observed by CCI that any industry player who flouted the said mandate of KFEF was boycotted by the members of KFEF. Accordingly, CCI held that by controlling

and limiting the distribution of movies to pre-determined release centres in Kerala through an agreement, OP-1 and OP-2 have infracted the provisions of section 3(3)(b) read with section 3(1) of the Act. Further, CCI imposed a penalty of Rs. 56,134/- (Rupees Fifty Six Thousand One Hundred Thirty Four only) upon KFEF calculated at the rate of 7% of its average income. Keeping into consideration the mitigating factor that FDA succumbed to the diktats of KFEF to protect the commercial interest of its members, a penalty of Rs. 45,189/- (Rupees Forty Five Thousand One Hundred Eighty Nine only) was imposed upon it, calculated at the rate of 3% of its average income. CCI also found that during the period of contravention, the President and General Secretary of KFEF and FDA were actively involved in the affairs of their respective associations and as such they were responsible for the anti-competitive decision making by their respective associations. Accordingly, financial penalties were imposed upon them under section 48 of the Act. The order of CCI was passed in Case No. 45 of 2012 and a copy thereof has been uploaded on the website of CCI at www.cci.gov.in.

CSR&COMPETITIVENESS I AUGUST, 2015 www.csrcompetitiveness.org

SPEECH

Prof. Colin Coulson-Thomas

The 17th World Congress on Environment Management held was held on 10-11th July 2015 at the Hotel Le Meridien, New Delhi, India. Article is based on the speech delivered to 17th World Congress on Environment Management

Environmental Governance, Innovation and Entrepreneurship: Asking the Right Questions

his year is the 30th anniversary of Innovation '85, an activity I conceived for Rank Xerox. It was attended by over 20,000 decision makers. The event attracted Royal and diplomatic visitors and a display by the Royal Air Force's aerobatic team the Red Arrows. The exhibition covered the history of innovation. A common feature of many breakthroughs was that those causing them asked the right questions. Is effective environmental leadership, governance, innovation and entrepreneurship about asking the right questions? Are we focused on reducing carbon emissions, while overlooking the extent to which our activities are also reducing biodiversity? What could your company and its supply chain do to enhance biodiversity? Are social impacts of our built environments being overlooked?

How accessible for the disabled are they? Do they create positive feelings and improve performance? Do they enable interaction as opposed to causing isolation? Do they inspire the creativity and innovation we need to address environmental issues, challenges and opportunities? Responsible leadership is about choices - making the right calls, selecting the best alternatives, establishing priorities and balancing contending forces. Are growth and development contributing to congestion, pollution and ill health? Are we protecting our architectural, artistic and cultural heritage as old buildings are swept away? Should we renovate rather than replace? Are we overlooking effective local solutions? Some traditional cooling towers were more environmentally friendly than current

CSR&COMPETITIVENESS I AUGUST, 2015 www.csrcompetitiveness.org

air conditioning. Environmental improvement can raise commercial returns. The regeneration of UK waterways and derelict docks has boosted employment, growth and property values. Cleaning up rivers can yield leisure, health and lifestyle benefits, as well as encouraging tourism and other commercial activities. The world's most visited place is not a world heritage site but a shopping mall in Dubai. The most polluted shopping location in the UK is Oxford Street. If regulators, retailers and transport authorities worked together reduced traffic flows could benefit shoppers, retailers and landlords. Responsible business can be profitable business. Could your purchasing power be used to better effect? Could you part fund a supplier's development of more

