Convention 2014

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A Journal of the INSTITUTE OF DIRECTORS • February 2014 • India
Volume. XIX No. 02/2014 / 45/- `
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Golden Peacock Awards, established for over 23 years, by the Institute of Directors, India are now
regarded as a benchmark of Corporate Excellence in India and now increasingly abroad. No award
has achieved such respectability as the Golden Peacock. Today, the Secretariat receives over 1000
entries from over 25 countries annually. The quality of entries is evidence of their unwavering
commitment to continuous improvement and achieving world-class performance. Golden
Peacock Awards has given remarkable boost to the industries through its self-assessment process.
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13 - 15 April 2014
Board Effectiveness:
Constructive Challenges in the Boardroom
Theme:

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PAGE 3
Report
P- 44
Strategizing CSR – Creating Shared Value
Namita Vikas
CSR for Nation Building
Lt. General Rajender Singh (Retd.)
A Social Business Model to Increase Healthcare
Access For 'bottom of Pyramid' in Rural India
Sundeep Kumar
India Corporate Responsibility Reporting Survey 2013
KPMG India
P- 13
P- 18
P- 22
P- 5
CONTENTS
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Pradeep Chaturvedi
SUB EDITOR
Reji Mathew
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Total Pages - 56
EDITORIAL BOARD
Lt Gen JS Ahluwalia, PVSM (Retd.)
Pradeep Chaturvedi
Manoj K. Raut
Ashok Kapur, IAS (Retd.)
IOD (HEAD OFFICE)
FROMTHE
EDITOR
The 'power of brands' has become more vital for
sustainability of businesses due to competitive market
place, which is rapidly shrinking in view of the internet
revolution. Brands give satisfactory level of comfort for
people to buy and use products in the long run. Recent
observations indicate that brands appear and disappear
very rapidly mainly due to disconnect between the
brands and its customers. A number of reasons could be
assigned including from planning by the boards at the top
level to after sales service. There are a number of
elements that need to be taken care of. IOD has recently
concluded an important International Conference on
“Strategy to Leverage CSR for Competitive
Advantage”.The participants and experts focused on
corporate citizenship where CSR was defined as a new
agenda beyond governance. CSR was also reflected as
unlocking the value and serve as a driver of social
inclusion, sustainability and profits. The social
entrepreneurs were considered to unlock the social value
of companies. Strategic corporate planning was
considered a challenge for boards; but that provides the
best way of preparing for sustainability of business.
The conference was an important event concluding the
th
24 year of IOD and leading the way to Silver Jubilee
Year. IOD is recognised to have brought around a silent
revolution in boardroom practices leading to sustainable
development practices. IOD is the initiator of the
movement in the country through training of our
Directors to attain their leadership role. Its efforts have
brought around significant impact on building
tomorrow's boards by focusing on ethical, transparent,
accountable and equitable decision making processes.
IOD while focusing on training of Directors has
continuously studied the employability concept. A
recent study conducted by TeamLease Services reflects
that less than 10% of Indian MBA graduates are
employable. The study has found that less than half of
the students tested have some knowledge of key industry
terms and concepts in their areas of specialisation.
Being employable requires for a candidate to learn and
imbibe aspects which are not taught formally in the
academic institutions. Employability of a candidate
largely depends on his/her understanding of academics
with reference to the industry norms and practices.
Experts have realised that to improve employability of
candidates the faculty should be composed of the
industry experts. The teaching methodology should
compulsorily have case study approach. This structural
change will enable the students to learn from industry
experts, know what industry needs and helps to
understand and adapt the changing needs of the industry.
IOD has very appropriately launched its Masterclass for
independent Directors that has faculty drawn from
amongst the experienced practitioners and who
implement the case study models for imparting
knowledge. This approach has helped in creating a
critical mass of trained personnel to become independent
directors and fulfil the requirement of the Companies Act
2013.
While entering the Silver Jubilee Year IOD has many
laurels and feathers in its cap, attained as first time efforts
during the last 24 years. IOD's efforts of creating a base
of over 5000 business professionals trained to become
independent directors will ensure proper and appropriate
regulation and management of companies. The training
received by them in Masterclass Courses for Directors
will make them employable as independent directors.
SENIOR MANAGER - BD
Arijit Ghosh
Pradeep Chaturvedi
Vice - President, IOD
Employability of
Independent Directors
9
th
Reflections on 8 International Conference on Corporate Social Responsibility, 2014
Colin Coulson-Thomas
13 Strategizing CSR – Creating Shared Value
Namita Vikas
18 CSR for Nation Building
Lt. General Rajender Singh (Retd.)
22 A Social Business Model to Increase Healthcare Access For 'bottom of Pyramid' in Rural India
Sundeep Kumar
28 Golden Peacock Awards
Winners Highlights of Achievements 2013
44
A Report
8th International Conference on Corporate Social Responsibility
India Corporate Responsibility Reporting Survey 2013
KPMG India
5
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MANY THINK ABOUT
CHANGING THE WORLD
WE ARE ACTUALLY DOING IT
Transforming Corporations through our holistic
programmes. We together can create a better world
Golden Peacock Awards
A Strategic Tool to Lead the Competition
Connect with
over 30,000 Sr. Executives
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Bengaluru • Canada • Chennai • Dubai • London • Mumbai • Trivandrum
Corporat e responsi bi l i t y
reporting, now a mainstream
business practice
The need for business transparency and
accountability has never been so
strongly felt as it is now. This is a
reflection of how the recent incidents
involving Government and corporates
shaped increasing stakeholders' demand
for responsible corporate behaviour and
transparent corporate reporting.
Corporate Responsibility also referred
to as 'sustainability' or 'business
responsibility' looks at the ethical,
environmental and social aspects of
busi ness beyond t he f i nanci al
parameters. Reporting on corporate
responsibility (CR) is now becoming a
mainstream business practice across the
globe. According to the KPMG Survey
of Corporate Responsibility Reporting
2013, CR reporting is undertaken by 71
percent of large companies across 41
nd
countries. Similarly, the 2 KPMG India
Corporate Responsibility Reporting
Survey released in December 2013
reveals that almost three quarters (73
percent) of large Indian companies
report on Corporate Responsibility in
one form or the other.
The survey analyses reporting trends of
N100 companies - top 100 (by gross
revenues for financial year 2012-13)
publicly listed entities in India. The
research and analysis was conducted on
the quantitative trends and qualitative
aspects of CR reporting. . Consistent
with the KPMG International Survey of
Corporate Responsibility Reporting
methodology, the qualitative analysis
was conducted for seven key quality
aspects. The N100 CR reporters
(maximum score of 100) were scored
with the appropriate scoring weightage
criteria assigned to each of the quality
aspects.
Regulation drives reporting
Regulatory developments over the past
two years have set the momentum for
higher CR reporting rates in India.
Rel ease of Nat i onal Vol unt ary
Guidelines on Social, Environmental
and Economic Responsibilities of
Business (NVG-SEE) by the Ministry of
Corporate Affairs India in 2011 followed
by the SEBI mandate on Business
Responsibility Reporting for top 100
listed entities (by market capitalization)
has pushed ahead the CR reporting
agenda in India. Similarly, the
Department of Public Enterprise (DPE)
has issued Guidelines on Corporate
Social Responsibility and Sustainability
for Central Public Sector Enterprises
which sets the requirements for CR
reporting to assess the overall
performance of Central Public Sector
Enterprises. The other key development
that will impact CR disclosure is the new
Companies Act of India, 2013. The
landmark legislation includes Corporate
Social Responsibility (CSR) as
mandatory agenda item at the Board
level and requires companies to report
on their CSR policy, governance and
initiatives along with CSR budget spent.
The legislation advocates 2% of net
profits as a prescribed allocation for CSR
expenditure. At the same time, markets
have also responded with positive
developments such as the launch of S&P
BSE Greenex and Carbonex market
i ndi ces whi ch separat el y t rack
companies with better CR performance
and disclosure frameworks. All these
developments and market forces leave
little choice for companies to not report
on CR.
I T l eads CR report i ng,
Financial Services lag
CR reporting in India largely assumes
the form of limited discussion on
communi t y devel opment and/ or
environmental protection initiatives as
disclosed by companies in their annual
reports and websites. Based on KPMG
India survey, the number of top 100
(N100) companies which use standard
frameworks to report in CR is 45 and 31
companies have separate reports
comprehensively covering aspects of CR
startegy, governance, targets and
commitments, and performance. Sectors
which are natural resource intensive tend
to more comprehensively report on CR
with the Information Technology (IT)
sector being an exception. The IT sector
is among the leading sectors in CR
reporting with 100% of N100 IT sector
companies comprehensively reporting
on CR through separate reports. On the
India Corporate Responsibility Reporting Survey 2013
Quality Times, February 2014
5
other hand, financial services sector
remains the key lagging sector. Indian
CR reporters have one of the highest
external assurance rates. 81% of N100
companies producing a separate
comprehensi ve CR report have
demonst r at ed t hr ough ext er nal
assurance an enhanced credibility of the
information reported. Half of the
assurance statements are issued by major
accountancy firms.
Companies need to evolve in improving the quality of reporting
The survey analysed companies for quality of reporting through a scoring criteria on seven key aspects of reporting – strategy, risk
and opportunity; materiality; targets and indicators; suppliers and value chain; stakeholder engagement; governance for CR;
transparency and balance. Indian CR reports score 42 out of maximum possible 100 on quality of reporting as compared to score of
59 by global 250 large corporations.
Sector reporting rates
Quality – Aspect summary scores
Quality Times, February 2014
6
Quality – Sector summary scores
The analysis of CR reports in India
shows that many companies associate
CR with resource related risks and
opportunities which have a direct
linkage to business continuity,
operational costs and increased
revenues. This is a progressive trend that
is observed apart from the traditional
linkage of CR to just managing
reputation or brand value. Opportunities
like access to capital find lesser
prominence indicating that maturity
among investors to integrate CR in
investment decisions is still not
significant. Many companies claim to
have a CR strategy in place but reporting
on targets and goals on key material CR
issues is remains low. Indian CR reports
have high rates of disclosure on how
they engage with stakeholders but there
is little disclosure on actions resulting
f r om t hese engagement s. The
encouraging results from the survey
emerge on CR governance aspect.
Almost half of the CR reporters (49%)
place the ultimate responsibility of CR
with the Board (or Board level
committee) or CEO (or equivalent). But
relatively fewer companies have
dedicated professionals/departments
attending to CR indicating that CR
becomes additional responsibility for
many professionals/departments apart
from their core functions. Supply chain
CR impacts are gaining significance in
ensuring business continuity and
reporting on supply chain CR impacts is
observed to be low not just in India but
across the globe. With the increasing
regulatory and stakeholder pressure on
compani es t o as s ume gr eat er
responsibility for value chain impacts,
investments in systems to identify,
measure, mitigate and report value chain
impacts will need special focus.
While India has witnessed a surge in CR
reporting rates in last two years, the
quality of CR reports in India is
relatively lower when compared to
global peers. Indian companies should
now focus on 'what to report on CR?' and
'how to report on it?', and more
importantly, 'how best can the process of
reporting be used to generate maximum
value both for shareholders and
stakeholders?'.
Source:
Synops i s of I ndi a Cor por at e
Responsibility Reporting Survey 2013
by KPMG India
Quality Times, February 2014
7
MANY THINK ABOUT
CHANGING THE WORLD
WE ARE ACTUALLY DOING IT
Transforming Corporations through our holistic programmes so together we can create a better world
Why we focus on
Conferences ?
