You are on page 1of 21

Assignment of

Submitted to :- Ms. Gunjan Rana
Submitted By :- Harleen Kaur
Harpreet Kaur Walia
Himanshu Shrivastava
Hitesh Shrivastava
Rakesh Kumar Hans


Introduction of CRM
Introduction of CSR
CSR of Mahindra & Mahindra
CSR of TATA Group
CSR of Bajaj Auto Ltd.

Cause-Related Marketing

Altruism. Corporate responsibility. Philanthropy. These are often used to describe

cause-related marketing-when businesses join with charities or causes to market an
image, product, or service for mutual benefit. Embracing a cause makes good
business sense. Nothing builds brand loyalty among today's increasingly hard-toplease consumers like a company's proven commitment to a worthy cause. Other
things being equal, many consumers would rather do business with a company that
stands for something beyond profits.
Powerful marketing edge
Cause-related marketing can become a cornerstone of your marketing plan. Your
cause-related marketing activities should highlight your company's reputation
within your target market. Cause-related marketing can positively differentiate your
company from your competitors and provide an edge that delivers other tangible
benefits, including:

Increased sales
Increased visibility
Increased customer loyalty
Enhanced company image
Positive media coverage

By choosing a cause you are passionate about, cause-related marketing is

emotionally fulfilling. It's a way to merge your profit center with your "passion
center" and build a business that mirrors your personal values, beliefs and integrity.
If your cause also resonates with your target market, your activities will generate
tremendous goodwill and media attention can be its side effect.
Real-World Success Story
Cosmetic dentist Mark McMahon made himself a media mini-celebrity with a thriving
practice due in part to his high-profile pro bono work in his community, a strategy
that landed him radio and TV appearances in areas where he worked. McMahon
established partnerships with local charities, including a homeless shelter and a
shelter for battered women, and offered free dental services to their members.
Before each event, he contacted local media and let them know what he was up to.
Several TV crews showed up, filmed him treating patients, and later aired the
segments on the evening news.
"These events were surprisingly easy to arrange, and every year, they'd help us get
press simply by doing these charitable promotions," McMahon says. "Local
television news stations loved the emotional element. And it was obviously
rewarding to see patients after we'd treated them who'd been in pain for months
talking about how glad they were to be relieved of their toothaches."

Another project involved the Delancey Street Foundation, a residential education

center for former substance abusers and ex-convicts. "I agreed to treat some of
their members' acute dental needs," McMahon says. "I quickly appreciated the
media appeal of transforming the appearance of these rough-looking guys with
terrible smiles." McMahon captured the event with before and after photos. "These
guys had missing teeth and terrible smiles," he says. "So I had a professional
photographer capture before pictures of these guys in street clothes with their
snarling faces. After I fixed their teeth, we took more pictures, but this time dressed
the guys in suits and ties, now looking like lawyers and accountants, with me sitting
right in the middle. The media loved it, and it was great seeing these men looking
like new."
McMahon's TV appearances created name recognition. "After I did the story on a
local television show, I was recognized in my gym by a masseuse who had seen the
show," McMahon recalls. "She said, 'I was thinking about you this morning while I
was flossing my teeth.' She became a great source of referrals." (Excerpted from the
book Get Slightly Famous: Become a Celebrity in Your Field and Attract More
Business with Less Effort, by Steven Van Yoder)
Getting Started
Cause-related marketing yields mutual benefit. Look for partners with a similar
agenda whose goals can be better achieved by partnering with your business. Take
inventory of the assets that make you an appealing partner in a cause-related
venture. There are many types of mutually beneficial relationships you can form
with your cause-related partner, including special events, sales promotions and
collection plans. An easy way to embrace a cause is to team up with a charity.
Whenever Johnny "Love" Metheny, a slightly famous nightclub owner in San
Francisco, opens a new club, he shares the limelight with a local charity. "I have a
history of including the Leukemia & Lymphoma Society in my grand openings," says
Metheny, who was voted the society's Man of the Year in 1991. "It's not only
something I feel good about, but it helps us market our businesses to the
community and media at the same time." Volunteer with an organization. When
Eunice Azzani, an executive recruiter, volunteered to serve on the board of the San
Francisco AIDS Foundation, she didn't anticipate that it would connect her with
executives from Mervyn's, Bank of America, and Wells Fargo Bank, all of who
eventually hired her to work for them.
"People don't hire a piece of paper or a process. They hire people they trust," Azzani
says. "Volunteering for a position at a local organization makes you very
trustworthy." She advises business owners to target causes they believe in. "If
you're helping with a cause you believe in, people will see that you care. And they'll
realize you will probably care as much about your work."

