BUSINESS PROCESS STRATEGIC MANAGEMENT

PROJECT ON
ALIGNMENT OF VISION AND MISSION OF
COMPANIES

Xavier Institute of Social Service

Submitted To:
Prof. Pinaki Ghosh
Dept. of Marketing
Submitted By:
Nandita Yadav (04)
Akhilesh Mishra (06)
Anumita Dash (46)
Sashi Singh (57)
Harshal Singh (56)
INTRODUCTION

When the strategic vision is optimally aligned with the mission and goals of the organization,
it should provide direction for the organization. An organization may represent a business or
an academic institution. When this strategic vision is positively aligned in academia, it results
in increased employee productivity, financial gain, higher student enrollment, and the overall
development of the institution. By exceeding average growth and prolonging the competitive
advantage, organizations that have a strong vision may achieve higher profits. The strategic
vision is mutually dependent on the development of a business strategy and a sustained
competitive advantage to ensure the enduring health of the business. Support from managers
will boost employees’ morale and lead them to autonomy through the implementation of an
effective communication channel and engagement of the employees in the decision-making
process. A vision gives an organization a tangible purpose worth striving for.
 NAV BHARAT JAGRITI KENDRA

Nav Bharat Jagriti Kendra is a non-profit organization which works exclusively in Bihar and
Jharkhand. It was first established in Hazaribagh in 1971.This organization mainly works
effectively on livelihood, skill development and micro-finance. It has also worked in some
short term projects on health mainly research studies.

Vision: To establish a progressive, peaceful and a just society based on the values of
equality, fraternity and mutual-help.

Mission: To educate organize and empower the rural poor by promoting development as a
liberating force for achieving social justice, economic growth and self-reliance.

 NBJK works in association and are funded by major organizations like in field of
livelihood they are funded by Sir Ratan Tata Trust and for skill development they are
in collaboration with the Axis Bank Foundation.
 NBJK introduces different schemes and programmes depending on the kind of project
they are working on. Their main objective is to promote a better standard of living,
enhance sustainability and make people self-reliant.
 They mainly focus on creation of self-help groups (SHGs) in various villages and
achievement of their objectives through these SHGs.

NBJK conducts surveys by undertaking random sampling and focus group discussions (FGD)
to formulate a baseline report comprising of the basic activities which they shall perform.
Then they prepare a budget showing the expected expenditure in those activities and the cost
is divided into two costs: - admin cost and programme cost. They get funds from different
organizations only after the baseline report and the budget are approved.
ROLES AND FUNCTIONS OF THE ORGANISATION

 The organization’s main objective is to work for the upliftment of the people living in
villages, make them self-reliant and reduce migration.
 NBJK works predominantly in livelihood, skill development and micro-finance.

Activities of NBJK with special Reference to Jharkhand

Girl’s Education

Average 45% of girls drop out of schools in Jharkhand after class 5 due to poverty, social
stigma, household works and long distance of schools from villages.
This results in early marriage and many of these girls become mother in adolescence, putting
their life in danger.
NBJK try to convince the parent of the girls about the importance of the education and
support by providing school fees, books, uniform and other educational needs. In return
NBJK takes written bond from their parents not to marry their daughter before she completes
her matriculations.

Need
Education is still a distant dream for majority of girl children in villages. If they get school
enrolment, there is no certainty for completion of schooling for them.
In Jharkhand 45% of girls drop out of school after primary school (Class 5), in some districts
the figure alarmingly goes up to 85%.
Due to Poverty, household works, long distance of schools and stigma of treating girls as
Praya-Dhan(others property) many girls are discouraged to take education as a serious
business and parents prefer for their marriage in early age of 13-15. Those daughters fail to
complete even school education, become mother during adolescence and the same vicious
cycle continues for generations.
Approach and Achievements
NBJK is one of the most renowned organizations of Bihar and Jharkhand states of India,
working for past 43 years at the grass root level.
A worker meets with the parents of the girl and counsels them towards the importance of
Girls Education. NBJK promote girls to complete their schooling and provides tuition fees,
books, uniforms and other educational expenses. In return, their parents guarantee by giving a
bond on simple paper, against child marriage and ensure for completion of school education
till class X without any hurdle posed by family. Thus, ensuring girls education till
matriculation and avoiding their early marriage.
Regular follow up, rapport with parents and schools and evaluation of academic achievement
are important components of the program. The programme is being implemented in
Hazaribag, Gaya, Chatra, Dumka and Ranchi districts of Bihar and Jharkhand by NBJK and 5
network partner VOs also. This helped 443 girls to continue their school education last year
with support of Action Village India, Give India and Johnson & Johnson.
Present Scenario

 45-85% of girls drop out of school after class 5

  Jharkhand accounts for highest number of girls trafficking, one of the serious after
effect of being drop out.

Watershed Programmes

When agriculture is already shrinking and became loss-making in many states of India, our
rural community needs support for not only irrigation but a compact model of farming which
can enable them to draw variety of benefits through management of local resources
collectively in terms of environment preservation, animal husbandry, new products,
processing and market linkage.
Watershed Management Program proposes checking the runoff water, protecting soil,
increasing cultivatable land & net sown area, increasing income of poor and organizing
villages through Self Help Groups.
The program is for 40 villages in Koderma and 63 in Dumka districts with support of JSWM-
SLNA. Likewise NABARD has supported NBJK to implement Cholkho Watershed project in
6 villages of Markachcho block under Koderma district.
Models have been established on renovation of existing water harvesting facilities and
integrating various components of farming together towards sustainability. It has a
comprehensive plan to conserve water as a life line, increase income of poorest and the model
considers women as a central force to run the program.
Need
Jharkhand state has a total area of 79.70 lakh hectares of land, of which 38 lakh hectares are
cultivatable land. The net sown area of the state is 18 lakh hectares (only 25% of the total
area), while the net irrigated area is 1.57 lakh hectares (only 8% of the net sown area).
Jharkhand receives about 1300MM of rainfall each year much greater than average annual
rainfall of 650MM in Punjab. Even though, over half of districts of Jharkhand were declared
a drought 5 times in last 7 years. Some of the reasons being: un-timely rainfall, runoff of rain
waters and plateau areas.
Also, there are many new improved was of cultivation where input is very less and yield is
high. But most of the farmers are still practicing traditional ways of agriculture because they
are not aware of it.
This has resulted reduce in the farming practices of farmers. Many farmers are leaving their
fields and migrating to towns in search of jobs, where they are in high risk of exploitation.
Approach and Achievements
NBJK has an expertise of 43 years in the field of agriculture and watershed and till date it has
provided benefit to over 1 million farmers.
To start watershed management programme, first Entry Point Activities (EPAs) are done.
NBJK believes in total participation of the community and thus villagers are involved during
the selection, designing and implementation of the activities. After EPAs, a full programme is
developed with the help of community.
The programme does not only concentrate on watershed management. Apart from
construction of Check Dams, Farm Ponds, Land Bunding, and other watershed management
activities, the programme also focuses on capacity building of farmers, improving farming
productivity, increasing income of poorest of the poor and organising women through SHGs.
NBJK with the kind support of Jharkhand State Watershed Mission and NABARD was able
to cover 15000 hectares of land. Water was made available for additional 1000 hectares of
land. 30 Farm Ponds, 30 Wells, 5 Check Dams, 100 Hectare land bunding and 200 hectare of
tree plantation was done, providing benefit to 5000 farmers.
Present Scenario