Conference creates understanding • Understanding creates networking • Networking creates experience
Experience creates knowledge • Knowledge creates technology • Technology creates convenience
Convenience creates well being • Well being creates feelings • Feelings create motivation
Motivation creates involvement • Involvement starts a movement • Movement leads to desired behaviour
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Mark the following Dates in your Diary
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UPCOMING EVENTS 2014
IOD
Institute of Directors
Building
Tomorrow’s
Boards
Golden Peacock Awards
For last date of submission
of applications
Visit us at:
www.goldenpeacockawards.com
Also presentation of
Golden Peacock Awards on Corporate Social
Responsibility (both National & Global )
& Innovation Management
16-17 January 2015
Mumbai, (India)
16th World Congress on
ENVIRONMENT
MANAGEMENT &
th
25 IOD Annual Day
Also presentation of
Golden Peacock Awards for
Environment, Occupational Health
& Safety and Eco-Innovation
and IOD Distinguished Fellowships
11 - 12 July 2014
New Delhi (India)
MAURITIUS GLOBAL
CONVENTION
Also presentation of Golden Peacock
Awards for Quality, Training, Business
Excellence & Innovative Product/
Service
LONDON GLOBAL
CONVENTION 2014
incorporating
14th International Conference on
CORPORATE GOVERNANCE
and SUSTAINABILITY &
Global Business Meet
Also presentation of Golden Peacock
Awards for Corporate Governance,
Sustainability, (both National & Global)
and HR Excellence
29-31 October 2014
London (UK)
Quality Times, February 2014
EVENING WORKSHOP
on
BOARDS THAT LEAD
9th International Conference
on CORPORATE SOCIAL
RESPONSIBILITY
5th March 2014
New Delhi (India)
by Prof. Michael Useem
Professor of Management & Director of the
Center for Leadership & Change
Management at the Wharton School
of the University of Pennsylvania.
Board Effectiveness:
Constructive Challenges in the
Boardroom
13 - 15 April 2014
Mauritius
Reflections on
TH
8 INTERNATIONAL CONFERENCE
on Corporate Social Responsibility, 2014
International conferences on Corporate
Social Responsibility (CSR) give
corporate directors, opinion formers,
leading practitioners and academic
experts an opportunity to compare their
experiences, take stock and consider
future priorities. Inevitably, given its
significance, a key talking point at this
years event held in Bengaluru was
reactions to the requirements relating to
CSR set out in India's Companies Act,
2013.
Although the new requirement for
expenditure on CSR by Indian
companies of a certain size might be
viewed by some as another tax on
business the great majority of speakers
th
and contributing delegates at the 8
International Conference on Corporate
Social Responsibility appeared keen to
meet t hei r l egal obl i gat i ons .
Conversations with participants suggest
significant effort is being devoted to
formulating CSR strategies, plans and
programmes that are in line with
Government recommendations.
The challenge of providing basic
education, health, sanitation, water and
other services in rural India was outlined
by several speakers. The scale of the
need makes it imperative that any new
funding that results from the Companies
Act, 2013 is wisely spent. Impact and
effectiveness were recurring themes as
delegates recognised the need to learn
from early experience in the search for
greater cost-effectiveness.
In their desire to meet their commitments
and maximise the beneficial impact of
their CSR activities, not all those who
put initiatives together will get it right
first time. Certain aspects of corporate
programmes may prove to be more
successful than others. Some companies
may find they have been over-ambitious
in setting out to do too many different
things, rather than focusing and
specialising in a particular area.
Others may belatedly recognise that
working collaboratively with like-
minded organisations, including non-
competing companies and voluntary and
public bodies might enable them to
assemble the critical mass to achieve
greater results. At a local level this could
include collaboration with other
companies, Government bodies,
voluntary organisations, municipal
authorities and other communities of
interest.
Collaboration that facilitates the
transformation of public services could
benefit a great many people. If its full
potential is to be realised, boards and
other governing bodies and policy
makers may need to assess the extent to
which companies and public sector
bodies have the expertise to negotiate,
form and operate various forms of
collaboration and public-private
partnership. Special skills may also be
required to gain the full benefits of
introducing greater competition into the
provision of public services or
outsourcing or privatising certain
activities.
Close adherence to recommendations
and not wishing to be seen to be abusing
the use of a 2% allocation may be
causing some CSR practitioners to be
excessively cautious and to avoid actions
that might lead to greater business
benefit. CSR teams should alert their
companies to areas in which corporate
capabilities might be devoted to further
collaborative action that would generate
both business and social benefits.
Confidence that public money is well
spent can provide an incentive for people
to pay their taxes, while cases of some
allocations of resources not reaching
those whom programmes are supposed
to benefit can act as a disincentive. If
taxpayers in general were as willing as
companies at the conference to meet
their commitments significant extra
funding would be available for tackling
social problems in India and elsewhere.
CSR guidelines and recommendations
associated with the Companies Act,
2013 might also benefit from review in
the light of early experience, and as and
when social and development priorities
change. Views were expressed that while
current recommendations are consistent
Colin Coulson-Thomas
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Quality Times, February 2014
9
Guidelines and Application forms
can be downloaded from
www.goldenpeacockawards.com
®

R
e
g
i
s
t
e
r
e
d

T
r
a
d
e
m
a
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WHY IT IS SO SPECIAL?
• The only award, which has a meticulously
defined and transparent selection criteria and
is determined by a highly elaborate and
independent assessment process
• The award builds your BRAND EQUITY and
worldwide recognition
• Award winners are eligible to use the Golden
Peacock Awards LOGO on all promotional
literatures
• Preparation for award application helps to
inspire and align the entire workforce and
rapidly accelerates the PACE OF SYSTEM
IMPROVEMENT
• Even, if you don’t win the award, the
PREPARATION & FEEDBACK helps your
strategic learning process to put you, on your
way to achieving world-class status
LAST DATE FOR
Submission of application
05 March 2014
Details:
Golden Peacock Awards Secretariat
INSTITUTE OF DIRECTORS
M-52 (Market), Greater Kailash Part - II, New Delhi-110048, India
Tel: 011 - 41636717, 41636294, 41008704 • Fax: +91-11- 41008705
Email: info@goldenpeacockawards.com • www.goldenpeacockawards.com
IOD
Institute of Directors
Building
Tomorrow’s
Boards
Instituted by
Golden Peacock Awards
®
A Strategic tool to Lead the Competition
• Golden Peacock Business Excellence Award (GPBEA)
• Golden Peacock National Quality Award (GPNQA)
• Golden Peacock National Training Award (GPNTA)
• Golden Peacock Innovative Product/ Service Award (GPIPSA)
AWARDS CATEGORY
with the United Nations' Millennium
Goals the position of the disabled could
be made more explicit.
In the January issue of Quality Times Lt
Gen Ahluwalia highlighted the
prevalence of disability in India and
elsewhere. Many organisations are
overlooking a significant pool of talent
and missing opportunities to attract and
retain disabled people as both customers
and staff. Most people may experience
some form of disability as they get older,
while many are excluded from certain
opportunities earlier in their lives.
Traditional scourges of mankind such as
leprosy continue to exist despite the
existence of treatments. Addressing
them could represent a cause that would
appeal to members of generation Z.
Many younger people want to work for
organisations that are engaged in
worthwhile activities and aspire to make
a difference. Inclusive development and
widening access and involvement could
appeal to them.
Many boards still contain members of
generation X, while senior and middle
management positions are in the hands
of generation Y and front-line roles are
undertaken by growing numbers of
generation Z. Handling relations
between people who may have differing
personal aspirations and priorities can
represent a significant directorial and
management challenge. CSR may help
relations with generation Z.
Younger staff are often confident users
of social media. Applications of social
media and the use of support tools can
provide cost-effective ways of quickly
responding to social and business
challenges and opportunities as they
arrive. The prevalence of the latest
generation of mobile phones in remote
rural areas provides new ways of
helping people to help themselves.
Modest CSR budgets can now have
global impact.
Certain companies can role out
international guidance on how to deal
with a situation in just a few hours.
People around the world can go home at
the end of the day with a solution to a
problem they did not know they had
when they woke up in the morning. The
opportunity for quick and flexible
responses and the provision of 24/7
advice that draws upon the informed
opinion a community of experts in
multiple locations means that CSR
initiatives can evolve and adapt. They
can stay relevant and current.
Delegates at Institute of Directors'
events can learn from each other and the
experiences of Golden Peacock Award
winners. It is natural for presenters of
winning case studies to wish to present
their companies in the best possible light
and to stress the achievements of their
initiatives. However, fellow delegates
might learn more from a discussion of
what does not work so well and how
problems can be dealt with.
Conferences also provide opportunities
for networking. Informal conversations
in and around the conference hall during
breaks and meal times highlight current
concerns and yield clues as to future
CSR priorities. The evaluation and audit
of CSR activities emerged as a concern
of delegates for whom justification of
expenditures, particularly those beyond
a legal minimum, and maximising value
for money were a priority.
CSR may need to become more hard
nosed, as its practitioners are required to
submit to the same disciplines as other
functions and provide more rigorous
evidence of results to justify budget
allocations. One may see greater
emphasis upon data collection, research
and analysis. An independent and
objective review might be helpful to
those who are keen to learn from the
experience of others.
A recognised body of knowledge may
emerge, along with CSR tools and
techniques. Certain national and
international bodies may not resist the
temptation to develop standards, codes
and kite-marks. Professional institutes
and associations for CSR practitioners
may spring up. More educational
institutions may offer courses in CSR.
More consulting firms may reprint their
brochures to claim expertise in CSR.
Certain developments and how they are
implemented might be more welcome
than others. Bureaucratic standards can
be costly to adopt. They can also be an
obstacle to innovation and flexibility if
they replace thinking with box-ticking.
Care needs to be taken to ensure that
form does not take priority over
substance. Hopefully new entrants will
contribute fresh ideas and not just jump
onto CSR bandwagons, and add value
rather than simply endeavour to get their
snouts into a soft budget trough.
Value for money is likely to become
more of a consideration as organisations
seek to derive greater benefit from
avai l abl e fundi ng. Rat her t han
contribute additional resources to enable
more of the same to be done, corporate
programmes should aim to spur
innovation and create new options and
choices that will enable us to address
certain challenges facing mankind and
achieve sustainable change.
In some quarters one may see a
revaluation, if not a backlash, as people
question what has been achieved as a
result of the first wave of new
expenditure upon CSR as a result of the
Quality Times, February 2014
11
Companies Act, 2013. There will be
those who have a cynical view of
business, while others may have had
unrealistic expectations.
Boards may question whether hard
earned profits have been well spent.
Investors and markets may also take a
view on the value of “investment” in
CSR. Public policy makers and
lobbyists may assess whether the new
legislative requirements are achieving
t h e i r p u r p o s e , w h e t h e r
recommendations need amendment, and
whether further action might be
required. Options such as tax incentives
may be explored.
Many boards approve far too many
costly and inflexible initiatives, each of
which has been designed to address a
single issue. They would benefit from
greater focus upon a smaller number of
programmes designed to deliver
multiple objectives, for example
performance, CSR, sustainability and
other outcomes. Vigilance will be
needed to ensure that regulations,
guidance, standards and codes do not
lock CSR into a narrow and self-
contained silo and prevent the
simultaneous advancement of several
agendas.
Most speakers at the conference felt that
CSR expenditures are beneficial to
companies as well as those at whom their
initiatives are directed. One might
expect CSR practitioners to have a
favourable view of their own roles.
When data sets are used care needs to be
taken to ensure that a cause and effect
rel at i onshi p bet ween CSR and
indicators of performance exists rather
than just an association.
Deriving maximum and sustainable
benefit from CSR will require a
thoughtful, imaginative and strategic
approach that may benefit from greater
collaboration. Companies need to
engage with communities to understand
their requirements, where they can make
the greatest contributions, and how they
can best help people to help themselves.
The ambitious will go beyond CSR and
look for profitable ways of applying
corporate resources to addressing
priority concerns of mankind.
Colin Coulson-Thomas is a member of
the business school team at the
University of Greenwich, UK and also
director general of IOD , India For UK
& Europe Operations
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Namita Vikas
STRATEGIZING CSR –
Creating Shared Value
The passing of the Indian Companies
Act, 2013, especially Section 135 of the
Act, marks a revolutionary phase in the
evol ut i on of Cor por at e Soci al
Responsibility (CSR) in India. The Act,
whi ch mandat es r epor t i ng on
investments of 2% of profits earned by
corporate entities towards the welfare of
society, has infused a long awaited
change, promising a paradigm shift in
contribution companies make towards
growth, welfare and development of the
society.