As your partnership takes shape, become ambassadors for each other. Talk about
the charitable organization and have flyers available. Promote the organization (and
your partnership) on your website and in your newsletters. Ask your partner to
extend the same courtesies to you. Never lose the marketing focus of your
community partnership efforts. Even though the work is philanthropy, your cause
should generate interest in your company and motivate people to buy from it.
Select a cause that is important to your target market, and make sure your target
market sees that connection.

Corporate social responsibility

Corporate Social Responsibility (CSR), also known as corporate responsibility,
corporate citizenship, responsible business and corporate social performance' is a
form of corporate self-regulation integrated into a business model. Ideally, CSR
policy would function as a built-in, self-regulating mechanism whereby business
would monitor and ensure their adherence to law, ethical standards, and
international norms. Business would embrace responsibility for the impact of their
activities on the environment, consumers, employees, communities, stakeholders
and all other members of the public sphere. Furthermore, business would
proactively promote the public interest by encouraging community growth and
development, and voluntarily eliminating practices that harm the public sphere,
regardless of legality. Essentially, CSR is the deliberate inclusion of public interest
into corporate decision-making, and the honoring of a triple bottom line: People,
Planet, Profit.
The practice of CSR is subject to much debate and criticism. Proponents argue that
there is a strong business case for CSR, in that corporations benefit in multiple ways
by operating with a perspective broader and longer than their own immediate,
short-term profits. Critics argue that CSR distracts from the fundamental economic
role of businesses; others argue that it is nothing more than superficial windowdressing; others argue that it is an attempt to pre-empt the role of governments as
a watchdog over powerful multinational corporations.
Potential business benefits
The scale and nature of the benefits of CSR for an organization can vary depending
on the nature of the enterprise, and are difficult to quantify, though there is a large
body of literature exhorting business to adopt measures beyond financial ones (e.g.,
Deming's Fourteen Points, balanced scorecards). Orlitzky, Schmidt, and Rynes found
a correlation between social/environmental performance and financial performance.
However, businesses may not be looking at short-run financial returns when
developing their CSR strategy.

The definition of CSR used within an organization can vary from the strict
"stakeholder impacts" definition used by many CSR advocates and will often include
charitable efforts and volunteering. CSR may be based within the human resources,
business development or public relations departments of an organisation, or may be
given a separate unit reporting to the CEO or in some cases directly to the board.
Some companies may implement CSR-type values without a clearly defined team or
The business case for CSR within a company will likely rest on one or more of these
Human resources
A CSR programme can be an aid to recruitment and retention, particularly within the
competitive graduate student market. Potential recruits often ask about a firm's CSR
policy during an interview, and having a comprehensive policy can give an
advantage. CSR can also help to improve the perception of a company among its
staff, particularly when staff can become involved through payroll giving,
fundraising activities or community volunteering.
Risk management
Managing risk is a central part of many corporate strategies. Reputations that take
decades to build up can be ruined in hours through incidents such as corruption
scandals or environmental accidents. These events can also draw unwanted
attention from regulators, courts, governments and media. Building a genuine
culture of 'doing the right thing' within a corporation can offset these risks.
Brand differentiation
In crowded marketplaces, companies strive for a unique selling proposition that can
separate them from the competition in the minds of consumers. CSR can play a role
in building customer loyalty based on distinctive ethical values. Several major
brands, such as The Co-operative Group, The Body Shop and American Apparel are
built on ethical values. Business service organizations can benefit too from building
a reputation for integrity and best practice.
License to operate
Corporations are keen to avoid interference in their business through taxation or
regulations. By taking substantive voluntary steps, they can persuade governments
and the wider public that they are taking issues such as health and safety, diversity
or the environment seriously, and so avoid intervention. This also applies to firms
seeking to justify eye-catching profits and high levels of boardroom pay. Those
operating away from their home country can make sure they stay welcome by being
good corporate citizens with respect to labour standards and impacts on the

The companies referred for CSR are:

Mahindra & Mahindra

TATA Group
Bajaj Auto

Company Profile
Steel Authority of India Limited (SAIL) is the leading steel-making company in India.
It is a fully integrated iron and steel maker, producing both basic and special steels
for domestic construction, engineering, power, railway, automotive and defence
industries and for sale in export markets.