environmentally friendly packaging in return for a share of resulting revenues? Freedom encourages innovation. New models of network and virtual organisation - and new ways of working, learning and consuming - free people from activities at particular times and places. Such developments and greater use of intelligent homes, offices, robots and support tools can deliver environmental benefits. Compelling visions can engage, excite and bring together the know-how, technology and finance needed for their implementation. If you lack resources and capabilities you can collaborate with those who have missing pieces of the jig-saw puzzle. Innovation '85 showed the importance of vision. Two potential collaborators - the Royal Navy and Royal Air Force - told us they had already agreed their budget and which events they would support. They said we were short of time for implementing our plans. However, they felt our vision was exciting and they supported it. Others followed. How compelling is your environmental vision? How joined-up are the elements of your strategy? Could your company contribute to smart city, town and village initiatives and benefit from them? Some projects are so complex that even Governments find them difficult to handle. A network of collaborations may be required to build an airport or metro network, replace sewers or construct nuclear power stations. Established companies sometimes protect existing investments, where innovative and entrepreneurial ones create new options and better alternatives. Directors should challenge entrenched assumptions. Are there different and more sustainable models of growth? Could different policies and practices simplify and enhance our lives, while protecting and improving physical and aesthetic

SPEECH

Established companies sometimes protect existing investments, where innovative and entrepreneurial ones create new options and better alternatives. Directors should challenge entrenched assumptions. environments? Activity can replace thinking. Should you rush to meetings, answer emails or reflect? When did you last watch the tide come in and out, or a flower open and close, and quietly reflect? Directors and boards should probe and question strategies, priorities and approaches.Will governance arrangements cope with the speed and scale of adjustment required? How do we engage with stakeholders and ensure informed debates? Are we getting the right balance between immediate pressures and longer-term concerns? How do we fund progress along learning curves and prepare for the future while remaining competitive? Will the Made in India initiative put pressure upon resources and your ability to attract skilled labour? Or will it create new clusters thatspur innovation and strengthen local suppliers? Questions stimulate the search for solutions. Today's questions determine our tomorrows. How do we achieve more with less? Rather than change corporate cultures, are there quicker, more sustainable and less disruptive ways of simultaneously achieving multiple objectives? There are affordable steps that can be taken. Customers could be given support tools to help them make more responsible, sustainable and healthier purchase and consumption decisions. Performance support can also make it easier for people to excel at difficult jobs, speed up responses, reduce costs, ensure compliance and deliver other benefits for people, organisations and the environment. Innovative, responsible and sustainable responses could restore trust and lead to less intervention and greater reliance upon market mechanisms. They could produce closer and more productive public-private collaboration, as each better appreciates the contribution of the other.

Pope Francis asks: are we â&#x20AC;&#x153;lords and masters, entitled to plunder at willâ&#x20AC;?? He called for a 'moral' approach. You have capabilities he lacks. You can employ practical, innovative and responsible business approaches. You can engage, utilize and deploy people, resources and capabilities to develop and implement more sustainable and beneficial business strategies. Prof. Colin Coulson-Thomas holds a portfolio of board, public and academic appointments in the UK and India. He has helped companies and public and professional bodies in over 40 countries to harness more of the potential of directors, boards, management teams and corporate capabilities to improve performance and deliver multiple objectives. He is a member of the business school team at the University of Greenwich, Director-General, IOD India, UK and Europe Operations and leads the International Governance initiative of the Order of St Lazarus. Colin is also a member of the General Osteopathic Council and chair of the council's Education and Registration Standards Committee and chair of the Audit and Risk Committee of United Learning, which is the UK's largest operator of academies and independent schools. Author of some 70 books and reports he has held professorial appointments in Europe, North and South America, the Middle East, India and China, and has spoken at over 300 national and international conferences. He was educated at the London School of Economics, the London Business School, UNISA and the Universities of Aston, Chicago and Southern California. A fellow of seven chartered bodies he secured first place prizes in the final examinations of three professions.His latest books and reports are available from www.policypublications.com. He can be contacted at colin@coulsonthomas.com.

