INDEX

SR.NO PAGE NO
1. INTRODUCTION. 4
2. THE SPIRIT” AND VALUES. 5
3. WIPRO CONSUMER CARE CHARTER ON CSR. 5-6
4. WIPRO CONSUMER CARE CSR POLICY. 6-7
5. GOVERNANCE AND MANAGEMENT. 7
6. WIPRO CORPORATE SOCIAL RESPONSIBILITY STRATEGY. 7
3.1. SOCIAL PARTNERSHIPS. 8
7. CSR COMMITTEE. 8
8. CSR SPEND. 8-9
9. EDUCATION. 9
9.1. SYSTEMIC REFORMS IN SCHOOL EDUCATION. 9
9.2. EDUCATION FOR UNDERPRIVILEGED CHILDREN. 9-10
9.3. WIPRO EARTHIAN. 10
9.4 EDUCATION FOR CHILDREN WITH DISABILITY. 10
9.5. AZIM PREMJI UNIVERSITY. 11
10. SCHOLARSHIPS AND FELLOWSHIPS. 11
10.1. SANTOOR WOMEN’S SCHOLARSHIP. 11
10.2. ENGINEERING AND IT SCHOLARSHIPS. 12
10.3. WIPRO SEF PROGRAMMES IN USA AND UK. 12-13
11. CORPORATE VOLUNTEERING. 13
12. RESPONSE TO COVID-19. 13
13. IMPLEMENTATION OF CSR PROGRAMMES/PROJECTS. 13-14
14. CSR PROJECT BY WIPRO COMPANY (2019-20). 14-17
15. WIPRO CSR ACTIVITIES AND FLAGSHIP PROJECTS IN 17 -18
THE FIELD OF EDUCATION.
16. GRAPH AND PIE CHART. 18
17. DRIVERS FOR INTERNATIONALIZATION. 19
18. INTERNATIONAL OR MULTINATIONAL STRATEGIES. 20
19. FACTORS IN INDIA. 20
19.1 ECONOMICAL FACTOR. 20
19.2 POLITICAL FACTOR. 21
19.3 SOCIO- CULTURAL. 23
19.4 TECHNOLOGICAL FACTOR. 24
20. GEOGRAPHIES. 25
21. CONCLUSION. 25
22. REFERENCE 26
CHAPTER 1: INTRODUCTION.

Wipro Limited (NYSE: WIT, BSE: 507685, NSE: WIPRO) is a leading global
information technology, consulting and business process services company.
They harness the power of cognitive computing, hyper-automation, robotics,
cloud, analytics and emerging technologies to help their clients adapt to the
digital world and make them successful. A company recognized globally for
its comprehensive portfolio of services, strong commitment to sustainability
and good corporate citizenship, they have over 160,000 dedicated employees
serving clients across six continents. Together, we discover ideas and connect
the dots to build a better and a bold new future.
Wipro Limited is a Global multinational IT consulting and System Integration
Services Company headquartered in Bangalore, India. As of December 2014,
the company has 154,297 employees servicing over 900 large enterprise &
Fortune 1000 corporations with a presence in 61 countries. On 31 January
2015, its market capitalisation was approximately 1.63 trillion ($26.3 billion),
making it one of India's largest publicly traded companies and seventh largest
IT services firm in the World. To focus on core IT Business, it demerged its
non-IT businesses into a separate company named Wipro Enterprises Limited
with effect from 31 March 2013.
The demerged companies are consumer care, lighting, healthcare and
infrastructure engineering which contributed approximately 10% of the
revenues of Wipro Limited in previous financial year. Wipro Limited is a
Global multinational IT consulting and System Integration Services Company
headquartered in Bangalore, India. As of December 2014, the company
has 154,297 employees servicing over 900 large enterprise & Fortune 1000
corporations with a presence in 61 countries. On 31 January 2015, its market
capitalisation was approximately 1.63 trillion ($26.3 billion), making it one of
India's largest publicly traded companies and seventh largest IT services firm
in the World. To focus on core IT Business, it demerged its non-IT businesses
into a separate company named Wipro Enterprises Limited with effect from 31
March 2013. The demerged companies are consumer care, lighting, healthcare
and infrastructure engineering which contributed approximately 10% of the
revenues of Wipro Limited in previous financial year.
CHAPTER 2: THE SPIRIT” AND VALUES.