Ranked amongst the top ten public sector companies in India in terms of turnover,
SAIL manufactures and sells a broad range of steel products, including hot and cold
rolled sheets and coils, galvanised sheets, electrical sheets, structurals, railway
products, plates, bars and rods, stainless steel and other alloy steels. SAIL produces
iron and steel at five integrated plants and three special steel plants, located
principally in the eastern and central regions of India and situated close to domestic
sources of raw materials, including the Company's iron ore, limestone and dolomite
mines. The company has the distinction of being Indias largest producer of iron ore
and of having the countrys second largest mines network. This gives SAIL a
competitive edge in terms of captive availability of iron ore, limestone, and dolomite
which are inputs for steel making.
SAIL's wide range of long and flat steel products are much in demand in the
domestic as well as the international market. This vital responsibility is carried out
by SAIL's own Central Marketing Organisation (CMO) and the International Trade
Division. CMO encompasses a wide network of 34 branch offices and 54 stockyards
located in major cities and towns throughout India.With technical and managerial
expertise and know-how in steel making gained over four decades, SAIL's
Consultancy Division (SAILCON) at New Delhi offers services and consultancy to
clients world-wide.
SAIL has a well-equipped Research and Development Centre for Iron and Steel
(RDCIS) at Ranchi which helps to produce quality steel and develop new
technologies for the steel industry. Besides, SAIL has its own in-house Centre for
Engineering and Technology (CET), Management Training Institute (MTI) and Safety

Organisation at Ranchi. Our captive mines are under the control of the Raw
Materials Division in Kolkata. The Environment Management Division and Growth
Division of SAIL operate from their headquarters in Kolkata. Almost all our plants
and major units are ISO Certified.
Integrated steel plants are highly energy intensive in nature as the different steps
involved in processing of ore for reduction, making and shaping of steel are highly
endothermic and take place at elevated temperatures. The cost of energy accounts
for nearly 30% of the cost of production of steel. Therefore, any savings in energy
will reflect in substantial savings to the company. In view of this, the ongoing focus
of SAIL is to reduce the specific energy consumption thereby improving the
profitability and productivity of the Plants.
The major energy inputs to SAIL integrated steel plants are :
Coking coals used for production of coke to be input in blast furnaces to produce hot
metal accounts for about 73% of total energy input in SAIL steel plants.Non-coking
coals, mainly used for generation of power and process steam, accounts for about
19%.Purchased electricity supplements inplant generated power for running
electrical equipment accounts for about 7% of total energy input.Purchased petrofuels like furnace oil, LSHS (Low Sulphur Heavy Stock) to meet shortfalls in
availability of internally generated fuels, used in higher temperature furnaces. This
accounts for about 1% of total energy input.
It may be noted that internally generated fuels such as coke oven gas, blast furnace
gas and coal tar fuels are used in these furnaces as well as in coke ovens and blast
furnaces to meet the heat requirement.Typically the specific energy consumption in
integrated steel plants in SAIL ranges from 6.84 Gcal/ Tcs to 8.88 Gcal /Tcs. Amongst
them, Bhilai Steel Plant has been recording the lowest specific energy consumption
for the last few years.
Energy Conservation Efforts

Notwithstanding the modernisation programmes, energy consumption in SAIL steel

plants has been taken up as a thrust area. The systematic efforts coupled with
general awareness of importance of energy conservation, improved house keeping,

improved operational practices have begun to yield positive results.Specific energy

consumption has been consistently coming down for last 10 years in SAIL as shown
below: Regular monitoring and audit of energy consumption in various shops has
resulted in definite energy conservation measures that have yielded considerably
benefits. Some of these measures are :
Process Modifications

Conversion of energy intensive OH furnace to TH furnace for steel making as

an interim step .
Introduction of coal dust injection, for injection in blast furnaces.
Usage of nut coke in blast furnaces to conserve metallurgical coke.
Replacement of some of the pusher type reheating furnaces to walking beam
furnaces in rolling mills.
Increased proportion of continuous casting in steel.
Introduction of briquetted coal charge in coke ovens for improvement in coke
Use of sponge form in blast furnaces..

