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Submitted by

in partial fulfillment of Summer Internship for the award of the degree of


School of Business
July, 2015

I take this opportunity to express my profound gratitude towards
EMAMI PAPER MILLS LIMITED for allowing me with this
opportunity to perform my Summer Internship Program in their
esteemed organization.
I would like to extend my deepest regards and gratefulness to
Mr. GAUTAM AICH, who was my mentor. His exemplary
guidance, monitoring and constant encouragement throughout
the course of this study made the successful completion of this
project possible. In addition to the subject matter, his counsel on
various other issues enhanced my knowledge and outlook.

Table of contents

Executive Summary...
Company Profile.
SWOT Analysis..
Integrated Objectives..
ISO 9001 Quality Standards...
ISO 14001:2004 - Environment Management System
8. OHSAS 18001:2007 - Occupational Health &
Safety Management System standard
9. Quality Management System Process..
10. Implementation of Env. Mgmt. System...
11. Model of IMS
12. IMS Process Plan..
13. Approach to IMS...
14. IMS Implementation.
15. CSR
16. CSR Approaches...
17. CSR Practices.
18. Evolution of CSR in India..
19. 4 Phases of Development of CSR in India.
20. CSR Activities in Emami Paper Mils Ltd...
21. Conclusion...
22. Referrence...
23. Bibliography
24. Questionnaire on IMS and CSR..

Executive summary
An integrated management system (IMS) is a

components of a business into one coherent

system so as to enable the achievement of its
purpose and mission.
A companys sense of responsibility towards the
community and environment in which it operates.
Companies express this citizenship through their
waste and pollution reduction processes by
contributing educational and social programs and
by adequate returns on the employed resources.
This is refer as CSR.
I took both this topic IMS AND CSR to identify how
Manufacture and Marketing of desired quality
of paper under controlled condition in order to
achieve zero customer complaint, zero
pollution, zero accident and total elimination of
occupational health hazard.
Comply with all applicable legal and other
requirements related to product, health, safety
and environment.
Enhance customer satisfaction and continually
improve effectiveness of the IMS.
Educate and motivate employees as well as
communicate to interested parties to foster
team spirit and to contribute towards
implementation of IMS.

Integrated means combined; putting all the
internal management practices into one system
but not as separate components.
For these systems to be an integral part of the
company's management system there have to be
linkages so that the boundaries between processes
are seamless.
An integrated management system (IMS) is a
management system which integrates all
components of a business into one coherent
system so as to enable the achievement of its
purpose and mission.
Corporate social responsibility (CSR, also called corporate
conscience, corporate citizenship or responsible business) is a
form of corporate self-regulation integrated into a business
CSR policy functions as a self-regulatory mechanism whereby a
business monitors and ensures its active compliance with the
spirit of the law, ethical standards and international norms. With
some models, a firm's implementation of CSR goes beyond
compliance and engages in "actions that appear to further some
social good, beyond the interests of the firm and that which is
required by law.
CSR aims to embrace responsibility for corporate actions and to
encourage a positive impact on the environment
and stakeholders including consumers, employees, investors,
communities, and others.

Company profile

Company Name :-


Unit : Gulmohar

Head Office :-

687, Anandapur E.M. Bypass

Kolkata- 700107
Ph : +91-33-66136264/6454
Fax : +91-33-66136400
Email :
Website :

Paper Mill :

R.N. Tagore Road,

Kolkata- 700035
Ph : +91-33-5645245/5412
Fax : +91-33-5646926
Email :

Activity :

Manufacturing & Marketing of writing &

printing paper including Newsprint.

Installed Capacity:

16,500 TPA

Product Range :
Following Quality products are being manufactured as per Customer requirements-

Super Deluxe Cream Wove

Deluxe Cream Wove
News Print
White Wove

Manufacturing Facility:
The Manufacturing Facility consists of pulp mill, Paper Machine, Rewinder and
Sheet Cutter.
Utility facility includes Boiler and ETP.
Raw Materials :
Waste Papers {Imported & Indigenous} are the basic raw material used.
Miscellaneous :
Emami Paper Mills Ltd, Gulmohor is an ISO 9001, ISO 14001 and OHSAS 18001
certified unit. The unit adheres to all statutory rules and regulation including safety
requirements as enforced from time to time.