This change in the law is a welcome step
that may encourage private companies to
assume an even greater responsibility
towards the welfare of society. While
companies have been aware of their
social responsibility for a long time,
s ome a ppr oa c he s we r e mor e
philanthropic or charitable in nature than
sustainable engagements that could
empower the society over a period of
time. The Companies Act, 2013, is slated
to create a more structured approach to
the roles that companies would now play
and the investments that would be made
in critical areas of development such as
eradicating extreme hunger and poverty,
promotion of education, promoting
gender equality and empowering
women, reducing child mortality and
improving maternal health, combating
human immunodeficiency virus,
acquired immune deficiency syndrome,
malaria and other diseases, ensuring
e nvi r onme nt a l s us t a i na bi l i t y,
employment enhancing vocational
skills, social business projects and
contribution to the Prime Minister's
National Relief Fund or any other fund
set up by the Central Government or the
State Governments for socio-economic
development and relief and funds for the
welfare of the Scheduled Castes, the
Scheduled Tribes, other backward
classes, minorities and women.
Given these recent developments, there
have been heightened discussions on
CSR, Reporting and Sustainability
within the Industry, Development Sector
and Government. The Indian Institute of
Corporate Affairs, Government of India
entity has been conducting several
sessions in partnership with Corporate
India to decipher the clause 135 in the
Companies Act and its implications.
While, there exist a number of different
terms like Corporate Citizenship,
Corporate Sustainability, Social
Re s p o n s i b i l i t y a n d Bu s i n e s s
Responsibility, the underlying spirit
points in one direction that is
encouraging greater and more organized
participation from the private sector in
aiding India's development and making
corporates more accountable to the
society they operate in. Being
responsible to stakeholders for the
company's outputs and its impacts meets
not only company interests but may also
create a long-term, sustainable value.
Increasing stakeholder awareness in an
accelerated globalised environment is
one of the primary factors that is
influencing this change and is
encouraging Governments, regulators
and stock exchanges across the world to
develop collaborative frameworks that
augment development and smart
regulatory measures for non-financial
reporting, aimed at helping assess the
effectiveness of CSR engagements. It is,
therefore, no surprise to see India move
in this direction, given its continued and
increasing integration with the world
Increasing stakeholder awareness in an accelerated
globalised environment is one of the primary factors that is
influencing this change and is encouraging Governments,
regulators and stock exchanges across the world to develop
collaborative frameworks that augment development and
smart regulatory measures for non-financial reporting, aimed
at helping assess the effectiveness of CSR engagements.
N
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V
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Quality Times, February 2014
13
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TH
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PA
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IES A
C
T, 2013




ARRANGEM
ENT OF CLAUSES




CHAPTER I
PRELIMINARY
C
LA
U
SES *
149.(3) Every listed public company shall have at least one-third of the total number
of directors as independent directors and the Central Government may prescribe the
minimum number of independent directors in case of any class or classes of public
companies.
150. (1) Subject to the provisions contained in sub-section (5) of section 149, an
independent director may be selected from a data bank containing names, addresses
and qualifications of persons who are eligible and willing to act as independent
directors, maintained by any body, institute or association, as may by notified by the
Central Government, having expertise in creation and maintenance of such data bank
and put on their website for the use by the company making the appointment of such
directors
********************************
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103rd Batch : New Delhi - 07 - 09 Feb 2014
104th Batch : Bangalore - 21 - 23 Feb 2014
105th Batch : Mumbai - 07 - 09 Mar 2014
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economy.
Here on, it would be interesting to see
how companies use innovative business
solutions to create stakeholder value and
ensure that sustainability principles are
integrated with the core business strategy
and processes in an organization. By
being more responsible and responsive
towards all stakeholders across the value
chain would not only ensure good health
of businesses but also that of the society
that they operate in. Sustainability in its
largest sense, therefore, is the purpose of
business. Real sustainability would,
therefore, lie in our collective ability to
share resources equitably, accept that
everyone has the same rights, and
consistently act in the best interest of
humanity. A sustainable decision,
therefore, cannot be one that is good for
me, but not for you – or good for today,
but not for tomorrow.
Now that India has common definition of
CSR and a clear disclosure framework it
may be a meaningful way for businesses
to contribute towards building a
sustainable, equitable future.
Banks and financial institutions are in a
unique position to influence sustainable
development across all sectors. Banks
play a central role in an economy by
influencing economic outcomes, as they
intermediate financial flows from
depositors, channeling them towards
businesses, some of which have
significant social and environmental
impacts.
YES BANK has been a front runner
within the Sustainability space, with
many initiatives that cut across the entire
spectrum. To demonstrate the Bank's
commitment and to lead the discussions
in the conservation space, YES BANK
signed the Natural Capital Declaration
which is convened by the United Nations
Environment Programme Finance
I ni t i at i ve and Gl obal Canopy
Programme. It is a finance-led and CEO-
endorsed initiative committing financial
institutions to integrating natural capital
consideration into financial products
and services, accounting and reporting.
This declaration is a commitment from
banks, investors and insurance firms to
change their business models to reflect
the materiality of natural capital for the
financial sector.
Given that banks can influence
economic outcomes through the capital
that they infuse in the market, including
wi d e r e c o n o mi c , s o c i a l a n d
environmental objectives into core
business strategy can help mainstream
sustainability. This can have far reaching
impact on triple bottom line.
Sustainable banking, for YES BANK, is
all about good governance, effective risk
management and proactive social and
environmental intervention. Banks need
to be alive to the undercurrents of
s us t a i na bl e de ve l opme nt a nd
continuously seek viable opportunities
that promote sustainable finance, thus
al i gni ng bus i nes s goal s wi t h
sustainability principles. This is not
merely a 'do-good' strategy but rather a
cornerstone of core operations that help
mitigate risk and gain access to new
markets. From a business point of view,
this helps create long-term value and
manage social and environmental
aspects alongside economic risks, which
in-turn improve the overall portfolio
quality.
In order to mainstream CSR, it is also
important for companies align the CSR
policy with business strategy. To make a
business case for CSR, it is important to
establish a positive relationship between
corporate social performance and
corporate financial performance. By
looking at the width and depth of the
impact rather than measure the length of
the investment, companies may be able
to align their CSR activities with
businesses by making a socially
responsible investment in a field related
to their core area of operation. Not only
will strategic adoption of CSR help
enhance busi ness, i t may al so
complement brand building thus
creating stakeholder value.
To cite the YES BANK example here, it
has been able to integrate core business
with sustainability well, thus creating
stakeholder value while mitigating risks
effectively. YES BANK's commitment
to mainstreaming sustainability is
through embedding sustainability within
core operations, thus addressing the
whole gamut from risk to opportunity.
Its Responsible Banking philosophy,
one of the six strategic key pillars, is its
YES BANK has
new
market opportunities through innovative
products and services. These
The Bank has had a significant focus on
sust ai nabi l i t y and t hr ough i t s
Responsible Banking platform, has been
working towards CSR and Sustainable
Development focusing on the Triple
Bottom Line ethos.
In fact, the Bank established YES
FOUNDATION in December 2012 with
an intention to further expand its
sustainability footprint by supporting
and empowering various stakeholders
key differentiator.
striven to include wider
economic, environmental and social
objectives that are met by creating
not only
promote financial growth but also
impact social and environmental causes.
Quality Times, February 2014
15
Continued to P- 20
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THE COMPANIES BILL, 2011
————
ARRANGEMENT OF CLAUSES
————
CHAPTER I
PRELIMINARY
CLAUSES *
149.(3) Every listed public company shall have at least one-third of the
total number of directors as independent directors and the Central
Government may prescribe the minimum number of independent
directors in case of any class or classes of public companies.
150. (1) Subject to the provisions contained in sub-section (5) of
section 149, an independent director may be selected from a data bank
containing names, addresses and qualifications of persons who are
eligible and willing to act as independent directors, maintained by any
body, institute or association, as may by notified by the Central
Government, having expertise in creation and maintenance of such
data bank and put on their website for the use by the company making
the appointment of such directors
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With the introduction of CSR clause in
the Companies Act, 2013, there has been
a recent spurt in attention towards CSR
with lot of deliberations, dialogues,
seminars and events on the subject.
While the Schedule VII of the Act has put
emphasis on a range of areas of
intervention, it has also left the decision
making on the prudence of the Board
level CSR Committee. This is indeed a
big landmark as far as the present and the
future of CSR in India is concerned.
India is seeing a phase of transition at a
rapid pace. We have managed the global
slowdown quite well and have waded
through it with minimal impacts. India
has got into the reckoning as an
investment destination and also for the
pool of talent particularly in the IT space.
The time is ripe now for all the
stakeholders to play their roles more
aggressively in this journey towards
strengthening the country.
India still ranks poorly in Human
Development Index, poverty and hunger
still exist in many parts of the country,
quality of education in rural areas,
generating gainful employment for the
yout h, gender equi t y, housi ng,
infrastructure development, rural-urban
divide and so on continue to challenge
and have the potential to destabilize the
entire growth story that the country is
proud of.
These are some issues that require
attention of not only the govt. but other
stakeholders as well.
Needless to say,
t h a t t h e
businesses in
I ndi a cannot
sustain in the
long-term with
this contrasting
story. Growth cannot sustain in isolation.
Therefore, there is a call for action from
the businesses in India to go beyond the
aspect of mitigating their personalized
impacts. Of course, they are and will
continue to remain primary to any
business, but the country needs them to
play a more important role in equitable
and i ncl us i ve s oci o- economi c
development of the country.
I think some of the major areas that the
businesses could contribute are skill
development, education and healthcare
along with other areas like infrastructure
development, waste and sanitation,
potable drinking water, renewable
energy etc. Businesses should utilize
their management expertise and
investments in innovation through
research and development to address
some of these concerns.
The topmost contribution could be in the
area of skilling of the population,
particularly women and youths. India has
set a target of skilling and upskilling 500
million people in India by 2022.
Businesses must play a crucial role in this
mission. The youth if neglected will
otherwise be the biggest liability for the
country. India doesn't need hands without
work on account of lack of skills. Many
businesses have thus come forward and
started working on this issue. Here, I
would also like to highlight that
reskilling and upskilling are other two
important areas to consider looking at the
future. The future workplace will
nowhere be the same. There will also be
trades which will start to recruit fewer
people. Therefore, keeping that in mind,
it would be prudent to have a plan in place
to reskill people at an appropriate time.
Another factor here is upskilling. There
must be a future growth in the skill that
the youth acquires and meets his/her
aspirations of a career. Upskilling the
youth to be able to take larger
responsibilities is thus equally important.
The second area of intervention to me is
education. Education has to be future-
ready and meets the demands of their
times. In fact, I think skilling the
unemployed youths in entry level trades
is only damage control. If there is good
investment in quality education,
employment will come automatically.
The new met hods of t eachi ng,
introduction of technology in rural
Lt. General Singh (Retd.) Rajender
CSR for
Nation Building
The next agenda is affordable
healthcare. India has done very well
in improving its performance on the
health indicators in the past.
Quality Times, February 2014
18
schools, upgradation of teachers, school
infrastructure are some areas worth
considering.
The next agenda is affordable healthcare.
India has done very well in improving its
performance on the health indicators in
the past. The national efforts, largely
driven by the governments, should be
amply supported by the businesses.
Wherever there is a deficiency in the
outreach, businesses should come
forward to help. Health industry should
also look at how to make the services
affordable to the population.
Other areas are drinking water and
sanitation, infrastructure development,
accessibility & mobility etc. There are so
many other items that the business could
partner for the agenda of nation building.
Businesses should encourage innovation
for creating affordable, cleaner and
better solutions for rural outreach. These
could be innovations in technology,
processes etc. and also bring in their
management expertise to run the
programmes.
DLF has taken some steps towards some
of these issues. It created the DLF
Foundation in 2008 to deliver CSR
objectives of DLF and has been
constantly contributing to create
s us t a i na bl e c ommuni t i e s a nd
transforming lives for the better. The
DLF Foundation focuses on the areas of
nurturing talents among underprovided,
educat i on, ski l l t rai ni ng, rural
healthcare, sanitation & environmental
protection and community infrastructure
development. Responding to the
national call of skilling 500 million
youths by 2022, DLF Foundation has
committed itself to train one million
youths during the time frame and make
them gainfully employed. In another
initiative, the DLF Foundation nurture
talent amongst bright underprivileged
children by providing them the
resources to ensure access to good
quality education so that they become
good citizens and enjoy good quality of
life. Another important initiative is
integrated development of cluster of
vi l l ages. The DLF Foundat i on
endeavours to act as a catalyst to
empower the communities so that they
have access to their rights and
entitlements and also provide services
and facilities that will help them to have
a good quality of life.