Measuring Instruments

Provision of compensated steam flow meters alongwith integrators.

Procurement of thermotechnical instruments for energy conservation like O2
analysers, hand-held pyrometers.

Energy Loss Reduction

Aluminium sheet cladding of steam collectors.

Timely replacement of faulty steam traps.
On-line steam leakage plugging.
Provision of high emmissivity coating in high temperature furnaces.
Thermal insulation of fuel tanks.
Double skid insulation in reheating furnaces.

Light Load Reduction

Use of translucent sheets on roof-top in mill areas

Replacements of HPMV lamps by HPSV lamps
Introduction of time switches for controlling day time loading

In the process of steel-making, even with the latest technologies available, it is not
possible to completely eliminate pollution in any of its diverse forms - air, water,
noise or solid waste. Efforts to control the pollution menace are, therefore, being
tackled in several ways.

Pollution, once generated, needs to be arrested and treated before the pollutants
are released into the ambient environment.

In SAIL, over 1000 air pollution control equipment in the form of bag filters, ESPs,
Ventury scrubbers, cyclones are operating at its various plants. For tackling water
pollutants, over 200 control devices are in place including BOD plants. As a leader in
the steel industry in India, SAIL has frequently been the first to introduce the latest
available technologies in the area of pollution control.
Comprehensive and structured initiatives in SAIL have significantly brought down
the pollution load (stack emission) to 2.5 kg/tcs from 12.6 kg/tcs in a decade.
Installing new air pollution control facilities in shops and augmenting the capacity of
the existing ones are helping the stack emission to comply with the statutory
norms. The stacks of the special steel plants are 100% complying with norms where
as for those of the integrated steel plants, gaps have been identified and work is
under progress to meet the regulatory standards.


Over the last few years, concerted efforts are on to maximize utilisation of these
wastes. The granulated BF slag is being sold to cement manufacturers while the aircooled BF slag is being used in all the SAIL plants for repair of roads in the
townships. It was also found suitable for use as concrete aggregate, road aggregate,
for both base- and wear-courses and for bituminous mixes. Steel melting slag is
partly being recycled through BF and sinter plants utilising the presence of useful
components like CaO, MgO, Fe, MnO, thereby conserving flux material and saving
the natural degradation to that extent. The slag from steel making (BOF slag) has
proved to be an excellent railway ballast material and, as such, is being used
extensively for the internal rail networks of SAIL plants as well as being sold to
Indian Railways.
The solid waste arisings rate has been gradually brought down to the level of 559
kg/tcs during 2005- 06, from a high level of 648 kg/tcs in 2000 - 01.

Mahindra & Mahindra

The US $6.7 billion Mahindra Group is among the top 10 industrial houses in India.
Mahindra is the market leader in multi-utility vehicles in India It made a milestone
entry into the passenger car segment with the Logan. Mahindra & Mahindra is the
only Indian company among the top tractor brands in the world.The Group has a
leading presence in key sectors of the Indian economy, including the financial
services, trade, retail and logistics, automotive components, after-market,
information technology and infrastructure development. Mahindra has recently
made an entry in the two-wheeler segment which will see the company emerge as a