Lowest cost manufacturer with modernized production
Strategic location proximity to raw materials, logistics
advantage and nearness to the market
Pan India presence
In-house technical team to ensure better end-product
Qualifi ed and technical manpower
Strong Research and Development team for continuous
product development and cost reduction

The Company produces paper and newsprint from
100% recycled fi bre which is scarce in our country

Large and growing domestic market
Huge potential in export market
Capacity expansion

Increasing coal and logistic cost
Small and unorganised industry players
Cheap dumping from export countries
Negative budgetary policies for paper industry

Enhance customer satisfaction

Reduce customer complaints

Reduce environment damaging aspects
Optimize utilization of resources
Reduce accidents and ill health
Adhere to all safety norms
Comply with all applicable legal and others requirements
Adhere to all internal schedule and procedure.

ISO 9001 Quality

Principle 1 Customer focus
Principle 2 Leadership
Principle 3 Involvement of people
Principle 4 Process approach
Principle 5 System approach to management
Principle 6 Continual improvement
Principle 7 Factual approach to decision making
Principle 8 Mutually beneficial supplier
Principle 1 Customer focus
Organizations depend on their customers and therefore
should understand current and future customer
needs, should meet customer requirements and
strive to exceed customer expectations.
Principle 2 Leadership
Leaders establish unity of purpose and direction of
the organization. They should create and maintain the
internal environment in which people can become fully
involved in achieving the organizations objectives.
Principle 3 Involvement of people

People at all levels are the essence

of an organization and their full involvement
enables their abilities to be used
for the organizations benefit.
Principle 4 Process approach
A desired result is achieved
more efficiently when activities
and related resources
are managed as a process.
Principle 5 System approach to management
Identifying, understanding and managing
interrelated processes as a system contributes
to the organizations effectiveness and efficiency
in achieving its objectives.
Principle 6 Continual improvement
Continual improvement
of the organizations overall performance
should be a permanent objective
of the organization.
Principle 7 Factual approach to decision making
Effective decisions
are based on
the analysis of data
and information
Principle 8 Mutually beneficial supplier
An organization and its suppliers
are interdependent and a mutually beneficial
relationship enhances the ability

of both to create value.

ISO 14001:2004 Environment

Management System
EPM committed to its responsible manufacturing practices
and has implemented several environment-friendly processes
under its well-defined Environment Policy.
EPM always makes constant efforts
to better the stipulated standards, ensuring sufficient energy
conservation with higher waste recycling. EPM has
implemented its policies as under:
Complying with all relevant legislative requirements
Reducing pollution load in terms of liquid discharge,
air emission and land conservation
Saving energy and preserving natural resources
like water, raw material, fuels
Generating awareness on environment, safety and
Minimizing unsafe acts and working conditions
Promoting comprehensive programs to propagate
health and environmental safety
Adoption of superior technology and equipment
with respect to resource conservation, energy and

OHSAS 18001:2007 Occupational Health &

Safety Management
System standard

The Company is well-renowned for its environmental

management practices. It possesses:
State-of-art effluent treatment plant
Sludge de watering system
Feeding of ETP sludge to FBC boiler for power
Recharging cum Rainwater harvesting system
Development of green belt.




ISO 9001:2008
ISO 14001:2004
ISO 18001:2007

General Requirements
General Requirements
General Requirements

implemented and is maintaining an IMS and continually
improving its effectiveness in accordance with ISO
9001:2008, ISO 14001:2004, OHSAS 18001:2007
While defining IMS the organization follows the process
approach. Accordingly the organization has identified and
determined the following processes needed for the IMS and
their application through out the organizationa) Production & Packing Operation
b) Despatch Operation
c) Marketing Operation and customer Support
d) Commercial Operation
e) Maintenance

f) Quality Control
g) Health-Safety-Environmental Cell
h) HR & Training
i) Management
While defining the above processes, the organization follows
the Plan-Do-Check-Act(P-D-C-A) method in order to ensure
that the process are carried out under controlled condition
and there is a continual improvement of the process
The Plan-Do-Check-Act method, as applied to organization
IMS system is Process Planning(PLAN), Process
Implementation and operation(DO), Monitoring &
measurement(CHECK),Analysis & Improvement (ACT).
All employees performing work affecting IMS performance are
assigned with defined responsibilities and given proper
authorities in order to insure proper implementation of IMS
through there active involvement and commitment.

management system
ISO 9001:2008

ISO 14001:2004
OHSAS 18001:2007

Customer Focus, Provision of
Planning, Resources, Roles
Responsibility and Authority
Planning, Resources, Roles
Responsibility and Authority
and Accountability.