The need of the hour is to synergise all
the efforts of various players in
development – the govt., the NGOs and
the Corporates and make this country
stronger and better.
around a framework of innovation. The
vision of this Foundation is to build “an
Empowered and Equitable India”.
One of its first initiatives YES! I Am the
Change, a nationwide social film
making project, is intended at creating
social transformation. It aims to strike a
chord with individuals by using the
medium of storytelling. YES! I Am the
Change intends to serve as a platform to
facilitate an interaction between the
youth and social causes through
VOICES LESS HEARD.
In view of engaging with its stakeholder
beyond the transactional, YES BANK
institutionalised a unique community
e n g a g e me n t i n i t i a t i v e “ YES
COMMUNITY” which connects the
Bank with local communities residing
within 5 km radius of its branches on
pertinent social and environmental
issues. The Bank effectively utilizes its
branches as knowledge sharing centres
or town-halls to build strong community
relations and help shape meaningful
conversations on real life issues.
CSR and Sustainability have indeed
emerged as important drivers of business
growth similar to Innovation or Quality
in an organization. Therefore, as a part of
a company's long-term strategy, it has
become essential to include the
Sustainability Team in the core
management of the business. Industry
wide there is realization of the
importance of inclusion of sustainability
given the resource constraints and
p e e r p r e s s u r e f r o m e v o l v e d
organizations. Sustainability initiatives
therefore can no longer operate in silos
since it is a matter that cuts across
“Board Room to Copy Room”.
However, leadership quotient in this
discipline is still low and there is an
urgent need to train human capital to be
sustainability practitioners.
Being responsible to stakeholders for the
company's outputs and its impacts meets
not only company interests but may also
create a long-term, sustainable value.
Namita Vikas
Namita Vikas is Senior President &
Chief Sustainability Officer of YES BANK
Lt Gen Rajender Singh, is the CEO
of DLF Foundation
Quality Times, February 2014
20
Continuation of P- 15
A SOCIAL BUSINESS MODEL
to increase healthcare access for
'Bottom of Pyramid' In Rural India
Sundeep Kumar
Background
Rural India is full of contrasts. An
aerated soft drink might be more easily
available than a simple medicine like
paracetamol. For daily wage earners,
good health is often not a priority, and
women and children are worst affected.
Poor sanitation, poverty and gender
divides only compound the problem,
leading the World Health Organisation
(WHO) to conclude that over 65% of
Indians have limited access to medical
care.
The statistics only tell a part of the story;
at the ground level, beyond numbers,
there are innumerable tales of pain and
despair. Tuberculosis, mother-child
malnutrition, gastro-intestinal problems
and an alarming rate of infant mortality
are common problems that in most cases
could have very simple solutions.
In 2007, Novartis India launched Arogya
Parivar, a healthcare business model
which has proven to be both sustainable
and a warm, human initiative. Arogya
Parivar, meaning “Healthy family” in
Hindi, involves a deep-rooted outreach
programme that works with the local
resources and empowers villagers to help
themselves. It is a unique social business
exercise that is both profitable and with
commitment to improved healthcare for
the underprivileged millions. It's not a
pure Corporate Social Responsibility
Initiative or a philanthropic endeavor,
nor is it driven by a pure profit motive. It
aims to strike a balance by seeking to
earn a reasonable profit while meeting
the unmet medical needs of rural India,
in partnership with local communities
and NGOs.
Mission
To improve healthcare access for the
under-served poor located at 'bottom-of-
the-pyramid' using a social-business
approach.
Problem Identification (BoP
Characteristics)
• Rural market – 65% lack access to
medication [WHO]
• 80% are daily wage-earners and 40%
earn < $1.25/day
• Key heal t hcare i ssues: wat er
purification, sanitation, under
nouri shment , i ron defi ci ency,
vaccinations, TB, ability diabetes
• Low ability to pay: healthcare entirely
out of pocket; low afford ability for
large packs
• Key obstacle: lack of and weak
health infrastructure
World Bank, UN, Governments, NGOs
Basic Sanitation, Clean Water
Access to Basic Health Services
Access to Tertiary Care
Private Sector/NOVARTIS
Affordable & Effective Healthcare
Access & Develop Markets profitably
Social Responsibility
Role of various stakeholders
Arogya Parivar Approach:
• A complete healthcare solution and not just access to medicines
• Uses 'CSR-for profit' principles to achieve both social and business goals
• Built on 4As of Rural Marketing: Awareness – Accessibility – Affordability –
Adaptability
• Support development of poor healthcare infrastructure: Micro credit initiative
• Addresses the full health value chain
Quality Times, February 2014
22
Business Model
Arogya Parivar uses a unique business model combining
techniques used by pharmaceutical and consumer goods
companies.
A marketing mix adapted to low-income populations is based
on “4 As”: Awareness, Adaptability, Accessibility, and
Affordability.
Awareness: We spread awareness related to healthcare at
patient level and physician level to rural people / patients and
rural doctors.
• Patient Awareness: Arogya Parivar conducts health
education programmes at grass root level, with the help
of Health Educator recruited from villagers. Educators
cover topics on hygiene, nutrition, diseases and
prevention.
• Physician Education: Arogya Parivar sales supervisor
educate doctors about diseases and Novartis portfolio.
• Adaptability: All communication material about the
products adapted to local conditions. Arogya Health
Educators and Sales Supervisors are locals residing in
the villages and speak local dialects – brings trust within
the communities.
Accessibility
• Enhanced distribution: Setting up local distributors to
enhance coverage
• Health camps: Doctors from city come to rural areas
providing screening, diagnosis & treatment in villages
that lack access to healthcare. A local Pharmacy
store participates in the health camp to ensure
availability of medicines.
• Infrastructure development: Partnerships with
access to financial products/ diagnostic tools for
improved facilities and medicine stocks
Affordability: Medicines are available in small packs at
affordable prices.
Complementary 'social' and 'Business' legs to promote a
symbiotic relationship between the community and
Arogya Parivar.
How it works
Field operations are structured in to cells, each covering a
radius of 25-30 kms. A cell serves 80 villages covering
approximate population of 1.5 lacs. It is managed by Arogya
Health Educator [AHE] and Sales Supervisor [SS].
Arogya Parivar uses the wide distribution network of
Novartis to make sure that the required drugs are made
available to the rural population. It primarily sells medicines
to treat diseases rampant in the rural areas, and has smaller,
low-unit price packs of some other products, to address
affordability.
Arogya Parivar is also attempting to improve medical
infrastructure in these parts through tie-ups with Government
and Non-Governmental Organizations so that we can build
Role of AHE Role of SS
Spread healtheducationinvillages.
(2HealthEducation meetings per day)
Detailing Doctors about Novartis products
Organizetwohealth camps per month.
Assist in conductinghealthcamp
(Arrangecity doctors, pathologist & Chemist)
Ensurepatient drugcompliance
Responsible for sellingand distributingmedicine via
retail chemist.

Quality Times, February 2014
24
on existing initiatives rather than duplicating them.
Some facts
• 250 Cells cover 181 districts in 10 states in India
• Impacts 33,000 villages
• 12 therapeutic application address the rural/local disease
burden
• Supervisors communicate directly with over 45,000
doctors and 29,000 pharmacies
• 42 million people have got better healthcare access
The Impact
Arogya Parivar has multiple benefits for all its stakeholders
Some Recognitions & Achievements
Way Forward
While Arogya Parivar has made significant progress within a
short time, exceeding initial expectations, but the journey has
just begun. Some steps planned going forward:
Geographical expansion – both within India and overseas
• Deeper coverage of the existing Cells in terms of more
disease areas and more people
• Public-Private partnership with Government aligning
with National initiatives like NRHM (National Rural
Health Mission), better training and education of doctors
and paramedics in rural India
• Greater participation in infrastructure creation, e.g.,
through Microfinance tie-ups
Further partnerships with NGO's
As the basic disease areas are dealt with, progressively bring
into focus other lifestyle diseases among the 'Rural affluent',
such as diabetes, blood pressure, etc.
Alliances with other healthcare companies to make more
products available, enabling India's rural population to get at
least some of the benefits that currently their urban
counterparts enjoy
Sundeep Kumar, Head – Corporate & Public Affairs,
Novartis Healthcare Ltd.
Communities
Employees
Rural health
professionals
NGO & Authorities
• Solves health issues, become more productive
• Avoids loss of income
• Receives better health education
• New source of employment
• Receive training
• Improved social status
• Obtain access to more and better health information
• More patient visits to practice
• Health and economic improvement within their
jurisdiction
• Assists their development intent and out-reach
• Grows its business
• Does what is right (CSR)
Novartis
Quality Times, February 2014
26
Golden Peacock Awards
WINNERS
HIGHLIGHTS OF
ACHIEVEMENTS 2013
GOLDEN PEACOCK GLOBAL AWARD FOR CORPORATE SOCIAL RESPONSIBILITY
WNS is the first India–based Business Process Management company to be listed on the New York Stock
Exchange (NYSE) in 2006. WNS Cares Foundation aims to create a better and sustainable future for
underprivileged children and youth. The Foundation aims to equip with the motto 'Educate, Empower,
and Enrich'. The focus is on Computer Literacy and Remedial Education which enables children to stay
longer at school. Career counseling is provided to benefit the community, with a thrust on empowering
marginalized communities.
WNS GLOBAL SERVICES PVT LTD, INDIA
Canara Bank is a leading Public Sector Bank in India. The Bank has blended Commercial Banking and
Social Banking in its functions and discharges its obligations towards the society through its vast network,
at National and at International level. The perceptible impact of the Bank's welfare programme has been
in the realm of being educative, participative, inclusive and sustainable. Canara Bank Rural Self
Employment Training Institute addresses the social issues and expands the economic base of lacs of rural
youth. The Bank has a dedicated CSR policy.
CANARA BANK, INDIA
Doha Bank has been consistently registering a strong growth with participative leadership philosophy.
The Bank has focused on education and health programs. The Internal Audit team is responsible for
ensuring the CSR programs monitoring the performance. Doha Bank allocates a sizeable profit for CSR
activities for serving the society.
DOHA BANK, QATAR
Dubai Customs, a public service organization fully government owned, has now emerged as an organization facilitating trade and controlling the
borders of the country. The company has a dedicated CSR policy. The social affairs section of the Dubai Customs prepares an annual action plan on
the objectives and goals derived from the organizational strategic objectives and the directions of the government. The organization allocates
annual budget which is dedicated to projects, programs and activities related to CSR.
DUBAI CUSTOMS, UAE
The Golden Peacock Awards for Corporate Social Responsibility (both National & Global) & Innovation Management was
presented by His Excellency Shri Nikhil Kumar, Hon’ble Governor of Kerala during the 8th International Conference on
Corporate Social Responsibility held on 17-18 January 2014, at Hotel ITC Windsor Manor, Bengaluru, India. Also present on
the dais, Dr. A. N. Saksena, Director General, Golden Peacock Awards Secretariat, Lt Gen J. S. Ahluwalia, PVSM (Retd),
President, Institute of Directors, India, Lord Diljit Rana MBE, Honorary Consul of India, Northern Ireland & S. Chakraborty,
Chief Executive, Innovative Financial Advisors.
Mr. Keshav R. Murugesh, Group CEO,WNS Global
Services Pvt Ltd, India receiving the Award
Mr. R K Dubey, CMD, Canara Bank, India receiving
the Award.
Mr. Suhas Prakash Rogiye, Senior Manager-BPR&QA,
Business Process Re-Engineering and Quality
Assurance, Doha Bank, Qatar receiving the Award
Quality Times, February 2014
28
GLOBAL AWARDS
GOLDEN PEACOCK GLOBAL AWARD FOR CORPORATE SOCIAL RESPONSIBILITY
SPECIAL COMMENDATION
GOLDEN PEACOCK AWARD FOR CORPORATE SOCIAL RESPONSIBILITY
Marks & Spencer, popularly known as M&S, sells 'own brand' clothing, food, home and beauty products in
store. M&S operates in 51 countries with 418 international stores. Plan A of the company is an eco and
ethical program that aims to make M&S the world's most sustainable major retailer by 2015 with a 180
activity portfolio of CSR commitment. Company embeds CSR/Sustainability into everything they do.