full-range player with a presence in almost every segment of the automobile

Mahindra's Farm Equipment Sector is the proud recipient of the Japan Quality Medal,
the only tractor company worldwide to be bestowed this honour. It also holds the
distinction of being the only tractor company worldwide to win the Deming Prize.
The US based Reputation Institute recently ranked Mahindra among the top 10
Indian companies in its Global 200: The World's Best Corporate Reputations
list.Mahindra is also one of the few Indian companies to receive an A+ GRI checked
rating for its first Sustainability Report for the year 2007-08.
CSR of Mahindra & Mahindra
Corporate Social Responsibility has always been an integral part of the Mahindra
Group's vision and the cornerstone of our Core Value of Good Corporate Citizenship.Keshub Mahindra, Chairman
The Mahindra Group defines Corporate Social Responsibility as making socially
responsible products, engaging in socially responsible employee relations and
making a commitment to the community around it. At the Mahindra Group,
Corporate Social Responsibility is not just a duty; it's a way of life. In 2005, the
Group celebrated its 60th anniversary by renewing its commitment to Corporate
Social Responsibility. It pledged to dedicate 1% of its profit (after tax), on a
continuous basis towards Corporate Social Responsibility. A unique kind of ESOPs Employee Social Options was launched to enable Mahindra employees to involve
themselves in socially responsible activities of their choice. The Group also
announced a special gift: to provide free cochlear implants to 60 profoundly
hearing-impaired, under-privileged children. In addition to giving impetus to the
Nanhi Kali project for the girl child and the Mahindra All India Talent Scholarship for
the economically disadvantaged, the Mahindra Group is planning to set up two
Mahindra Pride Schools. These schools will offer a variety of courses, with an
emphasis on employability, including training for Information Technology, Retail,
Automotive Engineering etc. They will provide new skills and capabilities to the
weaker sections of society, particularly the scheduled castes and scheduled tribe
youth. While these projects are already underway, plans for more social initiatives
are on the anvil.
K.C Mahindra Education Trust
Mahindra Education Society
Mahindra United World College
Health & Disaster Relief

The Mahindra Foundation has been set up with a specific objective: to provide
medical relief to the poor and needy sections of society. The foundation has helped
patients suffering from cancer, heart ailments as well as burn victims. It has also
been very active during national calamities and disasters and has helped contribute
and mobilise resources. The foundation also extends its support to academia and
other professionals and sportsmen by helping them attend workshops and
conferences overseas.
The Mahindra Group has always been very responsive to any major disaster in India.
Whether it's been the tsunami or the Gujarat earthquake, the Mahindra family has
got together and always provided support either by way of financial help or by way
of sending vehicles, supplying material or manpower.
Arts and Culture
The Mahindra Excellence in Theatre Awards (META) is the latest in the Mahindra
Groups efforts to encourage national theatre in two broad categories - Emerging
theatre and Established theatre. The annual awards are in tune with the Groups
Corporate Social Responsibility programmes, which have already received a fillip in
the Conglomerates 60th anniversary year. The awards will initially cover English &
Hindi theatre and include other language productions at a later stage. The Critics
Panel, consisting of expert theatre and literary personalities based in the four
metros, has overseen the selection of the plays in both categories.The awards are in
the following categories (separately for each category):


Play / Production
Lighting Design
Sound Track
Costume Design
Set Design
Adapted Work
Supporting Actor
Supporting Actress

The selection process covers four broad areas of the country, namely, North, South,
East and West. The Critics Panels are based in each of the four regional hubs of
Kolkata, Mumbai, Delhi and Bangalore. Six plays are selected from each region and
are referred to the respective Critics Panel. The Panel from each metro city then
sends the final list of eight productions to the Grand National Jury.The Grand
National Jury for the year 2006 includes theatre luminaries such as Shyamanand

Jalan, Shabana Azmi, Ila Arun, Shashi Kapoor, Zafar Hai and M. S. Sathyu. The
Mahindra Group also plans to set up a Mahindra Academy for Excellence in Theatre.

TATA Group
The Tata Group is a multinational conglomerate based in Mumbai, India. In terms of
market capitalization and revenues, Tata Group is the largest private corporate
group in India and has been recognized as one of the most respected companies in
the world over the years. It has interests in steel, automobiles, information
technology, communication, power, tea and hotels. The Tata Group has operations
in more than 85 countries across six continents and its companies export products
and services to 80 nations. The Tata Group comprises 98 companies in seven
business sectors, 27 of which are publicly listed. 65.8% of the ownership of Tata
Group is held in charitable trusts. Companies which form a major part of the group
include Tata Steel, Corus Steel, Tata Motors, Tata Consultancy Services, Tata
Technologies, Tata Tea, Titan Industries, Tata Power, Tata Communications, Tata
Teleservices, Tata AutoComp Systems Limited and the Taj Hotels.The group takes
the name of its founder, Jamsetji Tata, a member of whose family has almost
invariably been the chairman of the group. The current chairman of the Tata group
is Ratan Tata, who took over from J. R. D. Tata in 1991 and is currently one of the
major international business figures in the age of globality. The company is currently
in its fifth generation of family stewardship.
CSR of TATA Group
The term corporate sustainability is of relatively recent vintage. Not so the
philosophy of social responsibility that underlines the Tata way of conducting its
businesses. The multitude of social development and environment initiatives Tata
has nurtured from its earliest days flows from a wellspring of voluntary, as opposed
to obligatory, commitment
Community initiatives
Different Tata companies have in-house organisations to implement and manage
the community development projects that they undertake. The most prominent of
these are the Tata Chemicals Society for Rural Development, the Tata Steel Rural
Development Society, Rallilove ACTS (Assisting Communities Through Service) and
Voltas for Women.
The Tata group is facing up to the challenge of climate change and making it
integral to its processes. Coordinating and directing the climate change efforts of
the group's companies are some of the senior-most Tata leaders.