The Top Management is fully committed for the development,

implementation and continual improvement of the IMS .
Management Commitment is evidenced througha) Spreading awareness amongst the employee on the
importance of meeting customer requirements through
various internal meetings as well as publishing
memorandum and administrative orders from time to time.

b) Determining the needs and expectation of the customer and

meeting them with the aim of enhancing customer
c) Identifying, communicating and complying with all statutory
and regulatory requirements.
d) Establishing the companys integrated policies
e) Establishing the integrated objectives and targets at relevant
functions and levels within the organization.
f) Conducting management review meetings at regular interval.
g) Providing necessary resources for the maintenance of the
h) Defining roles allocating responsibilities and accountabilities
and delegating authorities. To facilitate effective IMS.
i) Ensuring continual improvement in performance.

ISO 9001:2008
ISO 14001:2004
Responsibility, Authority,
Roles and Resources

OHSAS 18001:2007

Responsibility, Authority,

To facilitate effective IMS the organization has defined roles

and responsibilities of all employees. Persons holding
different responsibilities are entrusted with adequate
authorities to enable them to contribute to the achievement of
companys policies and objectives as well as to establish their
involvement, motivation and commitment. Persons having
different authorities shall be accountable for their work.
However ultimate responsibility and accountability for IMS
shall lie with the Top management.
The organization ensures that the persons in the workplace
take responsibility of their own work affecting conformity to
product requirements or having environment aspects or
OH&S risk. They are also responsible for adherence to the
product requirements and HSEQ requirements.
The roles , responsibility, accountability and authority these
are communicated within the organization by the in charges of
respective departments/section.
ISO 9001:2008

Management Representative.

ISO 14001:2004

Roles and Resources

OHSAS 18001:2007


The Top Management shall appoint a member of

management as the Management Representative of IMS
who, irrespective of other responsibilities, shall have
define roles, responsibilities and authority for
A.Ensuring that the IMS is established , implemented and
maintained in accordance with the requirements of ISO
9001:2008, ISO 14001:2004, OHSAS 18001:2007
B.Ensuring the promotion of awareness of customer
requirements as well as HSEQ requirements through
the organization.
C.Reporting to the Top Management on the performance
of the IMS for review including recommendations for
D.Liaison with external agencies on matters relating to

ISO 9001:2008
ISO 14001:2004


OHSAS 18001:2007

The organization has already determined and provided

the necessary infrastructure needed to achieve
conformity to product requirements and HSEQ
requirements during the commissioning of the plant.
Infrastructure includes
A.Process units(Pulp
Rewinder & Cutter)




B.Storage facilities
C.Dispatch facilities
D.Associated utilities(boiler and effluent treatment
E. Quality control laboratory facility
F. Fire fighting facilities.
For maintaining the above infrastructure, suitable
maintenance methods have been established and

implemented to ensure that the infrastructure continues

to meet the organizational needs. Based on its critically
and usage , the type and frequency of maintenance and
verification of operation of each infrastructure element
has been determined.

ISO 9001:2008
ISO 14001:2004
OHSAS 18001:2007

Communication, Participation
and Consultation

The organization has established, implemented

maintaining a documented procedures for



a) Internal communication between the various levels within

the organization, including communication with contractors
and other visitors.
b) Receiving documenting and responding to relevant
communication from external interested parties, including
customers and legal authorities.
Internal communication between the various level and function
is established through-

a) Circulation of Integrated Policy, Objectives and Targets,

Customer Requirements, HSEQ Requirements, Legal and
other requirements.
b) Conducting training, awareness programe, seminars,
c) Conducting meetings
d) Publication of achievements, recognition etc.
communication from employees, including contractors
employees, as means of involving them. Apart from this,
employees are involved while carrying out HSEQ Risk
assessment, determination of control measures, incident
investigation or review policies, objectives and targets.
Communication with visitors shall be established through
displaying of rules and regulation at appropriate places and
awareness given by concerned person to their respective
The organization has also established method for external
communication to deal with the views, complaints from
external interested parties such as statutory or regulatory bodies.
The concerned person, who receives the views, shall make
necessary arrangements for response and sent through proper
channel to the concerned party.