MARKS AND SPENCER GROUP PLC, UK
SanDisk Corporation is a global leader in flash memory storage solutions. SanDisk has contributed over
USD$19 million to 945 charitable organizations worldwide, providing training, education and resource
support to the un/under-employed; supporting promising research in the fight against cancer; providing
health care, education and prevention services to the poor and disenfranchised; serving food and hot,
nutritious meals to senior citizens, homeless youth and families with children.
SANDISK CORPORATION, USA
Al Sadd Sports Club is a QATARI football club, playing in Qatar Stars League. Company's updated CSR
policy confirms their continuing commitment to the social, economic and environmental aspects. Al Sadd
Sports is the first club in GCC publishing CSR/Sustainability Report complying with the UN – Global
Compact Principles.
AL SADD SPORTS CLUB, QATAR
Mahindra & Mahindra Ltd is a large automobile manufacturing company with a strong market presence.
Structured approach at highest level of management has been adopted for CSR where core areas are
identified. The focus is on appropriate education, vocational education and livelihood training for the
economically disadvantaged. The Mahindra group commits 1% profit after tax on an ongoing basis
towards its CSR activities.
MAHINDRA & MAHINDRA LTD, MUMBAI
IDBI Bank, a public sector bank, has created new benchmark in service to its customer in innovative
manner. It has adopted TARU village in Laddakh and carried out rehabilitation work. The rural
transformation fellowship program, in partnership with Tata Institute of Social Sciences, has made
revolutionary impact. Annual budget allocation for CSR activities is 0.5% of profit after tax.
IDBI BANK LTD, MUMBAI
Ms. Shalini Naagar,Head _ HR & Sust & Ms. Jyotsna
Belliappa, Head-Social Compliance, Marks & Spencer
Group PLC, UK receiving the Award
Mr. Guruswamy Ganesh, VP-Bangalore Delivery
Center, Sandisk Corporation, USA receiving the Award
Mr. Salah Ahmedeen, CSR Officer, Al Sadd Sports Club,
Qatar receiving the Special Commendation Certificate
Mr. Sushil Singh, VP- CSR, Mahindra & Mahindra
Ltd, Mumbai receiving the Award
Mr. M. S. Raghavan, CMD, IDBI Bank Ltd,
Mumbai receiving the Award
Quality Times, February 2014
30
NATIONAL AWARDS
Serco is an international reputed software BPO Company. The approach to CSR focuses on 5 elements –
people, health and safety, communities that company serves, the environment and market place which
covers relationship with the customers, suppliers and other partners. 1% of pre-tax profit is spent on CSR
activities.
SERCO GLOBAL SERVICES PVT. LTD, MUMBAI
JK Lakshmi Cement Ltd is an environmentally conscious company with a focus on efficient utilization of
natural resources and use of waste materials. The company conducts feedback survey to gauge public
perception of its CSR activities. The feedback survey also reflects social, environmental and economic
impact of CSR activities.
JK LAKSHMI CEMENT LTD, SIROHI
Engineers India Limited (EIL) is a major engineering consultancy organization. EIL is promoting socially
responsible investments for community development through formal and informal modes of dialogue
undertaken on day-to-day basis. Areas of thrust are education, healthcare, drinking water, sanitation,
community development, environment protection and vocational training. 2% of profit after tax is
allocated for CSR.
ENGINEERS INDIA LTD, NEW DELHI
Samsung India Electronics Ltd is a leading electronic equipment manufacturing and marketing company.
Its CSR programs responds to the social and environmentally needs and seek to give back solutions to
these communities. 'Samsung Hope Project' is in the areas of education, culture, sports, social welfare and
community development uniquely addressing the needs while emphasizing on innovation for
development of the community including engineering and IT technical training. Success measurement
has been introduced to make CSR program more effective
SAMSUNG INDIA ELECTRONICS PVT LTD,
GURGAON
Uranium Corporation of India Limited (UCIL) is a wholly owned company under the Department of
Atomic Energy. UCIL has an integrated approach of community development in the tribal areas around its
mines. CSR project needs are determined through interaction with elected and traditional leadership of
neighboring villages. About 4% of company's net profit is allocated for CSR activities.
URANIUM CORPORATION OF INDIA LTD
SINGHBHUM (E)
YES Bank, India's new age private sector bank, is a high quality, customer centric, service driven Indian
Bank catering to the 'Future Businesses of India'. The Bank views Corporate Social Responsibility (CSR) as
an integral aspect of its triple-bottom-line ethos. Thrust areas include education, healthcare and
environmental sustainability. Yes Bank is aligning CSR activities with Scheduled VII of the Companies Act
2013.
YES BANK LTD, MUMBAI
Ms. Namita Vikas,Sr. President & Chief Sustainability
Officer, YES Bank Ltd, Mumbai receiving the Award
Ms. Di pt i Nandoskar, Off i cer - Ext er nal
Communications, Serco Global Services Pvt Ltd,
Mumbai receiving the Award
Mr. P. L. Mehta, Sr.VP (Works), JK Lakshmi Cement
Ltd, Sirohi receiving the Award
Ms. Veena Swarup, Director - HR, Engineers India
Ltd, New Delhi receiving the Award
Ms. Ruchika Batra, Director - CSR, Samsung India
Electronics Pvt Ltd, Gurgaon receiving the Award
Mr. Diwakar Acharya, CMD,Uranium Corporation
of India Ltd, Singhbhum(E) receiving the Award
Quality Times, February 2014
32
GOLDEN PEACOCK AWARD FOR CORPORATE SOCIAL RESPONSIBILITY
SPECIAL COMMENDATION
ONGC Ltd is the largest oil extraction company in India with well organized corporate governance and
CSR practices. ONGC has a structured CSR Policy; and is aligning CSR activities with Companies Act
2013. CSR activities are focused on women empowerment, girl child development, gender sensitive
projects. CSR allocation is equivalent to 2% of the net profit of the company.
OIL AND NATURAL GAS CORPORATION
LTD, NEW DELHI
NTPC Ltd is the largest power generating company in India. Thrust areas of CSR projects around the
power plants include infrastructure development, drinking water supply, education, healthcare and
vocational training. CSR allocation in 2012-13 is 0.75% and the company is targeting budget allocation
of 1%.
NTPC LTD, NEW DELHI
Max India Foundation is the social arm of Max India Ltd. Max India Foundation's objective is to give quality
health care to the underprivileged by creating health awareness and services all across the country. Pan-
India immunization program for children in the age group of 0-12 yrs to protect BCG, DPT, Hepatitis B
and Typhoid is a highly commended CSR activity.
MAX INDIA FOUNDATION, NEW DELHI
Madura Clothing is the manufacturing arm of MFL (Madura Fashion & Lifestyle) producing high quality
premium formal branded apparels. The company has focused on CSR activities in Karnataka in the areas
of healthcare, education, child care, rural infrastructure and drinking water supply. Vocational training is
also provided to make beneficiaries self-reliant. Fund allocation for CSR activities is 2% of the total net
profit.
ADITYA BIRLA NUVO LTD, MADURA
CLOTHING, BANGALORE
RITES Ltd is a profit making PSU of the Indian Railways. Education, Healthcare and Livelihood are some
areas of activities with a social focus. Main activities include waste management, water management,
bio-diversity management and energy conservation. 2-3% of Profit after Tax (PAT) is allocated for
community development.
RITES LTD, GURGAON
CMC Ltd is a prominent IT sector company involved in software and hardware activities. Areas of CSR
project thrust are healthcare, education, literacy promotion and rural infrastructure improvement. Social
project on computer hardware and networking training for the underprivileged is a unique activity. Impact
on the beneficiaries is studied regularly.
CMC LTD, MUMBAI
Mr. R. Ramanan, MD & CEO, CMC Ltd, Mumbai
receiving the Award
Ms. Vanita Kumar, GGM - Head CSR, ONGC Ltd,
New Delhi receiving the Award
Mr. Anand Kumar, ED-CSR & R & R, NTPC Ltd,
New Delhi receiving the Award
Ms. Mohini Daljeet Singh, Chief Executive, Max
India Foundation, New Delhi receiving the Award
Mr. Raghavendra Balu, CSR Head, Aditya Birla Nuvo
Ltd-Madura Clothing, Bangalore receiving the Award
Mr. Balakrishna, ED, RITES Ltd, Gurgaon receiving
the Special Commendation Certificate
Quality Times, February 2014
34
Canon India Pvt Ltd is a 100% subsidiary of Canon Singapore Pte Ltd, dealing in imaging technologies.
The company is committed to the causes of environment, eye care and education and supporting
employees to contribute and share their time and skills towards these causes. CSR policy of the company
is aligned with the corporate philosophy-Kyosei - which calls for living and working together for common
good.
CANON INDIA PVT LTD, GURGAON
Hindustan Petroleum Corporation Ltd (HPCL), a Navratna and Fortune 500 company, has a strong
presence in refining and marketing in the country. HPCL undertakes social commitment through its CSR
initiatives all across the country. HPCL spends 2% of its profit of previous year on the CSR initiatives.
HINDUSTAN PETROLEUM CORPORATION LTD, MUMBAI
Mantri Developers Pvt Ltd has been the pioneering force behind the rapidly changing skyline of South
India. Through S.E.V.A initiative, company promotes and engages individually and with partners in social
contribution activities that help strengthen communities and contribute to the enrichment of society.
MANTRI DEVELOPERS PVT LTD, BANGALORE
GOLDEN PEACOCK INNOVATION MANAGEMENT AWARD
UltraTech Cement Ltd is a modern cement manufacturing plant, and the only white cement plant to use
petroleum refinery byproduct- PETCOKE for firing purpose in its kiln. Factors driving innovation include
cost optimization and development of a range of value added products
ULTRATECH CEMENT LTD, UNIT: BIRLA
WHITE, JODHPUR
A global engineering enterprise, BHEL, is a “20,000 MW per year” Power Plant Equipment
manufacturing company. Upgrading existing products to contemporary levels and developing new
products in line with the philosophy of “Decade of Innovation 2010-2020” is being continued.
BHARAT HEAVY ELECTRICALS LTD, NEW DELHI
Radio Mirchi is a media company, delivering unique audiences through media vehicles like FM radio,
event management. Strength of good will and voluntary work take up the cause of the visually impaired
persons and the blind. Radio Mirchi CSR Program is in constant touch with the NGOs and Schools.
ENTERTAINMENT NETWORK INDIA LTD
(RADIO MIRCHI), MUMBAI
Ms. Pallavi Rao, CSR Head, ENIL, Radio Mirchi,
Mumbai receiving the Special Commendation
Certificate
Mr. David Selvarajan, Regional Channel Support
Manager, Canon India Pvt Ltd, Gurgaon receiving the
Special Commendation Certificate
Mr. Zakir Molla, Chief General Manager, HPCL,
Mumbai receiving the Special Commendation
Certificate
Mr. Kiran Kumar, VP, Mantri Developers Ltd, Bangalore
receiving the Special Commendation Certificate
Mr. Rahul Mohnot, Unit Head, UltraTech Cement
Ltd, Birla White receiving the Award
Mr. K. C. Ramamurthy, ED-Electronics Division,
BHEL, New Delhi receiving the Award
Quality Times, February 2014
36
HealthCare Global (HCG), the major cancer healthcare organization, has revolutionalised cancer care.
The healthcare sector on cancer is studied continuously by the company to promote patient-friendly
approaches on a cost-effective basis. With intensive effort HCG has become the most effective cancer-
care company.
HEALTHCARE GLOBAL ENTERPRISES LTD,
BANGALORE
ITC Gardenia is a marvel of technological engineering and architectural genius bringing together the
best of what is natural and manmade. Asia's first LEED Platinum rated Green Hotel, ITC Gardenia uses
frontier green technologies in its systems, and India's first hotel to be granted permission to operate
helicopters on its rooftop.