Tata trusts
Strong beliefs on sharing of wealth led the founders of the Tata group to endow a
number of philanthropic trusts that annually support premier academic institutions,
social and community causes, and programmes for the uplift of the underprivileged.

Sir Dorabji Tata and allied trusts:

Sir Ratan Tata Trust:
JN Tata Endowment:

The national institutes of learning and research that Tata helped establish and
continues to support.

Indian Institute of Science

JRD Tata Ecotechnology Centre
Tata Institute of Fundamental Research
Tata Institute of Social Sciences
Tata Memorial Centre
Tata Medical Centre

Bajaj Auto
Bajaj Auto is a major Indian automobile manufacturer. It is India's largest and the
world's 4th largest two- and three-wheeler maker[citation needed]. It is based in
Pune, Maharashtra, with plants in Akurdi and Chakan (near Pune),Waluj (near
Aurangabad) and Pantnagar in Uttaranchal. Bajaj Auto makes and exports
motorscooters, motorcycles and the auto rickshaw.The Forbes Global 2000 list for
the year 2005 ranked Bajaj Auto at 1946.Over the last decade, the company has
successfully changed its image from a scooter manufacturer to a two wheeler
manufacturer. Its product range encompasses Scooterettes, Scooters and
Motorcycles. Its real growth in numbers has come in the last four years after
successful introduction of a few models in the motorcycle segment.The company is
headed by Rahul Bajaj who is worth more than US$1.5 billion.
CSR of Bajaj Auto Ltd.

Bajaj Auto is committed to nation-building and contributing to the uplift and

development of the weaker sections of society. This is a legacy of our founders,
Jamanalalji, Kamalnayanji and Ramkrishna Bajaj.
Jankidevi Bajaj Gram Vikas Sanstha (JBGVS)
Bajaj Autos Corporate Social Responsibility towards the rural poor is carried out by
a trust, Jankidevi Bajaj Gram Vikas Sanstha (JBGVS). This trust was formed in 1987.
JBGVS acts as a catalyst for development at the grass root level in 44 villages
around Bajaj Auto plants in Pune and Aurangabad District.
Samaj Seva Kendra (SSK)
Samaj Seva Kendra was established in 1975 by Bajaj Auto and is part of JBGVS. SSK
provides facilities for social development of the residents of Akurdi, Nigdi and
adjoining townships, with the aim of improving their quality of life, through skill
development training, hobby centre, nursery education, health care, sports, music,
dance and cultural programmes. It has a membership of 1000 families. SSK, also
conduct joint programmes with Pimpri Chinchwad Municipal Corporation, Kamgar
Kalyan Kendra, Jan Shikshan Sanstan, Shramik Shiksha Board, World Centre of Girl
Guides and Scouts.
Kamalnayan Bajaj Hospital
A modern, 135-bed hospital at Aurangabad in Western Maharashtra, the
Kamalnayan Bajaj Hospital provides high-quality secondary and tertiary healthcare
and specialist facilities under one roof. Its panel of renowned full-time consultants
provides comprehensive multi-specialty care and advanced surgical procedures
such as coronary artery bypass, beating heart graft surgeries, joint replacements,
complex neurosurgical procedures, kidney transplants. The hospital's well-designed
suite of five operation theatres is equipped to cater to complex surgical procedures.
The hospital has state-of-the-art facilities like a cardiac catheterisation lab,
advanced spiral computer topography (CT) scanner, a colour doppler all from GE
Medical Systems a Mac 5000-series stress test machine, a holter monitor from
GE-Marquette, ultra-touch dialysis equipment from Baxter and an advanced reverse
osmosis plant.