 Jharkhand receives over 1300MM of rainfall every year, still many districts are
declare drought as most of the water run off
 Only 4% of cultivatable area is under irrigation and rest depends on rainfall. Rainfalls
are sometimes untimely causing a huge loss to farmers.
 85% of population of Jharkhand and Bihar lives in rural areas and mainly depends on
agriculture

Skill Development and Livelihood

In villages, unskilled youths are forced to migrate for work to bigger cities because of less
opportunity in local areas. Many people with disabilities could not earn their livelihood
because of less opportunities in the villages. Widow and deserted women are also looked
down in the society.
To empower them all, it is necessary that they earn their own livelihood and to provide them
with various skills required in an individual to be able to earn in the local market, NBJK with
the kind support of American India Foundation, Stichting Kinderhulp Bodhgaya, HDFC
Bank Ltd., USHA International Ltd. and IL&Fs, has started Rozgar Training Centre.
These training centres are at Hazaribag, Koderma, Ramgarh, Giridih, Deoghar, Dumka,
Khunti and Bodhgaya districts of Bihar and Jharkhand. Centres provide quality practical
learning in streams like basic computer, BPO, bed side patient attendant, mobile phone
repairing, housekeeping, tailoring etc including spoken English & life skills.
Last year, these centres have trained 3081 youths cumulatively, out of which 2367 are
engaged with jobs as per the skills they learnt there. Skill support program on tailoring is
being run in villages of 21 districts of Bihar and Jharkhand with help of Usha International
Ltd. that involved 210 marginalized rural women to conduct Usha Silai Schools where 1859
girls could learn the art of tailoring at doorstep.
Need
Bihar and Jharkhand are most backward states of India. Climate change results in erratic &
uncertain rainfall leading to drought situation every year or alternate year. This forces the
youths either to migrate to big cities or to involve in criminal activities or extremist
organization.
In Jharkhand, employment in the state stands lowest in the country at 63.8% of main workers
to all workers. Conversely, the share of marginal workers (36.2%) is the highest in the
country. Of those who are employed, only 4.3% are employed in industrial sector. There is a
great risk that unemployed youth may join some criminal/extremist group and may harm the
whole nation.
WHO estimates that about 10% of the population has some types of disability with 3-4 %
having severe disability. Person with disabilities are most sufferers. They are not easily
accepted in the society and over 80% of person with disabilities do not get opportunity to
earn.
Similarly, Widow, Deserted Women and Women with Disabilities are looked down in
society. It has often been found that they mostly stay at their parent’s home and hardly move
out of their house.
To increase the social status of these youths, person with disabilities, widow, deserted women
and women with disabilities it is necessary that they are engaged in some livelihood
activities. Therefore, employability training is a most urgent need of the hour.
Approach and Achievements
With the aim of providing market led vocational training to rural youths, person with
disabilities, widow, deserted women and women with disabilities, NBJK with the kind
support of American India Foundation, Kinderhulp Bodhgaya, HDFC Bank Ltd., USHA
International Ltd. and IL&Fs, has started Rozgar Training Centre to provide market led
vocational trainings.
Youths are getting training on streams like basic computer, bed side patient attendant, mobile
phone repairing, housekeeping, BPO, Hospitality etc. including spoken English & life skills
training. After training they are facilitated for placement in organized sectors.
Women, Deserted Women and Women with disabilities are being provided training on
sewing with the support of USHA International Ltd. After the training they are provided with
USHA sewing machine. After learning sewing, they also teach girls/women in their villages.
8 centres have been opened at Hazaribag, Koderma, Ramgarh, Giridih, Deoghar, Dumka,
Khunti and Bodhgaya districts of Jharkhand and Bihar. Last year, these centres have trained
3081 youths cumulatively, out of which 2367 are engaged with jobs as per the skills they
learnt there.
Tailoring is being run in villages of 21 districts of Bihar and Jharkhand that involved 210
marginalized rural women to conduct Usha Silai Schools where 1859 girls could learn the art
of tailoring at doorstep.
Present Scenario

 Out of total population 26.9 million in Jharkhand, the population of youth in

Jharkhand is 10.2 million (5.3 male & 4.9 Female) out of which 7.7 million are rural
and 2.5 million are urban youth.
 Available formal training capacity of the country- 2.3 million, so there is a gap of 18.7
million. Among persons of age group of 15 years & above only 2% have any
technical degree/diploma/certificate

Agriculture and Livestock Development

Majority of the population of Jharkhand (about 80%) are dependent on agriculture and forests
for their livelihood. With only 8% of the Net Sown Area under irrigation, agriculture is
mostly rain-fed. Untimely rainfalls and lack of rain water harvesting structures for irrigation
causes serious food security issues in villages. Lack of food security from the land has
compelled many families to migrate out of their villages.
The World Food Programme – the Food Aid Organization of UN have recently come out
with Food insecurity Atlas of Rural India. 5 classifications for the Jharkhand State are
outlined below:

Food Availability Extreme Problem

Food Access High Problem
Food Insecurity Extreme Problem

The livestock sector contributes 27% of the value of output from agriculture and its allied
activities. The demand of goat and pig meat is largely growing in Jharkhand. Already there is
a deficit of 40% goat meat and 25% pork in the market.
Promoting new improved ways of agriculture practices, Construction of water harvesting
structures, managing NTFP, promoting Pig and Goat rearing and market linkages could help
in poverty reduction among marginalized and tribal community of Jharkhand.
Approach and Achievements
NBJK is one of the most renowned organizations of Bihar and Jharkhand working for past 43
years towards the alleviating poverty and development of poor and marginalized community
of Bihar and Jharkhand. NBJK with the kind support of SRTT, CInI, AVRDC, INREG, is
implementing programme to promote sustainable livelihood and food self-reliance to
marginalized and tribal poor through improved agricultural practices & allied activities,
livestock development, development of land and water harvesting structures.
System of Root Intensification (SRI) and Kharif Paddy Stabilization (KPS) techniques has
been demonstrated and training is provided to the farmers. Farmers are provided hand
holding from plantation till harvesting. They are provided with certain agriculture equipment
at free or subsidised rate.
To increase the income, promotion of Cash Crops cultivation like tomato, cabbage, chilli,
cauliflower, etc. promotion of Lac Cultivation and promotion of Goat and Pig rearing is done.
One of the major problems in Jharkhand is of irrigation. To increase land under irrigation
water harvesting structures like ponds, check dams, irrigation wells, etc. are constructed.
NBJK believes in full community participation. Selection of crops, plots, beneficiaries and
monitoring of works are all done by the full community.
Last year with the support of SRTT and CInI over 1000 families of marginalized and poor
tribal community were reached. Facilitation of construction of 10 ponds through government
schemes was done, 20 wells were constructed and 100KG seeds were distributed. 100 pair of
hybrid T&D pigs was distributed among 100 poorest families.
This resulted in rice production growth of 1000KGs adding 2 months of additional food
security. The annual income of homes was also increased by Rs.5000.

Present Scenario

 Food security at the home of poor and marginalized is only for 7-8 months in a year
 Over 50% of the population of Bihar and Jharkhand are living below poverty line
 Only 8% of Net Sown Area is under irrigation despite of average annual rainfall of
1300mm

Housing Development

Families and homes are still the first and foremost concern for Indian women. In slum areas
where low income group people live with congestion without proper housing facility, lack
sanitation and suffer from inadequate financial provisions to lead quality life, NBJK with the
kind support of Oak Foundation has intervened through women SHGs facilitated earlier in
those areas with a program of housing infrastructure improvement.
Revolving fund is provided to them in order to repair, renovate and expand their houses. Also
this ensures proper water supply, toilet facilities and drains for better sanitation.
Last year, 225 households in 10 slums of Ranchi were funded to restore basic amenities for
them and women could rejoice this significant contribution they made for their families.
Need
Ranchi is the capital of the newly formed state of Jharkhand. Owing to rapid urbanization in
and around the city, large influx of the migrants has been observed, which has resulted in
formation of slums.
Approach and Achievements
NBJK has been running micro credit programme for past 10 years in slums of Ranchi. It is
currently working with 100 SHGs and 1000 women from 20 slums of Ranchi.
During visits in the slums, NBJK noticed that a large number of slum dwellers are interested
in a loan to renovate/repair/construct their homes. Cost for housing projects of slum dwellers
goes from Rs.40,000 – Rs.70,000. Out of this amount, people were ready to contribute
Rs.20,000- Rs.30,000.
As from the 43 years’ experience of our organization we are running SHGs at every slums
and also providing small loans, but these loan are minimal and only for their economic
growth.
NBJK with the kind support of Oak Foundation develop a new product i.e. housing loan for
improvement in housing facilities so that slum dwellers could live in good conditions as of
every other human being.
Under this project we propose to provide Rs 20,000 to Rs. 40,000 as loan to one beneficiary
against their own share of Rs 20,000 to 30,000 in cash or kind. The loan amount is refunded
in 20 to 40 equal and easy instalments. A small service charge is charged on the loan amount.
Service charges add to the sustainability of the project.
The service charge earned is also used for improvement for drainage, toilets and hand pump
repairing or installation.
Present Scenario

 Over 50,000 people are living in slums of Ranchi with very poor housing facilities
 About 1000 people die every year due to poor sanitation in slums

Lok Samiti (People’s Group SHG)

India is the largest democracy open for all of her citizens belong to different cultures,
climates, faiths, languages and regions like any rainbow but at the same time she faces dark
clouds looming large over here as sluggish governance, violation of human rights and
discrimination for common people. Lok Samiti, a non-political and non-religious people’s
group founded by the veteran Sarvodaya leader Jai Prakash Narayan and further strengthened
by NBJK and likeminded VOs is working like an advocacy platform active upon issues like
local self-governance, women empowerment, rights of PWDs & PWMIEs, community
awareness for disaster management, environment, agriculture, government schemes and their
delivery mechanism in greater interest. It is active in 26 districts of Jharkhand and Bihar with
around 15000 members.
Lok Samiti has many feathers in its cap which brought major changes in our policy set-up
like right to work, establishment of women police stations, panchayat election, initiation of
outreach mental health camps and entitlements for PWDs etc. Many public figures like
Kuldip Nayar, Acharya Rama Murti and V M Tarkunde have supported Lok Samiti due to its
strong ideological base, rural linkage and commitment for common people.
Family Counselling
Family is an important institution developed by humanity in course of making this race more
civilized and women have played crucial role in this process indisputably. But with
increasing crime against women and children in families, the very string to harmonize our
social milieu is losing its tone gradually. As per a report by The Jharkhand State Women
Commission, about 40% women in the state are affected by physical, emotional or sexual
violence committed by their husbands. This trend reflects here with 7,563 cases of rape and
3,398 cases of dowry atrocities during the decade of 2001-10 as per Jharkhand Human Rights
Report.
STRUCTURE OF THE ORGANISATION

Project Director

State Office
State Finance State HR
Manager
Manager Manager

Asst. Office
Asst. Finance Asst. HR Manager
Manager
Manager

Branch Manager
Fig 1. The administrative hierarchy of NBJK

Team Leader/Branch
Manager

Coordinator

Supervisor 1 Supervisor 2 Supervisor 3

Local resource Person Local Resource Person Local Resource Person

Field staff
 Fig 2. Hierarchy of the team

 Projects are undertaken by means of various projects and each project has a team
leader followed by a coordinator. There are different supervisors in different villages.
 An interesting position is that of the Local Resource Person who is a local person
aware of the people and language. He helps in gathering information and staff to work
in the concerned person. LRP also helps in communication of the various schemes of
NBJK.