If there was one underlying entity that guides how everything moves and
everyone acts at this firm, it’s The Spirit of Wipro. The Spirit lies at the core,
it is the essence of being, it reflects in the behaviour of the management and
employees alike. Deeply rooted and unchanging, it is the beacon. The Spirit
gives a sense of direction and is naturally the touchstone of Wipro CSR
activities.
Azim Premji quit his position as Executive Chairman last year to focus on
philanthropy. His son Rishad Premji took over the baton with the same
humility and rootedness you see in Premji Sr. The confident Harvard grad
believes that business organisations must serve a larger social purpose. His
vision of corporations as active and engaged citizens of the world is in tune
with the millennials and Generation Z who are taking over the workforce.

CHAPTER 3: WIPRO CONSUMER CARE CHARTER ON

CSR.

At Wipro Consumer Care, it is our conviction that the engagement with social
issues must be deep, meaningful and formed on the bedrock of long term
commitment. This is also reflective of the fact that such an approach serves
both, enlightened business interest and social good. We run our social
programmes on a strong foundation of ethical principles, good governance and
sound management. This includes holding ourselves up to public scrutiny
through a framework of transparent, rigorous reporting.
In times like the pandemic social responsibility takes many hues and
dimensions. Even a simple gesture goes a long way. We joined hands with the
local ecosystem of administration, hospitals, NGOs, testing institutes, police
personnel and our distributors to provide them with daily life essentials. Our
factories are in Amalner in Jalgaon, Waluj in Maharashtra, Tumakuru in
Karnataka, Baddi in Himachal Pradesh, Haridwar in Uttarakhand, Rangareddy
in Telangana. Some of these areas not so easily accessible. We provided more
than 15,000 PPE kits, 13,000 N95 masks, 40,000 triple-layer masks, 35 lac
soaps, 51,000 handwash bottles, 17,000 hand sanitizer bottles, 5600
dishwash liquid bottles, 14,000 floor cleaner bottles and 15,000 liquid
detergent bottles. We also provided ventilators, RNA Extraction machines, RT
PCR Testing Machines, X-ray machines, Pulse Oximeters, Multiparameter
monitor & IR thermometer worth Rs.23 million to Government hospitals and
Testing Institutes. In most states, we have worked with the police force to
provide hygiene kits to the personnel.
To protect our channel partners in these times, we extended health insurance
to our distributors. Taking care of our associates and partners is of utmost
importance to us.
We, along with Wipro Limited and the Azim Premji Foundation, have
committed Rs.1125 crore for tackling the COVID-19 crises. We will continue
to support local government hospitals, the poor and the needy.

CHAPTER 4: WIPRO CONSUMER CARE CSR POLICY.

The central tenets of our approach have been the emphasis on strong,
meaningful work on systemic social issues. Our CSR policy articulated below
reflect these principles and strategies that have informed our long history of
corporate citizenship and social responsibility.
Our approach to social responsibility and sustainability rests on three
important pillars
a. The Strategic:
We choose domains and issues to engage with that are force multipliers for
social change and sustainable development.
b. The Systemic:
We choose to engage on systemic issues that require deep, meaningful and
challenging work. The objective is to affect systemic change at ground level
over a period of time.
c. The Deliberative:
Our emphasis on depth and on long term commitment implies a deliberative
approach that precludes spreading ourselves thin. By implication, this also
means that we are wary of expanding and growing our social programmes as
ends in themselves. We will continue to adhere to this approach going
forward.

CHAPTER 5: GOVERNANCE AND MANAGEMENT.

The Board Committee is the apex body which supervises our CSR policy and
programmes. The CSR Policy is approved by the board of directors and is
available on the company website. The committee consists of three board
members and is headed by the non-executive director. The CSR plan and
spend is discussed and approved by the CSR Committee at the beginning of
each year.

CHAPTER 6: WIPRO CORPORATE SOCIAL

RESPONSIBILITY STRATEGY.

There are two main focus areas for all the Wipro CSR activities: one is to
make the company more sustainable in line with the triple bottom line
approach; the other is to work towards a just, inclusive and sustainable society.
While the main focus areas of Wipro corporate social responsibility are
Education, Ecology, Primary Health Care and Disaster Response, the CSR
activities of Wipro projects span various sub-categories including Urban
Ecology, Access and Inclusion in Education to public spaces.