RIL (Reliance Industries Limited)

Reliance Industries Limited (NSE: RELIANCE) is India's largest private sector
conglomerate (and second largest overall) with an annual turnover of US$ 35.9
billion and profit of US$ 4.85 billion for the fiscal year ending in March 2008 making
it one of India's private sector Fortune Global 500 companies, being ranked at 206th
position (2008). It was founded by the Indian industrialist Dhirubhai Ambani in 1966.

Ambani has been a pioneer in introducing financial instruments like fully convertible
debentures to the Indian stock markets. Ambani was one of the first entrepreneurs
to draw retail investors to the stock markets. Critics allege that the rise of Reliance
Industries to the top slot in terms of market capitalization is largely due to
Dhirubhai's ability to manipulate the levers of a controlled economy to his
advantage. Though the company's oil-related operations forms the core of its
business, it has diversified its operations in recent years. After severe differences
between the founder's two sons, Mukesh Ambani and Anil Ambani, the group was
divided between them in 2006. In September 2008, Reliance Industries was the only
Indian firm featured in the Forbes's list of "world's 100 most respected companies".
Social welfare and community development is at the core of Reliances Corporate
Social Responsibility (CSR) philosophy and continues to be a top priority for the
Company. It revolves around the Companys deeply-held belief in the principle of
symbiotic relationship with the local communities, recognizing that business
ultimately has a purpose - to serve human needs. Close and continuous interaction
with the people and communities in and around the manufacturing divisions has
been the key focus while striving to bring around qualitative changes and
supporting the underprivileged. Reliances contributions to the community are in
the area of health, education, infrastructure development (drinking water,
improving village infrastructure, construction of schools etc.), environment (effluent
treatment, tree plantation, treatment of hazardous waste), relief and assistance in
the event of a natural disaster, and miscellaneous activities such as contribution to
other social development organizations etc.

Research & Development

With the implementation of various multi-pronged initiatives at various R&D centers
involving product, process and catalyst development projects, the research
activities at Reliance received a major boost during the year. This effort was
supplemented by sponsored and outsourced collaborative research programs with
national and international institutes and labs to leverage expertise across
boundaries. This has resulted in creating new business opportunities and intellectual
capital rights, value enhancement, cost reduction through various technology and
knowledge platforms.
Some achievements of Reliances R&D are as under:

Synergistic PP clarifiers

Energy efficient process for a portfolio of Ultra High Molecular Weight

(UHMWPE) grades
Development of New Generation Paraffin Dehydrogenation Catalyst (RPDC10)
Commercialisation of New Generation Para Diethyl Benzene (PDEB) Catalyst
Development of Catalysts for Hydrogenation of Acetylene in HCl Stream
Development of Noble metal based Catalyst for PET plant
High Impact Polystyrene (HIPS) grade Polybutadiene Rubber (PBR)
Process for Recovery of Benzene from PBR-I Waste Water Stream
Scale-up Studies on Cyanide removal from Ammonium Sulfate Stream of ACN
plant by steam stripping.

Teach them young is the very motto of Reliance as the Company believes that the
quality of inputs received by an individual at an early age contributes to his or her
growth as a capable human being. To ensure high quality of teaching, Reliance has
made significant efforts towards value enhancement of teachers through
professional and institutionalized training. Dahej Manufacturing Division conducted
educational and excursion tours of students and teachers from the primary schools
of neighbouring villages, and also organized Balmela and Science and Mathematics
To provide training in the field of effective techniques and modern methods of
teaching to high school teachers in the Hazira area, the Company organized training
of teachers in various subjects.
Reliance has launched the Sky is the limit programme at Hazira, to address the
problem of school drop-outs in the local community.
To encourage school children from neighbouring villages, Nagothane Manufacturing
Division based CSR cell MGCC Area Development Research Foundation (MADER)
Trust took following initiatives:

Felicitated meritorious students from neighbouring villages and tribal

hamlets. Each student received a set of note books, stationary items and a
school bag.

There are several Zilla Parishad schools located on the hilltop near Nagothane
Manufacturing Division where all the children who are attending school are
tribal. With an objective to encourage the tribal students, Reliance also
provided school uniforms.