ALIGNMENT OF NBJK ACTIVITIES WITH ITS VISION & MISSION

The reflection on the positive contributions made by NBJK in last few years highlighted a
wide range of achievements including the important role they played in the reconciliation
process and on promoting human rights and gender issues, as well as promoting citizens’
participation and democratic processes, piloting innovative activities for local development
and increasing the capacity of government authorities. Keeping in mind the constraints that
NBJK is facing, it will be important, in the future, to explore working in partnership with
different actors (including the private sector, academics, and public authorities) and in
coordinated networks, in order to share expertise and pool resources. NBJK is already
involving local communities and promoting increased citizens’ participation in decision-
making. This needs to become a fundamental part of NGOs’ activities at all levels from local
to national to strengthen the voice of citizens and ensure governments and other institutions
become more responsive and accountable. Hence it could be said that NBJK Mission &
Vision is in alignment with its activities which it has achieved as following-:

 Improved access to justice

 Dealing with trauma, working with survivors
 Promoted the inclusion of minority groups
 Promoted human rights
 Defined and monitored the implementation of several policies
 Built the knowledge and skills of vulnerable groups, and women and youth
 Worked with / within education system for more vulnerable groups
 Promoted the integration of citizens
 Arisen gender issues
 Promoted local economic development
 Capacity building of local authorities
 Made information more accessible
 Fighting women based violence
 COCA COLA

Mission and Objectives

Mission:-Coca-Cola declares the purpose as a company and serves as the standard against
actions and decisions:

 To refresh the world

 To inspire moments of optimism and happiness

 To create value and make a difference.

Vision:-The vision of Coca-Cola is the framework for their guides of every aspect of its
business. It is presented in 6Ps:

1. People: Be a great place to work where people are inspired to be the best they can be.

2. Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and
satisfy people's desires and needs.

3. Partners: Nurture a winning network of customers and suppliers, together we create

mutual, enduring value.

4. Planet: Be a responsible citizen that makes a difference by helping build and support
sustainable communities.

5. Profit: Maximize long-term return to shareowners while being mindful of our overall
responsibilities.

6. Productivity: Be a highly effective, lean and fast-moving organization.

Goals and Objectives The Coca-Cola Company is a leader in the beverage industry with a
reputable brand and strong global presence. According to the Coca-Cola Company’s mission
statement and 2020 Vision, some of its goals include: • Increase profit by cutting down costs
through productive and efficient production facilities; • Focus on environment friendly
bottling production and enforce sustainability; 3 • Continue to diversify its portfolio through
innovations and partnerships, keeping consumer demands in mind; • Increase annual
operating income by 6-8% in order to double their revenue by 2020.

Increasing revenue streams from all fronts In order to achieve its goal of doubling the
revenue in ten years, Coca-Cola needs to sell its products in new geographic areas and
expand its product like that meet the consumers’ changing preference and behaviours.
Maintaining its current market size in the developed market, the company also needs to
increase sales in developing markets.

Diversification Carbonated beverages are the company’s bread and butter business so that the
company is heavily relied on their sales. This implies that the company needs to increase
awareness and sales on other drinks, such as bottled water, juice, ready-to-drink tea, and even
Asian specialty drinks since the consumer preferences are changing. Moreover, in order to
maintain their share of sales in the increasing competitive market, Coca-Cola has to continue
to strengthen their brand loyalty, innovation, and expand into other product categories in the
beverage industry. Diet products cannibalizing standard variants As consumers have growing
concerns about their health, such as obesity issues, which results in a reduce demand of
standard cola. Therefore, the amount of sugar in regular soft drinks needs to be reduced.
Our Sustainability Framework – which we call “Me, We, World” – is our shared vision for
how we can work together to create social value and make a positive difference for the
consumers and communities we serve.

Me Enhancing personal well-being Our longstanding commitment to consumers’ well-being

begins with ensuring that each and every beverage we deliver is safe, delicious and
refreshing. Further, we work to inspire consumers to pursue happier, healthier lives—and
provide opportunities to do so—through the wide variety of products we offer, our
transparent labeling practices, our responsible marketing practices and the many physical
activity programs we support around the world.

We Building stronger communities Community well-being for us means more than just
giving back to the community - we firmly believe that our businesses are only as strong as the
communities which we serve. Women play a crucial role in our value chain; we believe that
unleashing the entrepreneurial potential of women is one of the surest ways to make our
business sustainable and also create lasting impact on families and communities. Through
suitable training programs, we are assisting retailers keep pace with changing customer
preferences. We are also contributing to the development of local communities, through
need-based programs – such programs are focused on education, enhancement of
employability and well-being. Respecting human and workplace rights is yet another key
constituent of the ‘We’ pillar.

World Protecting the environment Water is a top sustainability and business priority for
Coca-Cola. It is critical to the communities we serve and the ecosystems on which we all
depend, and hence, finds a special place in our approach to sustainability. The Coca-Cola
system in India has been working with a variety of partners to reduce and recycle packaging
material. Project Unnati, a sustainable agriculture project, has been helping Mango farmers in
Andhra Pradesh adopt modern farming techniques like drip irrigation and Ultra-High Density
Plantation. The project substantially increases mango yield and enhances farmer income. Our
bottling locations are also focused on energy efficiency and adoption of renewable energy,
thereby reducing our carbon footprint.

Projects undertaken

 Project Jalagrahan A watershed development project in Banswara, Rajasthan District

Banswara is backward in terms of agricultural productivity, irrigation potential,
education, health and other indicators of development. The district has only 9.20% of
total area under irrigation (20.56 % total arable land). The Banswara district has
lowest (40.78 %) rural literacy rate in the state. Close to 73.0% of total rural
households of Banswara district live below poverty line (BPL). Anandana is
supporting N.M.Sadguru Foundation (Dahod) in implementing an integrated
watershed management project. The project is undeway in all 20 villages of
Kushalgarh taluka of Banswara district. In all, watershed activities would be
undertaken on 3073 ha covering 1961 households.
 Project Santushti – II A watershed project in Sambhar Lake, Rajasthan The project
area is a semi-arid zone in Rajasthan, with a yearly average of 460 mm of rain, and
experiences repeated droughts. Salinity and excess Fluoride in drinking water is a
problem widely seen across Rajasthan, the Sambhar Lake area being no exception.
People are left with the option of either drinking the contaminated water or buying
water from privately-owned tankers. This project is being implemented by Foundation
for Rural Recovery & Development (FORRAD), to develop a longterm watershed
development program that will eventually cover the entire catchment area around the
Sambhar Salt Lake. More specifically, it envisages the construction of 31 rainwater
harvesting structures spread over 20 villages in Ajmer, Jaipur and Nagaur districts.
The total planned water storage capacity of these structures will be approximately
170,000 cubic meters. In all, around 110,000 people and almost twice that number of
cattle, will directly benefit from this work.
  Support My School (SMS)- Coca-Cola, along with NDTV, UN-Habitat and Charities
Aid Foundation, launched the Support My School (SMS) campaign in 2011. The
campaign has twin objectives of improving school infrastructure (for sanitation,
drinking water, playgrounds, campus greening and rain water harvesting) as also
drawing public attention to the status of schools. With Sachin Tendulkar as the
campaign ambassador and a multimedia campaign spread across many months, SMS
has Support My School (SMS) generated tremendous interest and reached out to
millions of people. NDTV led the way through impactful stories on the cause and
concluded it by hosting a live 12 hour telethon for fundraising in February 2013 (this
was the second such fund raising event under SMS). At the telethon, pledges worth
over INR 120 million were received from several organizations and hundreds of
individual donors. The funds collected were then utilized to revitalize schools across
India, through the following interventions: • Improving access to water for school
children • Improving access to sanitation (especially for girls) in schools • Creating
rain water harvesting facilities at school level • Improving access to sports amenities
and facilities in the schools • Landscaping the school premises