Records of communication shall be maintained in the form of

minutes of meeting, Communication Register, Letters/E-mails,
Presentation slides etc.
ISO 9001:2008
ISO 14001:2004
Operational Control
OHSAS 18001:2007
Operational Control
The organization has planned and developed the process needed
for product realization, consistent with the requirements of other
supporting processes of IMS such as IMS process Plan.
While developing the IMS processes, the organization has
considered the followinga) Sequences of activities, inputs, outputs, control and resources
specific to the process, products or service
b) Product requirement including criteria for product acceptance
c) HSEQ requirements
d) Legal and other requirements related to the product and
HSEQ requirements.
e) Monitoring & measurements activities specific to the product
and relevant to the HSEQ requirements

f) Integrated policy, Objectives and Targets

g) Situation where absence of control could lead to deviation
from Integrated policy, Objectives and Targets
For each of these processes, individual departmental procedure
has been defined, documented and implemented.
The organization has also stipulated the operating criteria fora) Those operational and activities which are associated with
identified significant HSEQ risks.
b) Those situation where the absence of control could lead to
deviation from Integrated policy, Objectives and targets.
c) Meeting product requirements, customer requirements, legal
& other requirements.
The departmental procedure shall be reviewed and approved by
respective Incharges. The planned process, as detailed in
departmental procedures, shall be monitored on regular basis
during internal audit and requirements shall be communicated to
the suppliers and contractors, as necessary.
ISO 9001:2008

Management Review

ISO 14001:2004

Review Inputs

OHSAS 18001:2007

Management Review

The Top Management along with a team shall review the IMS at
planned intervals to ensure its continuing suitability, adequacy
and effectiveness. Management review is considered as a forward
look to the future which includes assessing for improvement need
for changes to the IMS , Integrated Policy, Objectives and targets.
Review Inputs :
a) Internal and External audit findings
b) Evaluation of compliances with legal and other requirements.
c) Customer feedback, Customer complaint
d) Communication from external/internal interested parties,
including complaints
e) Process performance
f) Status of Management Programs
g) Achievements of integrated policy and Objectives
h) Status of product conformity
i) Status of incident investigation
j) Status of corrective and preventive actions
k) Results of participation and consultation
l) Follow up action from previous management reviews
m) Resources needs, status of training and its effectiveness
n) Recommendation for improvement


implementation of an
Management System
Initial Review


organization and Personnel



Regulations Register


Objectives and Targets

Operational Control

organization and Personnel

Management Manual

Corporate social responsibility (CSR, also called corporate
conscience, corporate citizenship or responsible business) is a
form of corporate self-regulation integrated into a business
model. CSR policy functions as a self-regulatory mechanism
whereby a business monitors and ensures its active compliance
with the spirit of the law, ethical standards and
international norms. With some models, a firm's implementation
of CSR goes beyond compliance and engages in "actions that
appear to further some social good, beyond the interests of the
firm and that which is required by law." CSR aims to embrace
responsibility for corporate actions and to encourage a positive

impact on the environment and stakeholders including

consumers, employees, investors, communities, and others.
The term "corporate social responsibility" became popular in the
1960s and has remained a term used indiscriminately by many to
cover legal and moral responsibility more narrowly construed.
Proponents argue that corporations increase long term profits by
operating with a CSR perspective, while critics argue that CSR
distracts from business' economic role. A 2000 study compared
existing econometric studies of the relationship between social
and financial performance, concluding that the contradictory
results of previous studies reporting positive, negative, and
neutral financial impact, were due to flawed empirical
analysis and claimed when the study is properly specified, CSR
has a neutral impact on financial outcomes.
Critics questioned the "lofty" and sometimes "unrealistic
expectations" in CSR or that CSR is merely window-dressing, or
an attempt to pre-empt the role of governments as a watchdog
over powerful multinational corporations.
Political sociologists became interested in CSR in the context of
theories of globalization, neoliberalism and late capitalism.
Some sociologists viewed CSR as a form of capitalist legitimacy
and in particular point out that what began as a social movement
against uninhibited corporate power was transformed by
corporations into a 'business model' and a 'risk management'
device, often with questionable results.
CSR is titled to aid an organization's mission as well as a guide
to what the company stands for to its consumers. Business
ethics is the part of applied ethics that examines ethical
principles and moral or ethical problems that can arise in a

business environment. ISO 26000 is the recognized international

standard for CSR. Public sector organizations (the United
Nations for example) adhere to the triple bottom line (TBL). It is
widely accepted that CSR adheres to similar principles, but with
no formal act of legislation.