CSR&COMPETITIVENESS I AUGUST, 2015 www.csrcompetitiveness.org

NEWS

Soft Bank Corp Partners with Bharti Enterprises &Taiwan's Foxconn For Solar Projects in India

apan's SoftBank Corp & Bharti Enterprises and Taiwan's Foxconn have come together to invest about $20 billion in solar projects in India, in one of the biggest investment pledges to date in the country's renewable energy sector. SoftBank, which previously said it would invest $10 billion in India over time, said that the companies had agreed a minimum commitment of generating 20 gigawatts of energy. SoftBank will have majority control in the newly formed company, SBG Cleantech, with Bharti and Foxconn as minority stakeholders. “India has two times the sunshine (of) Japan,” Softbank Chief Executive Son told reporters in a conference.The cost of construction of the solar park is half of Japan. Twice the sunshine, half the

cost, that means four times the efficiency.” Masayoshi said the timeline for investments would depend on state and central governments and on acquiring land needed for the plants. The rapidly falling cost of solar power, expected to reach parity with conventional energy by 2017, has ignited interest in its potential in India, as the country steps up its own efforts to encourage investment in renewable energy. Despite more than 300 days of sunshine a year, India relies on coal for three-fifths of its energy needs, while solar supplies less than 1 percent. Prime Minister Narendra Modi has looked to industry for help in funding what government advisers hope will be a $160 billion push into renewable

energy over five years. He aims to make India one of the world's largest renewable energy markets, targeting 100,000 MW of output by 2022 from just 3,000 MW currently. But analysts say India's target will be difficult to reach, given weak finances of electricity distribution companies that would buy in solar energy and the slow pace at which land for plants is made available. Masayoshi says Foxconn would help with planned solar equipment for the projects. The companies are looking at manufacturing equipment in India, a further boon for Modi who has sought to boost the portion of equipment made at home. “India can become probably the largest country for solar energy,” He said.

India: Intel keen to Partner Digital India Intel is targeting the creation of 5 million digitally literate Indians by December 2015. For that, it has created activity charts to make learning more relevant to rural areas and to provide app-based learning.

lobal computer chip-maker Intel is looking to leverage on India's digital initiatives. The company is partnering several Indian states in their digitalisation efforts with a focus on about 10 States. “Intel's technology leadership makes it an exclusive expert in delivering end-toend solutions which are vital for Digital India” Srinivas Tadigadapa, Director – Enterprise Solutions, Intel South Asia, said while addressing media roundtable on Intel's roadmap to a Digital India. “Intel's blue print for Digital India is based on the three pillars of digital

infrastructure, which includes data centre and Internet of Things (IoT), clients, devices services and importantly capacity building, which will come out with digital education. We will work with large system integrators to implement it.” "The challenges for Digital India were that all-India household PC penetration was at 17 per cent and Internet penetration was at 15 per cent. Further, smartphone penetration was around 10 per cent, tablet penetration at around 1 per cent and broadband penetration at around 5 per cent, Tadigadapa said.

CSR&COMPETITIVENESS I AUGUST, 2015 www.csrcompetitiveness.org

Satish Jadhav, Director – IoT, Embedded Sales Group, Intel South Asia said IoT was one of its fastest growing businesses for Intel. “We are bullish and focused on industrial, transportation and energy on the whole and from the India perspective, retail and e-governance are also important”. Intel is targeting the creation of 5 million digitally literate Indians by December 2015. For that, it has created activity charts to make learning more relevant to rural areas and to provide app-based learning.

NEWS

NTPC & SECL to Give 100 Crore Each For Govt. Medical College & Hospital at Naya Raipur The largest thermal power generating company in the country, Goyal said, had also decided to fund for setting up of an Innovation Lab in the IIIT campus to help students take up scientific research training and innovation projects.