Coca Cola negative aspects

The plant at Plachimada was alleged to have exploited the ground water resources leading to
drying up of wells and other natural water resources in the area. The entire region, which was
a thriving agricultural land, had to rely on water supplied by tankers. Coca Cola was drawing
1.5 million litres/day from the common groundwater resource. However due to inherent water
scarcity the company is able to extract only 800,000 litres from the bore wells. The company
drew water from the nearby villages to compensate for the lack of availability causing
parched lands of more than 2000 people residing within 1.2 miles of the factory. The sludge,
which was disposed off in open ground, ran along with rainwater to the natural water
resources. The contamination caused by the sludge has allegedly caused allergic symptoms
and perpetual headache to the local population. Tests also show that the water available in the
wells is contaminated and unsuitable for consumption. The company had to face similar
accusations from various parts of the country.
 IDEA CELLULAR

Idea Cellular is an Aditya Birla Group Company, India's first truly multinational
corporation. Idea is a pan-India integrated GSM operator offering 2G and 3G services, and
has its own NLD and ILD operations, and ISP license. Idea has won spectrum to launch 4G
services across 10 key markets and has initiated multiple steps towards introduction of 4G
LTE services on 1800 MHz, in a phased manner from calendar year 2016 onwards.
Using the latest in technology, Idea provides world-class service delivery through the most
extensive network of customer touch points, comprising of nearly 6,752 Idea touch points.
Idea’s customer service delivery platform is ISO 9001:2008 certified, making it the only
operator in the country to have this standard certification for all 22 service areas and the
corporate office.

Idea has consistently stayed ahead of the industry in VLR reporting. Idea’s thought
leadership on Mobile Number Portability (MNP), with Net Gain of over 14 million
customers as on June 30, 2015, has enabled it to stay as the top gainer among other telecom
players. Every 4th mobile user who exercises choice through MNP, prefers Idea.

Idea has been a pioneer in introducing customized product offerings for segmented
customers. It is the first mobile operator to introduce innovative value added services in the
Indian telephony market, and has remained ahead of the industry in data product offerings.
Driving the growth of mobile broadband in India, Idea services over 37.2 million data users
(as on Q1FY16). Today, data contributes over 17.7% of Idea’s service’s revenue.

Idea has received several national and international recognitions for its path-breaking
innovations in mobile telephony products and services. Idea won the prestigious Voice &
Data Telecom Leadership Awards 2014 under the Leadership Recognition category “for
various successful initiatives and deployments in the areas of Business Services, Internet &
Broadband, Business Analytics, Information Security, and Customer Service”. It was
recognized as “Most Innovative Telecom Service Provider of the Year” and “Mobile Data
Service Provider of the Year“ by Frost & Sullivan Asia Pacific ICT Awards 2015. It won
Dataquest Business Technology Award in Analytics category for the “Implementation of
end-to-end Campaign Management solution”.
 Philosophy of Idea Cellular

To procure services and goods at right price, right time, right place, of right quality and in
right quantity so as to provide maximum benefit to organization
Guiding Principles:
 Negotiate for best commercial benefits within the existing legal and tax laws.
 Explore all possible alternates (sources, substitute materials, buy / lease / outsource, etc.)
before committing decisions.
 Prefer procurement from OEMs and their authorized agents.
 Emphasize on healthy supplier relationships – treat them fairly and provide equitable
opportunity.

Vision of Idea Cellular:-

To develop an integrated supply chain focusing on maximizing the return on our spend and
assets to efficient information systems supported processes, making its supply chain a
benchmark across industry.

Mission of Idea Cellular:-

We will delight our Customers while meeting their individual communication needs anytime
anywhere"

The vision of the company focuses more on the processes performed by the company while
the mission statement states about creating customer delight by means of their telecom
products.

Network based Initiative

In their effort to give back to the environment and reduce the collective carbon foot print of
the telecom sector in India, Idea pioneered the concept of ‘Shared Telecom Infrastructure’
services, along with a few other industry leaders in the wireless space. This initiative is
committed towards continuous innovation endeavors; optimization of future tower rollouts;
and enhanced operational efficiencies leading to a substantial reduction of carbon foot print.
The Indian telecom industry’s first collaborative, cross-industry consortium to encourage
the development of environmentally sustainable mobile networks was also led by Idea, and
supported by the GSMA. The pilot, aimed at developing biofuels as a source of power for
wireless networks in rural India which are located beyond the reach of the national
electricity grid, was conducted in parts of Andhra Pradesh and Maharashtra. The learnings
of the research were later handed to the infrastructure company which owns the towers, to
explore broad basing of the program.
In a bid to reduce energy consumption by our BTS, Idea chose OD BTS (outdoor BTS) as
preferred BTS type in 2007. Currently, over 40% total BTS portfolio comprises of OD BTS,
which has resulted in reducing our conventional energy consumption by about 25% as
compared to the ID BTS (indoor BTS). Efforts are also on to re-deploy ID BTS to OD BTS
sites, in some locations, which will further reduce energy consumption at these sites by
25%.
Idea has explored a Solar Hybrid Solution for running our BTS in parts of rural Bihar. We
plan to install Solar Hybrid sets at 200 sites by end of FY 12. This will reduce the fuel
consumption of power generator from running for 15-16 hours to less than 5 hours a day in
these locations.
Idea is also part of the Fuel Cell project, initiated by our Group. The project aims at
exploring the usage of Hydrogen as an alternate energy source to power mobile base
stations. Currently, a trial project, if successful, this program has the potential of reducing
the usage of a regular power generator to Zero.
Additionally, we are working on a range of other projects all of which are aimed at
experimenting alternate energy sources to fuel base stations and reduce operating
expenditure for the company.