6.1. SOCIAL PARTNERSHIPS.

Working in silos is an archaic approach to corporate responsibility. The

evolved management here recognises the importance of partnerships with
social enterprises and nonprofits in making change happen.
There is a lot of emphasis on social and natural capital. The team chooses
partners based on how well they can foster social and natural capital. Apart
from the implementation of CSR programmes, the company encourages
partnerships for collaborative advocacy. It takes a long term view of problems,
and designs programmes in line with its ethical standards.
Last year, corporate social responsibility of Wipro worked with nearly 200
partners which include civil society organisations and academic institutions
across India, US, UK, Europe and Asia-Pacific.

CHAPTER 7: CSR COMMITTEE.

The Wipro CSR committee was formed in accordance with the norms in
Section 135 of the Companies Act, 2013. It is part of the Board Governance,
Nomination and Compensation Committee. It comprises three Independent
Directors (William Arthur Owens, M. K. Sharma and lreena Vittal) with Mr.
Owens also being the Chairman of the CSR Committee.
 The CSR committee meets at least twice a year.
 All strategic decisions are considered by the Board in their meetings;
once the decisions are taken, the operational details are handled by the
CSR Committee.

CHAPTER 8: CSR SPEND.

 The Company spent Rs. 181.8 crores towards corporate social

responsibility activities in the financial year 2019-20, according to the
latest integrated annual report.
  As you can see in the graph, the actual spend is much higher than the
prescribed amount every year, for the past five years.
 This is true of previous years as well, since the firm has been engaged
in Nation Building decades before the mandate came into effect.
 Over and above the annual spend of Rs. 181.8 crores, the company
pledged Rs. 100 crores towards COVID-19 relief work.
 The sum is being invested in helping frontline health professionals
fighting the pandemic, medical aid, and essentials for the most
vulnerable people affected by the coronavirus pandemic and resultant
lockdown.

CHAPTER 9: EDUCATION.

The majority portion of the CSR budget is directed towards education and
skilling initiatives. The belief is that a good education brings about a better
society, as has been proven in countless impact studies. The interventions span
primary and secondary schooling, and higher education in India and abroad.

9.1. SYSTEMIC REFORMS IN SCHOOL EDUCATION.

This initiative was the first in corporate social responsibility by Wipro back in
2001. It has been bringing change in education for two decades, by either
working on the issues related to school reform or by supporting organisations
doing good work in this area. The initiative also encourages civil society
organisations in other fields to implement education projects in conjunction
with their goals.

9.2. EDUCATION FOR UNDERPRIVILEGED CHILDREN.

Street children, kids in slums, children of migrant workers, and those affected
by HIV are often deprived of quality schooling. Not only does the initiative
help educate children from low-income families it also takes into account their
nutrition, enrolment and offers counselling for their parents.

9.3. WIPRO EARTHIAN.

Wipro earthian is the flagship CSR programme that intertwines Education and
Sustainability at the school and college levels. It has two components: the pan
India outreach programme and the CEP (Continuous Engagement
Programme). In fact, it’s our country’s biggest sustainability education CSR
initiative.
The year 2020 is special because it marks the 10th anniversary for Wipro
earthian. The idea was to get young people thinking about the environment
and come up with new ideas. The youth is made aware of the impact of their
actions on the environment. Climate change is no longer a theoretical idea for
many kids who have participated in the exciting annual event.
Approximately 8,000 schools and colleges submit their ideas on challenges
related to sustainability. The 20 best entries are awarded. CEP begins after the
awards, where Wipro corporate social responsibility works closely with the
winners, faculty and students in the area of sustainability education. Youth are
exposed to fresh perspectives outside their comfort zone on subjects related to
biodiversity, water and waste. The institutes they represent, in turn, become
partners in change.

9.4 EDUCATION FOR CHILDREN WITH DISABILITY.

CSR programmes for Persons with Disabilities about, but there isn’t enough in
inclusive education or support for children with disabilities from impoverished
households. This initiative is not only an educational one, although specially
trained teachers are tutoring the kids. This programme also integrates other
important factors that children with disabilities need, like assistive technology,
health care and nutritious food.
9.5. AZIM PREMJI UNIVERSITY.