Ethics training
The rise of ethics training inside corporations, some of it
required by government regulation, has helped CSR to spread.
The aim of such training is to help employees make ethical
decisions when the answers are unclear. The most direct benefit
is reducing the likelihood of "dirty hands", fines and damaged
reputations for breaching laws or moral norms. Organizations
see increased employee loyalty and pride in the organization.

Common actions
Common CSR actions include:

Environmental sustainability: recycling, waste

management, water management, renewable energy, reusable
materials, 'greener' supply chains, reducing paper use and
adopting Leadership in Energy and Environmental
Design (LEED) building standards.

Community involvement: This can include raising money

for local charities, providing volunteers, sponsoring local
events, employing local workers, supporting local economic
growth, engaging in fair trade practices, etc.

Ethical marketing: Companies that ethically market to

consumers are placing a higher value on their customers and
respecting them as people who are ends in themselves. They
do not try to manipulate or falsely advertise to potential

consumers. This is important for companies that want to be

viewed as ethical.

Social license
Social license refers to a local communitys acceptance or
approval of a company. Social license exists outside formal
regulatory processes. Social license can nevertheless be acquired
through timely and effective communication, meaningful
dialogue and ethical and responsible behavior.
Displaying commitment to CSR is one way to achieve social
license, by enhancing a companys reputation.
Potential business benefits

A large body of literature exhorts business to adopt measures

non-financial measures of success (e.g., Deming's Fourteen
Points, balanced scorecards). While CSR benefits are hard to
quantify, Orlitzky, Schmidt and Rynes found a correlation
between social/environmental performance and financial
The business case for CSR within a company employs one or
more of these arguments:

Triple bottom line

"People, planet and profit", also known as the triple bottom line
form one way to evaluate CSR. "People" refers to fair labor
practices, the community and region where the business
operates. "Planet" refers to sustainable environmental
practices. Profit is the economic value created by the
organization after deducting the cost of all inputs, including the
cost of the capital (unlike accounting definitions of profit).
This measure was claimed to help some companies be more
conscious of their social and moral responsibilities. However,
critics claim that it is selective and substitutes a company's
perspective for that of the community. Another criticism is about
the absence of a standard auditing procedure.

Human resources
A CSR program can be an aid
to recruitment and retention, particularly within the
competitive graduate student market. Potential recruits often
consider a firm's CSR policy. CSR can also help improve the
perception of a company among its staff, particularly when staff
can become involved through payroll
giving, fundraising activities or community volunteering. CSR
has been credited with encouraging customer orientation among
customer-facing employees.

Risk management

Managing risk is an important executive responsibility.

Reputations that take decades to build up can be ruined in hours
through corruption scandals or environmental accidents. These
draw unwanted attention from regulators, courts, governments
and media. CSR can limit these risks.

Brand differentiation
CSR can help build customer loyalty based on distinctive ethical
values.[64] Some companies use their commitment to CSR as
their primary positioning tool, e.g., The Co-operative
Group, The Body Shop and American Apparel

Some companies use CSR methodologies as a strategic tactic to

gain public support for their presence in global markets, helping
them sustain a competitive advantage by using their social
contributions as another form of advertising.[66]

Reduced scrutiny
Corporations are keen to avoid interference in their business
through taxation and/or regulations. A CSR program can
persuade governments and the public that a company takes
health and safety, diversity and the environment seriously,
reducing the likelihood that company practices will be closely

Supplier relations
Appropriate CSR programs can increase the attractiveness of
supplier firms to potential customer corporations. E.g., a fashion
merchandiser may find value in an overseas manufacturer that
uses CSR to establish a positive imageand to reduce the risks
of bad publicity from uncovered misbehavior.

Evolution of corporate
social responsibility in
The evolution of corporate social responsibility in
India refers to changes over time in India of the cultural norms
of corporations
of corporate
responsibility (CSR), with CSR referring to way that businesses
are managed to bring about an overall positive impact on the
communities, cultures, societies and environments in which they
operate. The fundamentals of CSR rest on the fact that not
only public policy but even corporates should be responsible
enough to address social issues. Thus companies should deal

with the challenges and issues looked after to a certain extent by

the states.