ational Thermal Power Corporation (NTPC) and South Eastern Coalfields Limited (SECL) will set up a medical college and hospital in Chhattisgarh, Union Minister of State for Power, Coal and Renewable Energy Piyush Goyal recently announced Addressing a press conference here after reviewing the functioning of energy, mining and industries departments in Chhattisgarh with Chief Minister Raman Singh, his ministers and other senior officials, Goyal said NTPC and SECL would provide Rs 100 crores each for the medical project which would have special wing for cancer patients. Earlier, Piyush Goyal inaugurated the International Institute of Information Technology (IIIT) at Naya Raipur capital built jointly by the Chhattisgarh government and NTPC at a cost of Rs 200 crore. Speaking on the occasion, Chief Minister Raman Singh named the institute after the first Union Industries Minister Dr Samapada Mukherjee to mark the leader's death anniversary today. The academic session of the institute spread over an area of 50 acres, is scheduled to start from August 10.

He also announced an assistance of Rs 20 crore by NTPC for developing an engineering college near its Super Thermal Power Project at Sipat in Bilaspur district and a Trauma centre at Korba. The largest thermal power generating company in the country, Goyal said, had also decided to fund for setting up of an Innovation Lab in the IIIT campus to help students take up scientific research training and innovation projects. The Union Minister said mineral rich Chhattisgarh state would earn Rs 1,10,990 crore as royalty from coal mining in the next 25-30 years following fresh auction of coal blocks in the state under the new policy. He criticised the previous Congress-led UPA government for giving away coal blocks to its partymen and others across the country free of charge. Goyal also expressed satisfaction over 12.3 per cent growth in production of coal by Coal India Limited. He also praised the Chhattisgarh govt. for having developed energy efficient pumps for irrigation, smart meters for elecricity consumers and LED bulb programme to light streets and households in order to reduce burden on consumers.

CSR&COMPETITIVENESS I AUGUST, 2015 www.csrcompetitiveness.org

NEWS

India School Principals Conference to be held at Raipur on 23 August

school

August 23, 2015 | Sunday | Raipur, Chhattisgarh

Such kind of forum is very much required for the state like Chhattisgarh where education and development of educational institutions is the prime agenda of the Govt. I believe that the forum will help to understand the current educational scenario of the state. DR JAWAHAR SURISETTI Psychologist and Education Advisor to Govt. of India

ndiaCSR, the largest CSR network, is organizing ‘India School Principals Conference’ (Key Note Address, Panel Discussion, Awards, Networking) at Raipur, the capital of Chhattisgarh state on August 23, 2015, Sunday. This is the first it’s kind of national forum to be held at eastern part of the country. Interested stakeholders are cordially invited to be part of in this national level conference. Detailed information can be found at www.pc.indiacsr.inIndia School Principals Conference logoThe forum believes that empowerment of the principals through participation in school principals’ conferences will do provide much needed impetus, opportunity and ambience for selfreflection, peer learning and collective wisdom. Around 100 school principals, managements, educationists, administrators are expected to congregate, representing regions, types and strata of schools, thus constituting a microcosm of India’s schools professionals. Forum invites who are achievers in the area of education would enlighten the audience with their vast knowledge and experience. Listening to these speakers would not only be a sheer delight but would facilitate knowledge sharing and

a learning experience. Rusen Kumar, Director and Editor IndiaCSR said, “The conference is designed for educators on the front lines — teachers, superintendents, counselors, district and state administrators, and especially principals — who have a huge impact on education world and as well as student success. Principals Leadreship continues to be the focus of the conferences.” “The drive and motivation for school principals’ is our humble endeavour to provide a structured platform to school leaders to discuss, debate, and recommend changes and innovations and advocate a way forward, share their experiences and good school praxis, suggest policy and practice initiatives to make school education relevant and a preparation for life and network with peers for school improvement processes.”, he added. Dr Jawahar Surisetti, Psychologist and Education Advisor to Govt. of India said, “Such kind of forum is very much required for the state like Chhattisgarh where education and development of educational institutions is the prime agenda of the Govt. I believe that the forum will help to understand the current educational scenario of the state.