Communication Initiatives

With a subscriber base of nearly 10 crore, Idea have an opportunity to influence a large
mass of people by promoting green initiatives through our various communication programs
and customer service initiatives.
It was Idea which germinated the thought of ‘Use Mobile, Save Paper’ in the minds of
millions of mobile users in India, with its aggressive yet thought provoking campaign. Idea
designed the campaign to highlight numerous ways of saving paper, and thereby saving the
green cover necessary for the health of the planet, by using a range of mobile based value
added services in day-to-day activities to replace paper.
Idea was amongst the first mobile operators in India to promote v-Top up recharges for
prepaid users, in a major way. Soon, this led to the virtual phasing out of paper-based
recharge vouchers, which has ultimately resulted in saving tonnes of paper which would
have otherwise been used in making recharges available to millions of mobile users across
the country.
Another recent and ongoing initiative is e-Bill which is being consistently promoted by Idea
to ensure that more and more users opt for this service, and contribute towards saving paper.
Breaking all conventions, Idea has now conceived another innovative program which is
aimed at reducing plastic consumption on a large scale. In a major overhaul of its logistics
management, Idea has now introduced the ‘PICO’ card, which is a half-size plastic card that
bears the SIM card, in a new connection kit. For decades, new mobile users have been
handed out welcome kits by operators which carry a large size plastic piece with the SIM
card inserted in the box. Idea has now become one of the first operators, globally, to
introduce the new PICO card which is expected to save over 90% of plastic used in
manufacturing regular cards. Considering that Idea adds about 2 million new connections
every month, this initiative would result in substantial reduction of plastic usage.
As a company listed on BSE and NSE, Idea has a base of over 360,000 shareholders who
we communicate with, on a regular basis. All company communication to our shareholders
and investors, such as Notices, Annual Reports etc. are sent through e-mail rather than
printed copies through post, thus dramatically reducing our printing and mailing costs while
making a positive impact on the environment
Employee based Initiatives
Idea’s HR operations have all been enabled online for it’s over 7,000 employees, to ensure
that there is minimal paper documentation. This has again helped us save tonnes of paper
that would have been used in day-to-day HR related transactions and communication.
We use smart ICT solutions such as teleconferencing, videoconferencing, web chats etc. for
internal communication amongst employees to minimize travel.
We believe that Idea employees are the flag bearers of the organization. They enable the
organization to realize its mission and goals, and meet commitments. Idea employees have
played a key role in keeping our pledge to do our bit for the environment. ‘Bus Karo’ is an
initiative centred around a large group of Idea employees who commute to office, daily in
their own cars. Through the program these employees use a pooled bus service for office
commuting in peak hours, everyday. One such bus potentially lessens 30 cars from
everyday traffic jams, saving over 1200 tonnes of Carbon emissions per annum.
Driven by its socially conscious parent Group, Idea stays committed to the cause of giving
back to the environment. We will continue to drive our efforts towards environment
sustainability by reducing carbon foot print and energy consumption.

Corporate Level Activities

 Mergers & Acquisitions

 As Industry heading towards imminent consolidation Idea is targeting smaller

companies with synergies.

 Linking Subscriber base for allocation of additional spectrum.

 Idea considers gaining first mover advantage in consolidation.

Business level activities

Competition

 Indus Towers

 Joint venture between Airtel, Idea and Vodafone.

 110,000 towers - world’s largest tower company.

 Decrease in Cap-Ex and Opex costs.

 3G Tie-up

 Airtel, Idea and Vodafone - sharing the 3G networks in the circles

where they do not have licenses
 Idea offering 3G services in Delhi, Kolkata via Vodafone’s
network
 Vodafone offering 3G services in Andhra, Kerala through Idea’s
network
 Airtel offering 3G services in Gujarat through Idea’s network
  Rural Penetration

 Relative saturation of the Metros and Urban Areas - Urban Tele density for
wireless subscribers is 150.06

 Lower penetration in the rural areas – Rural Tele density for wireless
subscribers is 32.75

 The growth rate in the rural subscribers has been 48% and 71% over the last 2
years

 Lower ARPU, increased CapEx and OpEx

 Margins to be a result of the volumes rather than higher ARPU

 Products of Idea

 Cheaper handsets from Chinese ODMs

 Preloaded application providing information about weather, agriculture,

market prices etc.

 GPRS at nominal/subsidized rates

 Marketing/Distribution Activities

 Leveraging the ‘Business Correspondent’ channel – ‘My Cash’ tie up with

Axis Bank as a distribution channels.

 Operations

Provides wide network in alliance with Indus towers.

Functional Level Activities

 Operational

 Tower Infrastructure – Indus Towers into all 22 circles

 Sharing of the backhaul infrastructure, pooling of resources with other

telecomm companies thus promoting sustainability.

 Outsourcing of the call center operations (English).

 Financial

Maintaining low cost debt financing in International markets

Idea Cellular, being a company under the Aditya Birla Group, significantly contributes
towards Aditya Birla Centre for Community Initiatives and Rural Development which is
engaged in healthcare, education, sustainable livelihood and infrastructure development.

Thus if we see Idea Cellular has been making continuous efforts to provide customers with
good service at a reasonable price. The company is also concerned towards its employees and
the community as a whole.
 NESTLE

NESTLÉ is the world's leading Nutrition, Health and Wellness company. Our mission of
"Good Food, Good Life" is to provide consumers with the best tasting, most nutritious
choices in a wide range of food and beverage categories and eating occasions, from morning
to night.

The Company was founded in 1866 by Henri Nestlé in Vevey, Switzerland, where our
headquarters are still located today. We employ around 2,80,000 people and have factories or
operations in almost every country in the world. NESTLÉ sales for 2009 were CHF 108 bn.

NESTLÉ has been a partner in India's growth for over nine decades now and has built a very
special relationship of trust and commitment with the people of India. The Company's
activities in India have facilitated direct and indirect employment and provides livelihood to
about one million people including farmers, suppliers of packaging materials, services and
other goods.

The Company continuously focuses its efforts to better understand the changing lifestyles of
India and anticipate consumer needs in order to provide Taste, Nutrition, Health and
Wellness through its product offerings. The culture of innovation and renovation within the
Company and access to the NESTLÉ Group's proprietary technology/Brands expertise and
the extensive centralized Research and Development facilities gives it a distinct advantage in
these efforts. It helps the Company to create value that can be sustained over the long term by
offering consumers a wide variety of high quality, safe food products at affordable prices.