Among other countries India has one of the oldest traditions of

CSR. But CSR practices are regularly not practiced or done only
in namesake specially by MNCs with no cultural and emotional
attachments to India. Much has been done in recent years to
make Indian Entrepreneurs aware of social responsibility as an
important segment of their business activity but CSR in India
has yet to receive widespread recognition.

The Four Phases of CSR

Development in India.
The history of CSR in India has its four phases which run
parallel to India's historical development and has resulted in
different approaches towards CSR. However the phases are not
static and the features of each phase may overlap other phases.

The First Phase

In the first phase charity and philanthropy were the main drivers
of CSR. Culture, religion, family values and tradition
and industrialization had an influential effect on CSR. In the
pre-industrialization period, which lasted till 1850, wealthy
merchants shared a part of their wealth with the wider society by
way of setting up temples for a religious cause Moreover, these
merchants helped the society in getting over phases of famine
and epidemics by providing food from their godowns and
money and thus securing an integral position in the society. With
the arrival of colonial rule in India from the 1850s onwards, the
approach towards CSR changed. The industrial families of the
19th century such as Tata, Godrej, Bajaj, Modi, Birla, Singhania
were strongly inclined towards economic as well as social
considerations. However it has been observed that their efforts
towards social as well as industrial development were not only
driven by selfless and religious motives but also influenced by
caste groups and political objectives.

The Second Phase

In the second phase, during the independence movement, there
was increased stress on Indian Industrialists to demonstrate their
dedication towards the progress of the society. This was
when Mahatma Gandhi introduced the notion of "trusteeship",
according to which the industry leaders had to manage their
wealth so as to benefit the common man. "I desire to end
capitalism almost, if not quite, as much as the most advanced
socialist. But our methods differ. My theory of trusteeship is no
make-shift, certainly no camouflage. I am confident that it will

survive all other theories." This was Gandhi's words which

highlights his argument towards his concept of "trusteeship".
Gandhi's influence put pressure on various Industrialists to act
towards building the nation and its socio-economic
development. According to Gandhi, Indian companies were
supposed to be the "temples of modern India". Under his
influence businesses established trusts for schools and colleges
and also helped in setting up training and scientific institutions.
The operations of the trusts were largely in line with Gandhi's
reforms which sought to abolish untouchability, encourage
empowerment of women and rural development.

The Third Phase

The third phase of CSR (196080) had its relation to the element
of "mixed economy", emergence of Public Sector
Undertakings (PSUs) and laws relating labor and environmental
standards. During this period the private sector was forced to
take a backseat. The public sector was seen as the prime mover
of development. Because of the stringent legal rules and

regulations surrounding the activities of the private sector, the

period was described as an "era of command and control". The
policy of industrial licensing, high taxes and restrictions on the
private sector led to corporate malpractices. This led to
enactment of legislation regarding corporate governance, labor
and environmental issues. PSUs were set up by the state to
ensure suitable distribution of resources (wealth, food etc.) to

the needy. However the public sector was effective only to a

certain limited extent. This led to shift of expectation from the
public to the private sector and their active involvement in the
socio-economic development of the country became absolutely
necessary. In 1965 Indian academicians, politicians and
businessmen set up a national workshop on CSR aimed at
reconciliation. They emphasized upon transparency, social
accountability and regular stakeholder dialogues. In spite of
such attempts the CSR failed to catch steam.

The Fourth Phase

In the fourth phase (1980 until the present) Indian companies
started abandoning their traditional engagement with CSR and
integrated it into a sustainable business strategy. In the 1990s the
towards globalization and economic
liberalization were undertaken. Controls and licensing system
were partly done away with which gave a boost to the economy
the signs of which are very evident today. Increased growth
momentum of the economy helped Indian companies grow
rapidly and this made them more willing{Gajare, R.S. (2014). A
conceptual study of CSR development in India. In D.B. Patil &
D.D. Bhakkad, Redefining Management Practices and
Marketing in Modern Age Dhule, India: Atharva Publications
(p. 152-154).} and able to contribute towards social cause.
Globalization has transformed India into an important
destination in terms of production and manufacturing bases of
TNCs are concerned. As Western markets are becoming more
and more concerned about labor and environmental standards in

the developing countries, Indian companies which export and

produce goods for the developed world need to pay a close
attention to compliance with the international standards.