ITC GARDENIA, BANGALORE
Bennett, Coleman & Company Ltd (BCCL), the leading media organization in India, has created an
“Innovation Vertical” where top management and senior leaders from all departments meet every
quarter and review progress.The vertical is responsible for creating, maintaining and updating strategic
and operational plans from innovation perspective. Chief Innovation Leader deals directly on monthly
basis and discusses the progress with top management. Allowing and motivating employees to pitch their
ideas is a core element in developing an innovative product.
BENNETT, COLEMAN & COMPANY LTD, THE
TIMES OF INDIA SUBURBAN PRESS, MUMBAI
Abbott is well known for its contribution to the pharmaceutical sector. Continuous research on drugs and
pharmaceuticals is conducted to ensure the lowering of drug prices. The company supports best research
and provides sufficient funds for the same. Innovation management is a priority.
ABBOTT INDIA, MUMBAI
Abbott is well known for its contribution to the pharmaceutical sector. Continuous research on drugs and
pharmaceuticals is conducted to ensure the lowering of drug prices. The company supports best research
and provides sufficient funds for the same. Innovation management is a priority.
RAHEJA DEVELOPERS LTD, NEW DELHI
Citi Bank is a multinational private sector global leader in banking sector. Citi India's “Citizenship
Program” targets its strategic efforts in the priority areas of financial capabilities and asset building. Citi
continually leverages innovative ideas and practices to create the best outcomes and has established
innovation council. Newsletter carrying success stories is shared with the members regularly to increase
the visibility of innovation in the organization. An Online Ideas and Innovation Portal has been set-up for
the employees to post to encourage collaboration.
CITI BANK N. A., MUMBAI
Mr. Sridhar Iyer, Director-Digital Business,
Citibank N. A., Mumbai receiving the Award
Dr. B. S. Ajaikumar, Chairman, HealthCare Global
Enterprises Ltd, Bangalore receiving the Award
Mr. Zubin Songadwala, GM, ITC Gardenia,
Bangalore receiving the Award
Mr. Sanat Hazra, Technical Director, BCCL, The
Times of India, Mumbai receiving the Award
Ms. Varsha Chainani, Director-Public Affairs,
Abbott India, Bangalore receiving the Award
Mr. Pravin Raheja, Director-Services, Raheja
Developers Ltd, New Delhi receiving the Award
Quality Times, February 2014
38
IOD
Institute of Directors
Building
Tomorrow’s
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INSTITUTE OF DIRECTORS, INDIA
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• CEO Insights : Key issues affecting Today's Leaders
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TOPIC HIGHLIGHTS
Theme:
Board Effectiveness:
Constructive Challenges in the Boardroom
13 - 15 April 2014
Convention 2014
Mauritius Global
incorporating
Golden Peacock Awards
A Strategic Tool to Lead the Competition
Hon'ble Mr Cader Sayed-Hossen
Minister of Industry, Commerce and
Consumer Protection
Govt. of Mauritius addressing
th
24 World Congress on
LEADERSHIP & BOARDROOM CHALLENGES
Few concepts today have so totally captured the corporate
consciousness the world over as the twin ideas of corporate
responsibility (CR) and sustainability. The CR concept
connotes that nowadays, a company's long term success and
perhaps even survival is tied to the stewardship of not only its
own wellbeing but also that of the natural and social
environment in which it operates.With stakeholders such as
employees, consumers and investors paying increasing
attention to companies' social and environmental footprints,
and regulations such as the Companies Bill in India fueling the
fire, companies are eager to understand how to best leverage
their CR investments and reap competitive advantage.
The book “Leveraging Corporate Responsibility: The
Stakeholder Route to Maximizing Business and Social Value”
CB Bhattacharya, Sankar Sen and Daniel Korschunis a must
read for those wanting to get the biggest bang for their CR
buck. The authors have integrated over a decade of research
that spans multiple global companies and thousands of
stakeholders to shed light on the conditions under which “it
pays to be good.” The key premise of the book is that
corporate responsibility offers opportunities to foster strong
stakeholder relationships that create value not only for society
and the environmentbut also for the business.
The research identifies three interdependent psychological
levers that drive stakeholder reactions to corporate
responsibility: Understanding, Usefulness, Unity (the 3U's
model). The first lever is a stakeholder's Understanding of a
company's CR initiatives. The first component of
Understanding is awareness: most customers and even many
employees are not aware of a company's actions in the CR
arena. Next, stakeholders often question the company's
motivations for engaging in CR: Is the company seriously
trying to help the community or is it just about profit? Notably,
stakeholders are remarkably supportive of profit motives as
long as the company shows genuine interest and makes a
difference to the social cause as well.
The second lever underlying stakeholder reaction to corporate
responsibility is Usefulness, or the degree to which a CR
initiative provides benefit to the stakeholder. The needs CR
fulfills and the concomitant benefits it provides can either be
functional (e.g., energy savings from more efficient
appliances) or psycho-social (e.g., better integration of work
and personal life from working for a socially responsible
company). Understanding and Usefulness work together to
create a sense of Unity (the third lever in the described
framework), best described as a sense of belongingness to or
connection between the stakeholder and the company. The
authors provide plenty of evidence showing that when these
levers work harmoniously, they produce the greatest value for
both the company and society, maximizing the triple bottom line
of people, planet and profit.
Companies that want to maximize corporate responsibility
value must demonstrate commitment, must co-create value with
stakeholders, must communicate such value to stakeholders and
finally calibrate or measure stakeholder reactions with more
discipline than they do at the moment. In short, the answer to the
oft asked question, “Does it pay to be good?” is a resounding, “It
depends!” Investments in the CR realm are rewarded by
stakeholders only under certain conditions as explicated in the
book. But there is value to be extracted for those who get the
strategy right!
CB Bhattacharya is Dean of International Relations and E.ON
Chai r Prof e s s or i n Cor por at e Re s pons i bi l i t y
at European School of Management and Technology in Berlin,
Germany.
CB Bhattacharya
Quality Times, February 2014
42
Corporate Social Responsibility
8th InternationaI Conference on
held on 17-18 January 2014 at Hotel lTC Windsor Manor, Bengaluru
A Report
th
The Institute oI Directors organized its 8 Annual International
th th
ConIerence on Corporate Social Responsibility on 17 & 18 January,
2014 at Hotel ITC Windsor, Bengaluru, India.
The ConIerence was inaugurated by Hon`ble Krishna Byre Gowda,
Minister Ior Agriculture, Govt. oI Karnataka. Hon'ble Justice M N
Venkatachaliah Chairman, Advisory Council, IOD and Iormer ChieI
Justice oI India delivered a Special Address.
H E Nikhil Kumar, Governor oI Kerala was the ChieI Guest at the
Golden Peacock Awards Nite. He addressed the international gathering,
and presented the Global and National Awards Ior CSR and Innovative
Management to the winning organization. RolI Frei, Consul General,
Consulate General oI Switzerland was the Special Guest.
The Times News Channel, the premier TV media agency covered the
event 'live', and it later telecast a condensed 30minutes version twice.
A large number oI participants, Irom India and abroad were present at
the ConIerence. A number oI leading organizations both Irom India and
abroad also participated. The countries represented at the ConIerence
included Germany, Sri Lanka, Maldives, Trinidad and Tobago,
Singapore, USA, UK, UAE, Norway, Papua New Guinea, Switzerland,
France, Pakistan, Qatar etc.
A number oI top Indian managers oI leading PSUs as also private sector
Quality Times, February 2014
Theme:
'Strategy to Leverage CSR for Competitive Advantage'
Mr Krishna Byre Gowda, Hon'ble Minister Ior Agriculture, Govt. oI Karnataka
lighting the lamp. Other guests can be also be seen Dr Rebecca Reichmann
Tavares, Ed.D. UN Women's Representative Ior India, Maldives, Bhutan and Sri
Lanka and Dr Jija Harisingh, IPS (retd), President, Bangalore Chapter, Institute oI
Directors, and Iormer DGP, Karnataka
ChieI Guest, Krishna Byre Gowda, Hon'ble Minister Ior Agriculture, Govt. oI
Karnataka released the conIerence souvenir published by Institute oI Directors.
Others are Dr Rebecca Reichmann Tavares and Lt Gen. J. S. Ahluwalia.
Mr
544
companies were present at Bangalore, at
the level oI CMDs / CEOs/ Directors.
These included Sulabh International,
Rajasthan Instrumentation Limited,
PEC, Canara Bank, IDBI Bank,
Innovative Financial Advisors, Synergy,
Environics, DLF Foundation, CMC
Limited, Accenture India, Institute oI
Public Enterprise, Hyderabad, Raheja
Developers, New Delhi, Max India,
Nagarjuna Oil Corporation Ltd., Mineral
Exploration Corporation, Nagpur , UK-
India Business Council, Novartis, Engro
Foundation (Pakistan) etc.
More than 300 delegates Irom India and
abroad included leading organizations,
including senior CSR experts Irom the
Times oI India, Power Trading
Corporation , Yes Bank, PEC, Ericsson ,
Lanco Group, Bharti, Marks & Spencer
UK, SanDisk Corporation (USA) ,
Samsung, VodaIone, Citibank, DOHA
Bank (Qatar), Bombay Stock Exchange,
Sahara 'Q Shop, Oil and Natural Gas
Corporation, National Thermal Power
Corporation, Jindal Steel & Power,
Maruti Suzuki, IDBI, Robert BOSCH,
Abbott India , Aditya Birla Nuvo Ltd, Al
Sadd Sports Club(UAE), BASF India,
Bangalore Metropolitan Transport
Corporation, Bridge and RooI, Bombay,
Bharat Sanchar Nigam Limited, Cairn
India, Canon India, Daimler, Engineers
India Ltd, Ericsson, Essar Group,
Federal Bank, Fiinovation, GMR
Foundat i on, Heal t hCare Gl obal
Enterprises Ltd, HeiIer International,
Hindustan Petroleum Corporation
Limited, Mittal Energy Ltd (HMEL),
Hutti Gold Mines, Indian Institute oI
Corporate AIIairs, InIosys, IOCL Ltd,
ITC Hotels, LCD International (UK),
Mahindra & Mahindra Ltd, Mahindra
Comviva, Mantri, MicrosoIt India, New
India Assurance, Novartis India, Radio
Mirchi, Rail India Technical and
Economic Service, Serco Global (USA),
UltraTech Cement, WNS Global Services
etc.
Lt Gen J S Ahluwalia, PVSM (retd),
President, Institute oI Directors, India
delivered the Theme Address. He deIined
CSR as subjective, and still evolving. For
the Iirst time in history, business has
realized the utility oI CSR as a core
strategy. It should be embedded in the
DNA oI the organization. He cited the
example oI Bill Gates who had inIluenced
almost 30 US billionaires to divert part oI
their Iortune to CSR.
ProI C. B. Bhattacharya, ¯Dean oI
Quality Times, February 2014
Dr A. N. Saksena, Director General,
Golden Peacock Awards delivering his
opening remarks at the Golden Peacock
Awards nite.
P Dwarakanath, Advisor - Group Human
Capital, Max India
Lord Diljit Rana MBE, Honorary Consul oI
India, Northern Ireland, UK delivering
Special Address at the Golden Peacock
Awards Nite.
His Excellency Nikhil Kumar, Hon'ble Governor oI Kerala interacting with Mr
R K Dubey, Chairman & Managing Director, Canara Bank Ltd.
Mr
Hon' ble Justice M N Venkatachaliah,
Chairman, Advisory Council, IOD and Iormer
ChieI Justice oI India, addressing the
conIerence
ChieI Guest, H. E. Nikhil Kumar, Hon'ble Governor oI Kerala releasing the 'Handbook
on CSR' published by Institute oI Directors. L to R:- Dr A N Saksena, Lt Gen. J. S.
Ahluwalia, H.E. Nikhil Kumar, Lord Rana and Mr S Chakraborty
Mr
Mr
545
International Relations and E.ON Chair ProIessor in Corporate
Responsibility at ESMT, Germany delivered the Keynote
Address. He stated that CSR leads to competitive advantage Ior
the organizations that practise it. CSR is a science and not an art.
He estimated that more than Rs. 25,000 crore would Ilow into
rural Indian economy as a result oI mandatory CSR.