Health Awareness Programs, covering diverse topics such as noise pollution,

hazards substance abuse, prevention of HIV/AIDS and First Aid were conducted for
students of schools at the neighbouring towns and villages of Patalganga. Barabanki
Manufacturing Division provides medical service and awareness programs on
health, hygiene, cleanliness and sanitation in neighboring villages.
Hoshiarpur Manufacturing Division too conducts monthly checkup camps at
neighbouring villages. Free medicines and spectacles were also provided. Round the
clock free ambulance service has been provided to roadside accident victims. Hazira
Rehabilitation Centre for the Physically Challenged has been set up in partnership
with Disabled Welfare Trust of India for capacity building of physically challenged
children from the weaker sections of society.

In recent decades the concept of Corporate Social Responsibility (CSR)
turned out to be a vital strategy for companies to survive in a ruthless
market environment. In a condition where markets shift and customers

preferences becomes more unpredictable and complex, adopting CSR

strategy could be a powerful tool for survival.
CSR-Asia defined Corporate Social Responsibility as a concept whereby
companies integrate social and environmental concerns in their business
operations and in their interaction with their stakeholders on a voluntary
basis. Many companies all over the world are now starting to see the benefit
of practicing CSR in their bottom lines. European countries are now seriously
engaged in this concept on different levels and even in interpretation of how
the concept works. The concept is quite ambiguous for some did not see its
difference from corporate philanthropy. The latter is the most popular as it is
easy to comprehend and implement. Other would try to adopt the concept
but their involvement limited only to their core business. This is
understandable, because it is easier for companies to formulate
interventions on a concept they can easily understand and are cost-effective
to them. Example, a food manufacturing company would normally prefer to
implement interventions that are related to nutrition, and call this as their
CSR project, but in reality is still very similar to corporate philanthropy.
Despite the wide spectrum of approaches to CSR, there is a large consensus
among practitioners on its main features. First, is that, CSR is behavior by
business over and above legal requirements, voluntarily adopted because
business deem it to be in their long-term interest. Second, CSR is intrinsically
linked to the concept of sustainable development: businesses need to
integrate the economic, social and environmental impact in their operations.
Third, CSR is not an optional add-on to business core activities but about
the way in which business is managed.
Following the above line, CSR could not be equated to Philanthropy. It is a
complete business strategy that aims to ensure the long-term viability of the
business, by assuming an active role in the development of the community,
the economy, and the environment through good business practices. It is not
different from being a good citizen of a country! CSR brings full load of
benefits aside from ego-trip as others thought. I will tell you why. Todays
world has become smaller, and markets have become ever more accessible,
thanks to globalization. Globalization however, would force many companies
including small and the medium enterprises to adopt CSR in order to remain
competitive locally and in the international market. In some countries
Government regulations such as environmental and social issues have
increased, and standard and laws are also often set at a supranational level.
An example of this is the European Union, where regulations and standards

are applied to all member countries. Moreover, buyers in these countries

would want to know that the product they buy did not come from companies
and manufacturing processes that caused or even poses threat to the
environment. They are also concerned with the companys records - giving
fair wages, good working conditions, and the like. These are highlighted in
the media, which becomes a clear advantage to businesses with good CSR
During the past decade, consumers and communities have become sensitive
to business practices of companies existing in their areas or from which they
buy their goods and services. It has been observed that communities would
prefer and are supportive of companies they see as concerned with the
general welfare of the people in their business operation than the
employment opportunities it generates. Achieving and maintaining industrial
peace is also a direct consequence of a good CSR strategy.
Another emerging concern nowadays that could easily be responded through
good CSR, is the difficulty of companies in retaining highly skilled and
competent personnel or luring them to work in your company. In recent years
many human resource analysts noticed that the most competent and skilled
workers would want to be associated with companies that have good
business practices and reputation. This is the possible explanation why even
large corporations whose reputation of being tax cheaters, involved in
corruption, products and practices that are harmful to the environment, noninvolvement in responding to social issues and concerns, have hard time
getting good-quality, or highly skilled employees.
Companies with good business practices have clear advantages in
convincing investors. Recent studies have shown that a growing number of
investors would prefer companies with strong CSR programs. They see CSR
involvement as an indication of the companys long-term potentials. There is
a growing perception among enterprises that sustainable business success
and shareholder value cannot be achieved solely through maximizing short
term profits, but instead through market-oriented yet responsible behavior.