NESTLÉ India manufactures products of truly international quality under internationally

famous brand names such as NESCAFÉ, MAGGI, MILKYBAR, KIT KAT, BAR-ONE,
MILKMAID and NESTEA and in recent years the Company has also introduced products of
daily consumption and use such as NESTLÉ Milk, NESTLÉ SLIM Milk, NESTLÉ Dahi and
NESTLÉ Jeera Raita.
NESTLÉ India is a responsible organisation and facilitates initiatives that help to improve the
quality of life in the communities where it operates.

Vision of Nestle

“Nestlé's aim is to meet the various needs of the consumer everyday by marketing and selling
foods of a consistently high quality.”

For this, Nestlé India needs to build itself rapidly as the respected and trustworthy leading
food, nutrition, health and wellness company ensuring long term sustainable and profitable
growth

Mission of Nestle:-

“We strive to bring consumers foods that are safe, of high quality and provide optimal
nutrient to meet physiological needs. Nestle helps provide selections for all individual taste
and lifestyle preferences.”

This statement focuses on product quality to meet needs of the customers. Their aim is to
enhance the lifestyle of the people upon consumption of their products.

Nestlé is able to maintain its mission and goals through three different strategies: Operational
Pillars, Growth drivers, and Competitive advantage and these allow Nestlé to maintain a
competitive advantage over its rival.

Operational Pillars
1. Innovation and renovation
2. Operational Efficency
3. Whenever, Wherever, However
4. Consumer communication
Growth Drivers
1. Nutrition, Health, and Wellness
2. Emerging markets and popularity positioned products
3. Out-of-home consumption
4. Premiumisation
Competitive Advantage
1. Unmatched Product and Brand Portfolio
2. Unmatched Research and Development capability
3. Unmatched geographic presence
4. People, culture, values and attitude
These are the strategies used by Nestlé to ensure that it succeeds in the market. As part of
their operational pillars, their key success comes from their incredible marketing. Their
marketing is based on the fact that they are able to provide quality and cheaper priced
products while providing customer satisfaction. This comes from their main mission of
nutrition, health, and wellness. Unlike their competitors marketing, Nestlé is able to support
their strong brands with their influencing powers of nutritional products.

Nestlé also goes above its competitors using its strategy of unmatched research and
development capability. They have also partnered with other large corporations, for example:
Coca Cola. They also do something very different than their other competitors,
Nestlé acquires local companies to create regional mangers that know the local markets and
culture. This allows them to gain a strategic advancement in the global areas that they are part
of to gain better consumer satisfaction.

Business-level activities:-

Nestlé is a company with many brands, the individual business level strategies are different
from the corporate level, because each business has different markets and consumers.

Each brand of Nestlé business has the same strategy since Nestlé is a food corporation. The
core strategy for each brand is the same as the corporation's strategy as laid out in the 3
pillars. The manufacturing factories for these brands follow the same protocol for energy
reduction. They reuse many of their products in order to create energy to produce their
products. Their main strategy is to create low-cost, highly efficient operations make a
universally ability products, and to improve communications with their consumers.

• Nestlé focuses on integrated cost leadership/differentiation so that the various

products are provided at reasonable prices.

• The company provides assistance to the farmers across various countries which help
in getting raw materials of good quality at a lesser cost.

Functional level

The strategies formulated by the business level is followed and applied by the functional level
people. The business level people are responsible for controlling the functional level on a
consistent basis. Thus Functional level people are not involved in strategy making.

Driving functional excellence requires the implication and commitment of talented and
skilled managers at all levels with specific expertise required to succeed in key functions at
Nestlé. It also implies a perfect coordination with Nestlé functional communities.
Nestle’s success depends on our employees. They bring their expertise and know-how and
their ambition and commitment drives them to developing new skills continuously
contributing to our organization’s growth. Get a feel for their commitment and you’ll want to
be part of the teams that drive Nestlé function excellence.

Nestlé held its fifth Creating Shared Value Forum on 28th October 2013. The forum gathered
together members of academia, civil society and business to debate and discuss how business
can help accelerate development.

Nestlé believes that it can create value for its shareholders by doing business in ways that
specifically help address global and local issues. By supporting farmer development in rural
areas where our raw materials are grown, they improve both the quality and security of the
supplies. The plan provides expert training so that farmers can grow raw materials more
sustainably, as well as practical assistance, including high-quality disease-resistant plantlets.

For example, in India Nestle has dairy farms. Through this initiative:

 Good quality fodder seed is provided to farmers

 High quality balanced cattle feed distributed annually
 Subsidized milking machines have been provided
 Technical support is extended for: - Silage making techniques, - Bio-Gas generation
& vermiculture compost from animal waste

Given the ever-increasing consumer demand, it is an ongoing priority and challenge to:

 Secure a plentiful supply of fresh milk.

 Find areas to produce high quality milk.
 Find cost effective ways to meet projected demand.
Nestle India’s CSR initiative is Saanjhapan which promotes rural development, safe drinking
water,nutrition and hygiene.

Maggi Controversy

The controversy of Maggi, one of the most popular brands of Nestle, faced a huge
controversy regarding its ingredients being in excess of the permissible limits.

Under Food Safety and Standards (Contaminants, Toxins and Residues) Regulations, 2011,
permissible levels of lead range from 0.2 parts per million in infant milk substitute and infant
foods to 10 ppm in categories like baking powder, tea, dehydrated onions, dried herbs and
spices flavourings. For instant noodles included in the “foods not specified category”, the
permitted level of lead is 2.5 ppm. Instant noodles like Maggi are identified under food
category code 6.4.3, which includes “pre-cooked pastas and noodles and like products” that
are “pre-gelatinised, heated and dried prior to sale”. These categories of food are governed by
Codex international standard 249, standards of food safety recognised by WHO. The masala
used in these noodles is identified in code 12.2, which includes herbs, spices, masalas,
seasonings, and condiments (eg., seasoning for instant noodles), where the use is “intended to
enhance the aroma and taste of food”, according to FSSAI regulations.

Hence, Nestle has made dedicated efforts towards achievement of its mission i.e providing
good quality food products to the customers at a reasonable price. However the controversy
of Maggi diluted its image and brand name in the market.
 GENERAL MOTORS

Vision of the company

‘To be the world leader in transportation products and related services. To earn the
customers’ enthusiasm through continuous improvement driven by the integrity, teamwork,
and innovation of the employees.’