ProI Colin Coulson-Thomas, International Authority on Board &
Business Development & TransIorming PerIormance, UK
outlined the concept oI Collaborative Capitalism. He added that
the private sector and the public sector must work closely, to
mutual advantage. As public resources are constrained, these can
be supplemented with resources Irom the private sector. CSR is
more than philanthropy.
ProI. Colin credited the IOD with spreading the CSR message
through corporates across India. Mr S. Chakraborty, ChieI
Executive, Innovative Financial Advisors also delivered the
Special Address. He equated CSR with good 'Karma' which is the
core oI Indian philosophy. He gave out results oI door-to-door
survey conducted by his organization which revealed that more
than 50° oI the consumers preIer to patronise those organizations
that practise CSR, even iI their products are marginally more
expensive. He outlined CSR as a three S syndrome
Sustainability, Strategy and Shared Values.
In his Inaugural Address , Mr Gowda, Hon'ble Minister Ior
Agriculture, Govt. oI Karnataka explained that capitalism has
some negative aspects. But looking to the history oI other
ideologies, there is no way other than Capitalism. We should all
strive to make capitalism a success. CSR should not be treated
just as a mandatory requirement but as a mission. It is part oI
Quality Times, February 2014
Hugo Mi ddl e mas , Di r e c t or oI
Fundraising, Leonard Cheshire Disability,
UK
Prof C. B. Bhattacharya, ¯Dean oI International
Relations and E.ON Chair ProIessor in Corporate
Responsibility at ESMT, Germany delivering a
keynote address
Panel discussion on 'Mandating CSR in India' L to R: Ramanathan Ramanan, MD &
CEO, CMC Limited, A TATA Enterprise, Lt Gen J S Ahluwalia, PVSM (retd),
President, Institute oI Directors, India, R. K. Dubey, Chairman cum Managing
Director, Canara Bank Ltd. and Dr Shekhar Shah, Director General, National Council
oI Applied Economic Research
Panel Discussion on 'Corporate citizenship - CSR as new agenda beyond governance'
: L to R: - Vishvesh Prabhakar, Managing Director, India Lead-Sustainability Strategy,
Operations and IT, Accenture, Mamtha Sharma, Head CSR, India & South Asia, IBM
India, P Dwarakanath, Advisor Group Human Capital, Max India, A.K. Mirchandani,
Chairman-cum-Managing Director, PEC Ltd. and Sundeep Kumar, Head oI Public
AIIairs, Novartis India
His Excellency Shri Nikhil Kumar, Hon'ble Governor oI Kerala interacting with the
Golden Peacock Award Winners
Mohini Daljeet Singh, ChieI Executive,
Max India Foundation
546
Lt. Gen. Rajender Singh, CEO,
DLF Foundation
inclusive growth strategy.
Dr Rebecca Reichmann Tavares, Ed.D. UN Women's
Representative Ior India, Maldives, Bhutan and Sri Lanka
stressed that to make CSR more meaningIul, the boards should
comprise more and more women. Empirical studies had shown
that the perIormance oI the organization improves, in direct
proportion to the number oI women represented in the board.
Dr Jija Harisingh, IPS (retd.), President, Bangalore Chapter oI
Institute oI Directors, and Iormer DGP, Karnataka supported Dr.
Tavares' Iindings and stressed that women empowerment in India
would lead to Iurther strengthening oI CSR.
Mr Gowda thereaIter released the Handbook on CSR Ior
Directors prepared by the IOD, as also the Proceedings oI the
ConIerence. He also released a comprehensive book on CSR
edited by ProI R K Mishra, the eminent Dean oI IPE, Hyderabad,
and an international authority on CSR.
The next session- 'the Moral Compass and the Bottom Line' was
chaired by Mr. Muhammad Abdullah YusuI, Chairman, Institute
oI Corporate Governance, Pakistan. Presentation were made on
behalI oI the organizations telling their 'Success Stories' Irom
across the globe. Some leading organizations worldwide were
present at Bengaluru, all oI which outlined their Best Practices on
CSR. These presenters were shortlisted by the IOD Ior their
comprehensive approach to CSR and how they had established a
market lead over their competitors. These organizations included
SanDisk Corporation (USA), Marks and Spencer (UK), Doha
Bank (Qatar) and WNS Global Services, India.
WNS mentioned that their Iocus was on under- privileged
children and their education. They had established several
schools Ior their upliItment. Doha Bank mentioned about their
basic activities as 'green planting', 'green seminars' and 'green
initiatives'. Marks and Spencers mentioned that they view CSR
as long-term Sustainability. They sourced almost 50° oI their
supplies Irom organizations that practise CSR. SanDisk stated
that all CSR activity is 'top down', and that their CEO leads the
drive, involving all the employees.
The next Plenary Session was chaired by Lt Gen Surinder Nath,
PVSM, AVSM, (Retd.), Iormer Chairman, UPSC and Vice
Chairman, Institute oI Directors. It was a high- powered panel
discussion on making CSR an 'Actionable Business Agenda'. Dr.
Shalini Rajneesh, IAS, Secretary to Govt., Dept oI Personnel &
Administrative ReIorms, Govt. oI Karnataka, Mr Sanat Hazra,
Quality Times, February 2014
Lt Gen J S Ahluwalia, PVSM (retd),
President, Institute oI Directors, India
welcomes the conIerence delegates and
delivering a theme address
Muhammad Abdullah YusuI, Chairman,
Paki st an I nst i t ut e oI Cor por at e
Governance
ProI Mahesh Chandra, Dept oI IT,
HoIstra University, New York
Gunelie Winum, Expert Consultant
International Programs, Norway
Panel Discussion on 'CSR - Unlocking the Value' L to R: - Prof. Mouloud Madoun,
Visiting ProIessor, HRM & TQM, Indian Institute oI Management, Trichy, Manisha
Dahad, Co-Iounder, World Changers & Co, UK, Gunelie Winum, Hugo Middlemas,
Director oI Fundraising, Leonard Cheshire Disability, UK and Favad Soomro, Director,
Engro Foundation, Pakistan
Pr o I Co l i n Co u l s o n - Th o ma s ,
International Authority on Director,
Board & Business Development &
TransIormi ng PerIormance, UK
delivering a special address
S. Chakraborty, ChieI Executive,
Innovative Financial Advisors delivering a
special address
547
Director, the Times oI India , Lt. Gen. Rajender Singh (retd.),
CEO, DLF Foundation and Mrs. Mohini Daljeet Singh, CEO,
Max India Foundation participated.
Lt. Gen Surinder Nath introduced the sub-theme Ior the session,
describing CSR as one's inner conscience and a moral
responsibility. It was the human Iace oI business, the emerging
corporate strategic approach to building brands, reputation and
trust. He also emphasized the importance oI budgeting Ior CSR &
the role oI the Govt. in enIorcing and channelising the CSR
activities through the Companies Act, 2013. Dr. Shalini Rajneesh
outlined the concept oI SAKALA, a revolutionary legislation, the
Karnataka SAKALA Services Act. It guarantees the delivery oI
450 public services within a stipulated time. Shri Sanat Hazra
mentioned that they had established Times Foundation which
was a separate entity, encompassing health care, hospitals,
disaster relieI etc. He outlined the vision oI his Chairman who
was keen to develop all local areas, wherever TOI had expanded.
Lt. Gen. Rajender Singh said CSR empowers the population oI
India, 30° oI which is below the poverty line. Mrs. Mohini
Daljeet Singh elaborated the sub-theme and said that CSR is
basically a corporate's duty to the society.
Mr S Ramasundaram, MD & CEO, Nagarjuna Oil Corporation
Ltd. chaired the next session 'Strategizing CSR Creating
Shared Value'. He set the tone Ior the discussion by emphasizing
that CSR would lead to a process oI co-creation with all
stakeholders. The other panelists were Mr S. Chakraborty, ChieI
Executive, Innovative Financial Advisors, Mr Ajay Poddar,
Managing Director, Synergy Environics Ltd. New Delhi, Ms.
Namita Vikas, Senior President and ChieI Sustainability OIIicer,
YES BANK and Dr. Bindeshwar Pathak, Padma Bhushan,
Founder, Sulabh International Social Service Organization.
All oI them elaborated on the sub-theme oI aligning and
embedding CSR in business strategy and the link between CSR &
Competitive Advantage. Mr S. Chakraborty quoted Swami
Vivekananda , India's Iirst social entrepreneur, who said, that ' A
man who lives alone by himselI is already dead¨. Mr Ajay Poddar
wanted the corporates to measure the outcome oI CSR and enlist
good NGOs in their eIIorts. He mentioned about the Enviro Chip
invented by his organization that had proved to be a boon Ior anti-
radiation health drive. Ms. Namita Vikas specially mentioned the
establishment oI Yes Foundation by her bank and the nationwide
social Iilm making project through the medium oI story- telling.
Quality Times, February 2014
Dr Rebecca Reichmann Tavares, Ed.D. UN Women's Representative Ior India,
Maldives, Bhutan and Sri Lanka
Panel Discussion on 'CSR - Unlocking the Value' L to R: - Prof. Mouloud Madoun,
Visiting ProIessor, HRM & TQM, Indian Institute oI Management, Trichy, Manisha
Dahad, Co-Iounder, World Changers & Co, UK, Gunelie Winum, Hugo Middlemas,
Director oI Fundraising, Leonard Cheshire Disability, UK and Favad Soomro, Director,
Engro Foundation, Pakistan
M P Eshwar, Chairman & Managing Director, Instrumentation Ltd., interacting with the
panelists
Panel discussion on 'Strategizing CSR Creating Shared Value' L to R: Namita Vikas,
Senior President and ChieI Sustainability OIIicer, YES BANK, S. Ramasundaram, IAS,
MD & CEO, Nagarjuna Fertilizers and Chemicals Ltd., Dr Bindeshwar Pathak, Founder,
Sulabh International Social Service Organization, S. Chakraborty, ChieI Executive,
Innovative Financial Advisors and Ajay Poddar, Managing Director, Synergy Environics
Ltd.
548
Dr. Pathak emphasized the need Ior covering the neglected
beneIiciaries in our society under CSR like widows, prostitutes,
orphans etc., which are somehow not in Government's Iocus.
The next session 'Mandating CSR in India'- was chaired by Lt.
Gen. JS Ahluwalia. The panelists included Mr R. K. Dubey,
Chairman cum Managing Director, Canara Bank Ltd., Dr
Shekhar Shah, Director General, National Council oI Applied
Economic Research, Mr Ramanathan Ramanan, MD & CEO,
CMC Limited, a TATA Enterprise and Mr Nayan Mehta, ChieI
Financial OIIicer, Bombay Stock Exchange Ltd.
Shri R K Dubey outlined the steps taken by his bank in giving
concrete shape to the CSR concept. He had already set up a
Board sub-committee Ior the purpose. His bank's Iocus was on
unemployed youth and their education and employment. He
speciIically mentioned that all the bank employees had been
trained in CSR. Dr. Shah outlined the tradition oI philanthropy
in India. He mentioned that CSR was really a 'game changer'. The
small companies can contribute as much as large companies in
social welIare. Mr Ramanathan Ramanan gave out the World
Bank deIinition oI CSR and said that in his company, i.e. part oI
TATA Group CSR was in-built in its ethos. Mr Mehta mentioned
the positive as well as negative aspects oI CSR, and stated that
CSR acts as an additional driving Iorce Ior the company.
Each oI the six technical sessions on the Iirst day was Iollowed by
an interaction with the audience.
The concluding session oI the day was the Golden Peacock
Awards Nite. The Awards were conIerred by HE Nikhil Kumar,
Hon'ble Governor oI Kerala, who was the ChieI Guest Ior the
evening.
Dr. A. N. Saksena, Director General, Golden Peacock Awards, in
his opening remarks, outlined the rapid popularity oI these
Awards not only amongst Indian corporates but also,
increasingly amongst the international organizations. 25
countries are now participating in Global GP Awards. Lord Diljit
Rana MBE, Honorary Consul oI India, a Northern Ireland
stressed the aspect oI doing one's duty in the Iorm oI shouldering
responsibility Ior the weaker sections oI the society. He stated
that Indian culture was distinct Irom the western culture, and
charity here was considered a duty.