Azim Premji University originated in response to the challenges that Azim

Premji Foundation came across in over a decade of work in elementary
education. It is contributing to the Education sector and overall Development
of India through its courses and need-based scholarships.
Azim Premji University makes an explicit commitment towards social change
using the vehicle of education. The programmes are in the service of building
a just and humane society. The values are liberal and humanistic but the intent
is the political and social development of the country.

CHAPTER 10: SCHOLARSHIPS AND FELLOWSHIPS.

Wipro CSR activities take a distinct approach in using scholarships and

fellowships for achieving SDG 4 (quality education for all). Rather than the
usual mode of monetary assistance, promising students are exposed to the
latest tech in their field that will go on to prove fruitful in their career of
choice. WASE and WiSTA are two such scholarship programmes. Santoor
Women’s Scholarship has proved successful for focussing on girl child
education in three states that rank low on education parameters.

10.1. SANTOOR WOMEN’S SCHOLARSHIP.

Wipro Consumer Care and Wipro Cares are at the helm of this scholarship
which has gone on to become popular with young women in Andhra Pradesh,
Telangana, and Karnataka. Santoor Women’s Scholarship is meant for girls in
these three States who have completed Class 12 and want to pursue higher
studies but don’t have the means to. As many as 900 female students from
low-income backgrounds get access to this scholarship annually for a degree
in science, arts and the humanities.
This CSR programme for girl child education has reached out to 3,600
students in the past four years. Not only has their education received a boost
with the scholarship, they have renewed confidence in themselves and find
themselves financially better off after completing their studies, since they are
also job-ready.

10.2. ENGINEERING AND IT SCHOLARSHIPS.

Wipro Academy of Software Excellence programme (WASE in short) is run

in CSR partnership with BITS Pilani (Birla Institute of Technology & Science,
Pilani). This is a scholarship for Science graduates looking to get higher
education in Software Engineering. Wipro Infrastructure Management School
(WIMS) is also running with BITS Pilani, to nurture talent in IT infrastructure,
with Cloud Computing as the main theme.
Wipro Software Technology Academy (WiSTA) has Vellore Institute of
Technology (VIT) as the partner. WiSTA is designed for data science
students. The programme began back in 2011 when becoming a data scientist
wasn’t considered a career option. Cut to 2020, data science is one of the
fastest-growing employers in tech jobs. WiSTA is another testament to the
visionary planning we laud the corporate social responsibility of Wipro for.
Under the scholarship programmes WASE and WiSTA, the team selects
B.Com, B.Sc and BCA students every year who are looking to pursue higher
studies in software engineering, IT and data science but don’t have the
financial resources to do so. They get a college education along with a
monthly allowance for living comfortably as a student.

10.3. WIPRO SEF PROGRAMMES IN USA AND UK.

Wipro Science Education Fellowship (SEF) was started in the United States
in 2012 and in the United Kingdom last year. The two-year SEF programme
fosters teacher leaders who will bring a fresh wave of positivity in science
education.
Wipro corporate social responsibility teamed up with Kings College London
for Britain’s first Master’s programme in STEM education. In conjunction
with Sheffield Hallam University, STEM teachers get a professional upgrade
through Wipro Teacher Fellowship and Teacher Mentor programme. The goal
is to build a strong STEM ecosystem for the next generation of students.

CHAPTER 11: CORPORATE VOLUNTEERING.

Wiproites are equal participants in the CSR paradigm. Corporate Volunteering

through Wipro Cares is integral to quite a few projects. They also make
monetary contributions from their paycheque, which are entirely voluntary. In
2019-2020, 14,000 employees across India collectively put in 44,000 hours of
volunteering for various CSR initiatives.

CHAPTER 12: RESPONSE TO COVID-19.

Soon after the news of the pandemic emerged, Wipro Enterprises Pvt Ltd
pledged Rs. 100 crores towards tackling the COVID-19 outbreak. The disaster
response team lost no time getting in action for on-ground response,
humanitarian aid, and enhancing the healthcare capacity for those affected by
COVID-19.
Marginalised communities on the brink of destruction got food, water, dry
rations, face masks and safety kits. CSR of Wipro partnered with a number of
NGOs to share sanitisers, masks and essential items.
The company itself took a broader view of technology. It has shifted from
reactive to proactive thinking. It is working on solutions for a resilient future.
They will be executed in an integrated manner by Wipro, Wipro Enterprises
Pvt Ltd. and the Azim Premji Foundation.