Over the past 100 years, GM has been a leader in the global automotive industry. And the
next 100 years will be no different. GM is committed to leading the industry in alternative
fuel propulsion.

The company’s vision goes beyond building better vehicles.

Mission of the company

‘To provide products and services of such quality that our customers will receive superior
value while our employees and business partners will share in our success and our stock-
holders will receive a sustained superior return on their investment.’

GM believes in being committed to delivering vehicles with compelling designs, flawless

quality and reliability, and leading safety, fuel economy and infotainment features. All are
intended to create that special bond that can only happen between a driver and their vehicle.

The mission statement of GM states about value creation by means of better quality products
and services for the customers so that their experience of using a GM product is enhanced.
They also focus on the interest of the other stakeholders of the company i.e. employees,
business partners (suppliers and channel partners) and shareholders.

Hence the focus of the mission statement is on:

 Customers
 High valued products
 Stakeholders

Culture of the company

The culture represents diversity, inclusion, mutual respect, responsibility and understanding.
The company welcomes fresh perspectives and varied experiences.

Employees

This culture in the organisation helps the employees to work in a conducive environment
which enables them to perform better and motivate them to achieve greater heights in the
company.

The company strives to be seen as the premier source for exceeding the core values of serving
and improving the community where General Motors employees live and work. They
coordinate and communicate volunteer opportunities to GM employees. They coordinate and
leverage both size and scale of GM for greater focus and impact within the community.

 This shows that the company is making dedicated efforts to enhance employees’ skills
and thus lead to overall development. They are given opportunities to explore and
express their perspective which will help the company to innovate and create value
for the end customers.

Customers

General Motors is engaged in producing a variety of vehicles: sedan, convertible, coupe,

hatchback, crossovers, SUVs, pick-up trucks, vans, etc. From electric and mini-cars to heavy
duty full size trucks, monocabs, etc, GM’s dynamic brands offer a comprehensive range of
vehicles in more than 120 countries around the world.

Quality and safety are at the top of the agenda at GM. The company makes efforts to
understand what the customer needs in the vehicle. This helps GM proactively design and test
features that ensures safety. The engineers thoroughly test the vehicles for durability, comfort
and noise minimization.

At GM, they have always been driven by bold imagination and focused, disciplined action to
realise the power of those ideas. GM provides innovative and technologically driven features
and services in its vehicles which enhances the driving experience of the customers.

 GM delivers personalized entertainment like customized music or talk radio, to its

customers. Advanced technology like lomation (the ability to find goods and services
on the fly powered by on location-based information services) is built into the
vehicles. They even offer advanced navigation services through our advanced in-
vehicle technology.
 Many of the vehicles offer an advanced suite of technology and entertainment
services to keep the customers connected out on the road. In Chevrolet vehicles,
MyLink is an information portal, while Buick and GMC offer the suite under the
name IntelliLink. In Cadillac vehicles, the system is called CUE – for Cadillac User
Experience. Plus, available OnStar with 4G LTE4 seamlessly integrates with all of
these systems, adding an available built-in Wi-Fi hotspot5 and even more ways to
keep your super connected world with you. Our vision is to empower our customers
to maximize their enjoyment and customize their in-vehicle entertainment experience.

 These systems retain all of the capabilities of today's entertainment units, including
AM/FM/XM tuners, CD player with MP3 playback, auxiliary inputs and
USB2 inputs. Front and center is a 7-inch, high-resolution, full-color touch screen
display that makes the new media system more usuable, informative and attractive.
 Text messaging and stereo audio streaming from smart phones – via a wireless
connection that – integrated through Bluetooth3 builds on the usual, hands-free phone
capabilities already offered in most of their vehicles. A Gracenote database built into
 the system makes it easier for drivers to pick tracks stored locally on their smart
phones or other media devices to play.

 The variety in the products and the new technological innovations are dedicated
efforts of the company towards their main focus which is to provide superior value to
its customers.
 The company ensures that the products being offered are of a good quality and have
features which satisfies the needs and wants of the customers

GM is looking into the future, to a time when vehicles will no longer pollute; when they use
only fuels made from renewable sources or run on electricity. They are also building
technologies into vehicles so they never get trapped in a traffic jam, can anticipate and avoid
collisions, and that can safely take over the driving for sleepy, busy or distracted drivers.

 Autonomous Driving: Reducing Accidents and Increasing Independence

The Chevrolet EN-V concept, which stands for electric networked vehicle, can avoid crashes,
doesn’t use gasoline and can drive and park itself.

 Electric Vehicles (EV): Fully Electric, Emission-Free Driving

 Hydrogen Fuel Cells: Reducing Dependence on Gasoline

These are some of the technologies that GM is currently working on.

 These innovations not only signify the efforts of the company to improve the
experience of the customers but also show the concern towards their safety and the
environment.
Community and Environment

GM committed to waste reduction throughout their operations. Currently, more than half of
the manufacturing facilities are landfill-free. On average, 97% of the waste generated from
everyday manufacturing operations at these plants is recycled or reused, and 3% is converted
to energy.

Globally, they use 105 megawatts of solar, landfill gas, hydro, and waste to energy, moving
us closer to 125 megawatt renewable energy goal by 2020. The commitment to sustainable
manufacturing processes is one way they serve and improve the communities in which they
work and live. Using more renewable energy to power their plants helps reduce costs,
minimize risk and leave a smaller carbon footprint.

The implementation of Environmental Principles is facilitated by a set of Environmental

Performance Criteria (EPC) that is applied to their manufacturing facilities on a global basis.
These performance criteria address common environmental issues that affect our facilities
worldwide and help to develop common strategies. They also supplement applicable legal
requirements by setting separate baseline environmental management and performance
practices. As a result, they work to ensure that a base level of environmental performance is
achieved, regardless of where a facility is located.

Since 1976, the General Motors Foundation has been helping communities across the
country. The main focus of GM Foundation is investing in the next generation of leaders and
innovators through scholarship and outreach programs as well as bestowing grants supporting
non-profit organizations. For example; for students who decide to pursue careers but need
help with college costs, the Buick Achievers scholarship program awarded more than $4.5
million in scholarships in 2011. These scholarships – an investment in tomorrow’s
engineering talent – are crucial as escalating costs outpace many families’ incomes.

 GM’s mission statement doesn’t mention specifically about the environment but the
company undertakes several measures to ensure community development and
conservation of ecology.

Hence General Motors has tried to achieve its mission through its operations and other
activities. This company works towards fulfilling its responsibility towards its customers,
employees and business partners, shareholders and the society as a whole.