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Key Takeaways School Promoters: Learn new dimensions of future school education. Principals/Headmasters: learn new ways to lead and inspire your entire school community. Teachers: explore new strategies, lesson planning ideas, and classroom management techniques. Administrators: get the latest ideas and best practices to support staff development. Everyone: Visit the Exhibition and explore the latest products, services, and technologies that are transforming schools today. Who is this relevant to: n Principals n Educationist n School promoters n Technology providers n Researchers n Consultants n Entrepreneurs n CSR Leaders Expression of interest to sponsor, partner, speak, participate, exhibit can be sent at conference@indiacsr.in or may be contacted at 9981099555.

to be held in Pune on 27 Nov 2015

ndiaCSR has announced the 2nd Edition of Global Sanitation Summit & Awards (Conference, Exhibition, Networking) on Sanitation & Toilet issues and the Summit titled ‘Sanitation for all – Toilet First’. The Second Edition of Sanitation Summit 2015 ‘Sanitation for All – Toilet First’ will take place in India. Venue: Yashada, Pune, Maharashtra, INDIA Date: 27 November 2015, Friday For expression of interest for Speakership, participation, sponsorship, partnership Contact: conference@indiacsr.in or 9981099555 Keep visiting the website of the event www.globalsanitationsummit.indiacsr.in for more updates. For the technology, products and service providers in the area of sanitation and toilet, it is an excellent opportunity to showcase their innovation, innovative product, services and advancements. The summit is aligned to ‘Swachh Bharat Mission’ (Clean India Initiative) of our visionary Prime Minister Narendra Modi. IndiaCSR is an active participant of this noble mission to support and create national level forum to discuss various issues related to the toilet and sanitation, health, education, women empowerment and behavioral change for wider social good. To actualize the achievements of Millennium Development Goal (MDG)

target to reduce by half the proportion of the 2.6 billion people without access to basic sanitation by 2015. IndiaCSR believes that the summit would highlight the problems allied with lack of sanitation facilities and toilets and would also make resolutions to achieve Nation Sanitation Goals by 2019 as a tribute to the birth anniversary of Mahatma Gandhi, by eliminating the unhealthy practice of open defecation. Indian Government has envisioned a great mission to develop separate toilets for boys and girls in every school in the country, by 15th of August 2015? Rusen Kumar, Director, IndiaCSR Group said. “The Summit will involve some of the most reputed and competent Indian and International speakers from government and private sectors, research agencies, innovators, social scientists and thought leaders dealing in sanitation and toiletries industries in the country. There will be 30 speakers and more than 200 participants projected in this exclusive summit” Rusen Kumar added. The Summit would provide a forum to initiate a dialogue and enlighten the delegates on various issues related to sanitation, toilet movement, woman empowerment, women dignity and girl child education etc. The summit provides excellent networking opportunities with leading professionals from Govt. Corporate Social Responsibility professionals, NGOs leaders, corporate professionals and other experts.

NEWS

Global Sanitation & Toilet Summit & Awards

You will also have the opportunity to turn your biggest challenges into your greatest accomplishments when you learn from the experts, leaders and distinguished attendees. A number of research agencies, social scientists and thought leaders dealing in sanitation and toilet issues from the country will be participating in the summit. More than 20 speakers and 200 participants are expected to gather in this one day summit. Summit invites your active participation and solicits inputs from you in terms of ideas, thoughts, innovations and strategies to help make our country a better place to live in. The summit invites: n Thought Leaders n Policy Makers n Philanthropists n Experts in the area of Sanitation, water, environment, education and woman empowerment n People involved in strategic planning and operational functions n Decision makers involved in planning and execution of Corporate Social Responsibility (CSR) Projects n Leaders from projects and developmental agencies n Leaders from project implementation agencies in the area of sanitation and toilet n Leaders from Product Innovations and technology providers and manufactures n Leaders from NGOs, NPOs, Corporate Foundations, Trusts n Social entrepreneurs and any person dedicated towards a positive social change for this greater cause.

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