CHAPTER 13: IMPLEMENTATION OF CSR

PROGRAMMES/PROJECTS.

The CSR projects will be implemented either directly, or through Wipro

Cares, which is a philanthropic trust registered in 2003 under the Indian Trusts
Act, 1882 or through Wipro Foundation, a public charitable trust registered
under the Indian Trusts Act, 1882.

CHAPTER 14: CSR PROJECT BY WIPRO COMPANY

(2019-20).

1. Water Management Initiatives.

 Project Sector : Preventive Healthcare, Water and Sanitation
 Project Budget: INR 0.50 Cr
 Implementing Partners: Not Available
 Project Description- The company’s long-term projects on Urban
Water in cities are providing key policy insights and levers for citizen
engagement and advocacy on ground water management and its
relationships to surface water flows and water bodies like lakes/tanks
and wetlands. They bring together hydrogeologists,academia,
government, citizen groups for a nuanced understanding of issues
catalysing citizen action on the ground. In Bengaluru over the last four
years, they have extensively worked in two peri-urban geographies
with different land use and demographic profiles. They have now
initiated a similar long term program in Pune – which includes citizen-
led mapping of ground water data and creating institutional capacity
with government and other players for revival and rejuvenation work.
 Project Location: Bangalore - Karnataka , Pune - Maharashtra.
2. Energy Conservation Programme
 Project Sector : Environmental Sustainability
 Project Budget: INR 44.40 Cr
 Implementing Partners: Not Available
 Project Description- The company taken various inititatives for
energy conservation and finding renewable energy sources.
 Project Location: Bangalore-Karnataka , Pune-Maharashtra ,
Hyderabad-Telangana , Chennai-Tamil Nadu
3. Waste Management Programme.
 Project Sector : Environmental Sustainability
 Project Budget: INR 0.20 Cr
 Implementing Partners: Not Available
 Project Description- The company supported a study to understand
the contribution of informal economy to waste and material recycling
in India and their perspectives. A book has been published, based on
the study.
 Project Location: Bangalore-Karnataka , Mysore-Karnataka.
4. Sustainability and Research Projects.
 Project Sector: Education, Employability and Livelihoods
Enhancement
 Project Budget: INR 1.70 Cr
 Implementing Partners: Not Available
 Project Description - The company contributed towards sustainability
advocacy and research projects.
 Project Location: Guwahati-Assam, Khordha-Odisha, New Delhi-
Delhi , Chennai-Tamil Nadu , Bangalore-Karnataka Sustainability and
Research Projects.
5. Biodiversity Initiatives
 Project Sector : Environmental Sustainability
 Project Budget: INR 0.10 Cr
 Implementing Partners: Not Available
 Project Description- The company has taken initiatives to promote
biodiversity in Bangalore and Pune.
 Project Location: Bangalore-Karnataka , Pune-Maharashtra
6. Skill Development Program
 Project Sector : Education, Employability and Livelihoods
Enhancement
 Project Budget: INR 116.70 Cr
 Implementing Partners: Not Available
 Project Description- The company has initiated a program of higher
education in engineering and technology linked to skills development
for the IT industry.
 Project Location: Bangalore-Karnataka
7. Initiatives for Sustainability Education
 Project Sector : Education, Employability and Livelihoods
Enhancement.
 Project Budget: INR 3.20 Cr
 Implementing Partners: Not Available
 Project Description- The company has taken various initaitives for
sustainability education in schools and colleges across India.
 Project Location: pan india-pan india.
8. Community Healthcare Initiatives.
 Project Sector : Eradication Hunger, Poverty, Malnutrition
 Project Budget: INR 1.20 Cr
 Implementing Partners: Not Available
 Project Description- The company was involved in providing preventive
and curative health services with specific focus on malnutrition and
infant mortality rate. Over 122,000 people from disadvantaged
communities had access to primary healthcare through 9 healthcare
projects across 5 states.
 Project Location: Tuensang - Nagaland , Pune-Maharashtra , Delhi-NCR,
Kolkata-West Bengal , Mysore-Karnataka.
9. Rural Development Projects.
 Project Sector: Rural Development
 Project Budget: INR 0.70 Cr
 Implementing Partners: Not Available
 Project Description- The company took up rural development projects in
districts of Tamil Nadu, Kerala and Odisha.
 Project Location: Puri - Odisha, Coimbatore -Tamil Nadu , Ernakulam
10. Education for Underprivileged Children
 Project Sector : Education, Employability and Livelihoods Enhancement
  Project Budget: INR 1.50 Cr
 Implementing Partners: Not Available
 Project Description- The company held initiatives to provide education
for underprivileged in proximate communities. Nearly 42,000 children
from underprivileged communities benefited from our 22 education
projects in 8 states through our community program. The company
supported the educational and rehabilitative needs of over 7,200
underprivileged children with disabilities, through 16 projects in 6
states.
 Project Location: Mumbai-Maharashtra , Bangalore-Karnataka ,
Hyderabad-Telangana , Kolkata-West Bengal , Coimbatore-Tamil Nadu
 Kerala , Cuddalore -Tamil Nadu , Alappuzha-Kerala.