Questionnaire on IMS
& CSR.
Demographic information


Address: ________________________________________________


18-25 years



25-32 years 32-39 years 39-46 years 46 years and

Employee Business

Which of the following best describes the sector you

currently work in?

[ ] Business and Industry

[ ] Consultancy
[ ] Public Sector
[ ] Government
[ ] NGO

Which standardized Management Systems does your

company operate?

[ ] Quality(ISO 9001)
[ ] Environmental(ISO 14001)
[ ] Occupational Health & Safety(OHSAS 18001)


If your company has to comply with two or more

management system standards, have there been made any
attempts of integration?

[ ] Yes, we already comply with more than one standard via

Integrated Management System.
[ ] Yes, We are currently attempting to comply with more than
one standard and intend to achieve it via IMS.
[ ] No, we operate more than one system and have no plans to
integrate them.
iv. Which year did you decide to integrate your management

v. Where did the main drivers for your Integration come from?
[ ] Owner
[ ] Organization
[ ] Customer
[ ] Certification Body
[ ] Internal Advisor.
[ ] External Advisor


Which do you think are the main barriers for IMS?

[ ] Lack of universal Integration Model

[ ] Misunderstanding of what Integration means
[ ] Lack of Management Commitment
[ ] Lack of resources and/or competence.

What benefits of Integration have you experienced/ would

you expect to experience?

[ ] Simplification of documentation, paperwork and audits

[ ] Reduction of costs and more efficient use of Resources
[ ] Greater Acceptance by employee
[ ] Improved delivery products and services to the customer

Do you know the theme of social responsibility?

[ ] I know very well the principles and instrument of RSI and

apply them in my company
[ ] I dont know so well that topic
[ ] I have never heard about that

Which is the area of social responsibility more significant

for your company?

[ ] Governance and dialogue with the stakeholders

[ ] Policy towards employees
[ ] Relationship with clients and suppliers
[ ] Relationship with the community
[ ] Environment protection

In your opinion which are the reasons that may move a

company to adopt RSI practices ?
[ ] Ethical motivation of top management
[ ] Promote corporate image
[ ] Increase of the efficiency
[ ] Greater employee satisfaction
[ ] Commercial advantages to new markets
[ ] Benefit in relationship with institution finance and
[ ] Public incentives


Do you think that relationship with China of your company

has encouraged the adoption of RSI practices ?

Very much Pretty much not at all Indifferent


In which of the following areas your company has realized

significant operations?

[ ] System of governance transparency and relationship with

investors and shareholders
[ ] Health and development of employees
[ ] Practices of responsible business
[ ] Climatic changes
[ ] Social responsible investing
[ ] Partnership with community
xiii. Which are CSR actions did you use?
[ ] Ethic code
[ ] Social budget, intangible capital budget
[ ] Ethic certification SA8000
[ ] Certification CSC9000T
[ ] Certification EMAS
[ ] Cause Related Marketing social Partnership

[ ] Business foundation
xiv. Which of the following problems your company has recently
faced ?
[ ] Employee safety
[ ] Children work
[ ] Irregular work
[ ] Women rights
[ ] Overtime
[ ] Fair pay
xv. Which of the following measures has your company adopted
to reduce environmental impact?
[ ] Energy saving
[ ] Waste recycling
[ ] Mobility management (carpooling, car sharing)
[ ] Sustainable packaging
[ ] Develop of environmental friendly product
[ ] Life Cycle Assessment processes

[ ] Management of environmental system

[ ] Use of renewable resources


After this entire project I come with a Conclusion that

Integration of management systems is an organizationally
specific proposal.
Necessary to achieve understanding of key business process.
ISO has recognised wishes for integration in management
system design.
After applying the IMS inside `the organization it has been
observed that there is minimum customer complain,
reduction in environment damaging aspect, optimum
utilization of resources , all the welfare of the employee are
been looked after.
Also the company has invested in CSR activity which shows
their loyalty towards their consumer , environment &


First of all I want to thank my MENTOR for giving me a good

support in the organization and also helping me in my project
Moreover the references that helped me in completing my
project are listed below:



There were also many journals and articles which also helped
me completing my project work. I got their link when I was
searching for my project topics.