The Hon'ble Governor oI Kerala, Mr Nikhil Kumar in his ChieI
Guest's Address outlined the philosophy oI CSR and linked it to
the Ireedom movement and the ideals that inspired the Founding
Fathers oI the Republic. He outlined the rate oI economic growth
in India and reasoned that to raise it Iurther, corporates must
enhance their perIormance. It is in this context that the traditional
Indian rate oI growth, dubbed the Hindu growth rate would be
Quality Times, February 2014
Mr R K Dubey, Chairman & Managing Director, Canara Bank Ltd. with their Golden
Peacock Global Award on Corporate Social Responsibility with H.E. Mr Nikhil Kumar
H. E. Mr Nikhil Kumar, Hon'ble Governor oI Kerala with Ashok Verma, Iounder
Chairman, AIrica International Business Forum and Vikkas Puri Irom UK
549
Delegates interacting during the ConIerence
enhanced through Iurther eIIorts, including CSR.
The list oI Awardees and their citations are separately covered in
the issue oI IOD journal. GP Awards, both National and Global
Ior 2013, were conIerred on the winners Ior Corporate Social
Responsibility and Innovation Management.
The Awards Nite concluded with a Iormal Banquet in the honour
oI the Hon'ble Governor, and Ioreign and other Indian dignitaries
and Award winners.
nd
The 2 day's deliberations were opened by Mr M.P. Eshwar,
Chairman and Managing Director, Instrumentation Limited,
Kota (Rajasthan), Mr Eshwar commended IOD Ior organizing
this session on 'Stories oI Success¨. He said that such stories
motivate and inspire all employees in the organizations. The
session commenced with CSR case studies by the winners,
amongst Indian industry, both in the public and private sectors.
Some oI the leading industries Irom all over India, made their
presentations. These included .
(I) Mahindra & Mahindra Ltd, Mumbai,
(ii) IDBI Bank Ltd, Mumbai
(iii) Serco Global Services Pvt Ltd, Mumbai
(iv) JK Lakshmi Cement Ltd, Sirohi
(v) Engineers India Limited, New Delhi
(vi) Uranium Corporation oI India Ltd, Singhbhum (E)
(vii) Oil and Natural Gas Corporation Ltd, New Delhi
(viii) NTPC Ltd, New Delhi
(ix) Aditya Birla Nuvo Ltd, Madura Clothing Bangalore
The next Plenary Session was on 'Corporate Citizenship'. It was
chaired by Mr P Dwarkanath, Advisor, Group Human Capital,
Max India. It was a high-powered panel and comprised Mr A.K.
Mirchandani, Chairman-cum-Managing Director, PEC Ltd., Mr
Vishvesh Prabhakar, Managing Director, India Lead-
Sustainability Strategy, Operations and IT, Accenture, Mr
Sundeep Kumar, Head oI Public AIIairs, Novartis India and Ms.
Quality Times, February 2014
Lt Gen Surinder Nath, PVSM,
AVSM, (Retd), Iormer Chairman,
UPSC and Vice Chairman, Institute oI
Directors
Dr. Shalini Rajneesh, IAS, Secretary
to the Govt., Dept oI. Pers & Admin
ReIorms, Govt. oI Karnataka
ConIerence delegates at the Business Study Tour & Industry Visit to The Times oI
India Press, Bangalore
Group oI conIerence delegates during the industry visit to The Times oI India
Marks & Spencer Group PLC oIIicials at the ConIerence
550
Mamtha Sharma, Head CSR, India & South Asia, IBM India.
Mr Dwarkanath said that Ior CSR to succeed, we must have 'Seva
Bhav', i.e. a Spirit oI Service. The business paradigm had
changed over time and it was no longer 'employee Iirst', or
'customer Iirst', but 'society Iirst'. Mr Mirchandani stated that
CSR philosophy can be translated as 'doing good Ior others is not
a duty but a joy¨. Mr Prabhakar stated that in a global survey oI
around 700 CEOs conducted in 1993, 64° oI the consumers
preIerred products oI companies with good CSR record. The
Iigure had risen to 94° in 2009. Mr Sundeep Kumar mentioned
that today, the reputation oI a company anywhere is indivisible.
CSR is not a cost but an investment. Ms. Mamtha Sharma said
that her company's Iocus was on improving the mindset oI the
employees. They were working on new models to Iind out
innovative ways to change and complete.
This next session was a panel discussion on 'Social Innovation Ior
Economic Growth and Business Sustainability'. It was chaired
by ProI Colin Coulson-Thomas, International Authority on
Board & Business Development & TransIorming PerIormance
(UK). The other panelists were Mr. Muhammad Abdullah YusuI,
Chairman, Pakistan Institute oI Corporate Governance and ProI.
Mahesh Chandra, Dept oI IT, HoIstra University, New York,
USA..
ProI. Colin described CSR as 'helping people to help
themselves¨. Shri YousuI said that in a highly competitive world,
social innovation holds the key. He added that though in Pakistan
there was no CSR legislation as yet, there was the concept oI
'Zakkat', which enjoined a minimum charity Ior the poor and the
needy, by all. ProI. Chandra gave the examples oI President
Obama and Prime Minister, Dr. Manmohan Singh to emphasize
that they had reached the top without belonging to any political
Iamily. The key was good education and healthcare.
nd
The last session oI the 2 day was on 'Unlocking the value oI
CSR'. It was Chaired by Ms. Gunelie Winum, Expert Consultant,
International Programmes, Norway. It was an international
panel, which comprised some oI the top experts Irom all over the
world Norway, Pakistan, UK, France etc. Mr. Hugo
Middlemas, Director oI Fundraising, Leonard Cheshire
Disability (UK), Mr. Favad Soomro, Director, Engro
Foundation, (Pakistan), Ms. Manisha Dahad, Co-Iounder, World
Changers & Co, (UK) and ProI. Mouloud Madoun, (visiting
Quality Times, February 2014
Dr Bindeshwar Pathak,
Founder, Sulabh International
Social Service Organization
Nayan Mehta, ChieI Financial
OII i cer, Bombay St ock
Exchange
R. K. Dubey, Chairman cum
Managing Director, Canara Bank
Ltd.
Hon`ble Krishna Byre Gowda, Minister Ior Agriculture, Govt.
oI Karnataka at the Sulabh International stall
551
Hon`ble Krishna Byre Gowda, Minister Ior Agriculture, Govt. oI Karnataka interacting
with the delegates during the ConIerence
From L to R: Dr Bindeshwar Pathak, Founder, Sulabh International Social Service
Organization, Lt. Gen. Rajender Singh, CEO, DLF Foundation & ProI Colin Coulson-Thomas,
International Authority on Director, Board & Business Development & TransIorming
PerIormance, UK
ProIessor Irom France), HRM & TQM, Indian Institute oI
Management, Tiruchirappalli.
Mr. Middlemas said that the 2020 UN Millennium Development
Report had omitted the CSR Ior disabled groups. There were 1
million disabled people, 80 ° oI whom were living in
developing nations. Mr. Soomro said that CSR was embedded
not only in his company but extended down to the supply chain.
Ms. Manisha emphasized that new models were needed Ior
social welIare programmes. It was important to encourage
'change makers' so that every employee's potential was
unleashed. ProI. Mouloud Madoun said that the CSR model
determines the relationship between the corporation and the
society. In the US, the subject oI spirituality was now being
introduced in the management schools.
Each oI the sessions on the second day was concluded with
nd
interaction with the audience. The highlight oI the 2 day was
address beIore the international gathering by Hon'ble Justice M
N Venkatachaliah (retd.) Padma Vibhushan, Chairman,
Advisory Council, IOD and Iormer ChieI Justice oI India. He
said that corporates and social responsibility are no longer
contradictory, but they supplement each other. Each must
perIorm its role, Ior betterment oI the nation.
Justice Venkatachaliah thereaIter presented mementos on behalI
oI IOD to all the organizations that had supported the
ConIerence.
AIter the technical sessions and presentations, an evening study
tour was organized by the IOD Ior a visit to the local Press oI
'Times oI India'. The delegates were received by senior
representatives oI the newspaper and treated as Guests. They
were taken on a conducted tour oI the Iactory premises and
inIormed about the most moderate automatic printing setup and
CSR initiatives taken by the company. The guests noted how that
these initiatives had enabled the TOI group to win the GP Award
nd
Ior CSR Ior the 2 year running.
The local print media highlighted the event and commented on
the Iact that the ConIerence was one oI the largest such
gatherings in Bengaluru in recent memory.
nd
The IOD ConIerence concluded at 10pm on the 2 day and all
Quality Times, February 2014
Aditya Birla Group oIIicials at the conIerence
Sanat Hazra, Director
Technical, The Times oI India
Ashok Kapur, IAS (retd.), Director General
IOD
552
From L to R: M. S. Raghavan, CMD, IDBI Bank, R. K. Dubey, CMD, Canara Bank & Ashok
Kapur, IAS (retd), DG, IOD India
Lt Gen Surinder Nath, PVSM,AVSM,(Retd), Iormer Chairman, UPSC and Vice Chairman,
IOD India, Muhammad Abdullah YusuI, Chairman, Pakistan Institute oI Corporate Governance
& Ajay Poddar, Managing Director, Synergy Environics Ltd
the speakers, experts and participants, both Irom India and abroad, were thanked Ior a
record participation. A special thanks was also extended to IOD's partners Ior the
event, including media partners. Thanks were also conveyed to the ITC Hotel
Windsor Manor authorities Ior making excellent arrangements.
In Partnership with Magazine Partner
In Association with PrincipaI Sponsor GoId Sponsor

Hutti GoId Mines Co. Ltd.
Bangalore Metropolitan
Transport Corporation EhßlhEERS lhûlA LlNlTEû
The Institute of
Cost Accountants of India
FederatIon oI Karnataka Cbambers oI
Commerce and Industry, BangaIore
Supported by
SiIver Sponsors
Associate Sponsors
Neyveli Lignite Corporation
KREûL
Ìnstitute of
Public Enterprise
Rashtriya ChemicaIs &
FertiIizers Limited
Mysore Minerals
»·./ _· ».... ¸ .·.·.-..
Quality Times, February 2014
553
A view of the convention
Compiled by -
Ashok Kapur, IAS (retd.)
Director General , Institute OI Directors
1. Corporate Boards should comprise oI greater number oI women to plan
and implement higher level oI CSR initiatives.
2. CSR planning and activities should be 'top down', and cover all
managers/employees oI the organization.
3. There should be a separate budget allotment Ior CSR, to ensure proper
planning and eIIective implementation.
4. Well-perIorming NGOs should also be enlisted by the corporates, Ior
outsourcing some oI the CSR activities.
5. Expenditure on CSR should be treated as an investment by the corporates,
and not as a cost.
6. CSR activities should cover not only the Guidelines contained in the
Companies Act, 2013 but extended to cover speciIied and disadvantaged
individual groups like prostitutes, disabled people, widows and orphans
etc.
7. CSR policy and plans should be embedded in the overall business strategy
oI the corporates, and not treated as a separate activity.
8. CSR should be included as a part oI the overall Sustainability strategy oI
the corporates.
9. CSR activity should cover not only the main corporates but their Boards
must simultaneously ensure spread oI CSR down the entire supply chain
that practise CSR.
10. All employees should be periodically sensitized about CSR through
periodic training programmes and Iield visits to access the impact oI CSR
initiatives in the nearby social arena.
11. An 'evaluation mechanism' should be set up by the Boards, to study,
evaluate and report on the overall impact oI CSR activities. It should cover
not only the direct beneIiciaries, but as many stakeholders as possible.
12. Success stories oI CSR initiatives should be widely publicized by the
corporates and Media.


Quality Times, February 2014
554
Date Publication: 5th February 2014
Date of Posting: 6th - 7th February 2014
Postal Registration No.: DL (S)-01/3051/2013-2015
RNI No.68701/95
Printed and published by J.S.Ahluwalia, President on behalf of Institute of Directors at Maximus Packers.
49 - DSIDC Okhla Phase - 1, New Delhi and published at M-52 (Market), Greater Kailash-II, New Delhi - 110048