CHAPTER 15: WIPRO CSR ACTIVITIES AND FLAGSHIP

PROJECTS IN THE FIELD OF EDUCATION.

Through educational CSR, Wipro has proactively reached out to state and

central government educational reforms to make contributions at various
levels. Their work makes lives of 50000 children better across Pune,
Bengaluru, Hyderabad, Kolkata, Mumbai and Chennai.
 Magic Bus, Bangalore – Commenced in the year 2013, the Magic Bus
project is making a positive impact on children in Sarjapur, Banglore.
This project has taken up the sensitization of 500 children in the area
on the importance of gender issues, education and personal health and
hygiene. It has also brought up 20 youth leaders from the community
that would be trained to take up leadership roles. The project enables a
few of the world’s low-income families to come out of poverty. The
project is based on a mentoring model and has a sports-based
curriculum.
 Every Child Counts Campaign, Pune – The campaign runs on the
agenda of enrolling children in the age group of 6 to 7 in schools in
Pune. An NGO working for the education of children of marginalized
communities at construction sites for over 20 years, Door Step School,
 noticed that there’s a large number of children who were out of school.
Them, along with Wipro Cares came up with Every Child Counts
Campaign to address this alarming concern.
 Towards Future, Kolkata – Wipro Cares, in association with an NGO
called Towards Future, set up learning and schooling opportunities for
urban poor. Through this educational CSR by Wipro, they aim to
make children go to regular schools and they also provide them with
nutrition supplements. This learning centre is called ‘Back to the
Future’ and helps children of immigrant labourers, brick kiln workers
and various other marginalized communities. This is based in
Kalikapur in Kolkata.
 Ashray Akruti, Hyderabad – Wipro Cares work with Ashray Akruti, a
non-profit school for people with hearing disabilities, by providing
them trained school staff. The school also supports the education of
underprivileged children. The teaching staff provided by Wipro is
prepared to meet the needs of children with hearing disabilities.
They’ve supported about 200 such students and helped them become
independent and contributing citizens of India.
 ROCKFund is an employee-initiated project established in 2001. It was
set up by the Wipro employee with the intent to contribute to the
education of girls. The initiative supports deserving girl students from
economically challenged backgrounds and supports them financially
through class 10th.
 Ananda Vidyalaya, Gurgaon – Based on the ‘Right to Education’ bill,
this CSR by Wipro takes care of underprivileged children, their
education and holistic development. It supports more than 100 students
who were their right to education for various reasons. It serves children
coming from all religions, race, gender and ethnicity.

CHAPTER 16: GRAPH AND PIE CHART.

Wipro’s Geographical Distribution.

Source: Wipro 2010
The graph shows Wipro’s geographical distribution from the early 2000 to
2010, it is clear that in the year 2000 more than 50% of Wipro’s companies
were located in India, 30% in U.S. and 15% in the rest of the world. In the
year 2005 the distribution changed to having 50% in U.S. and 25% in India,
Wipro entered Europe with 20% of it companies located there and 5% in the
rest of the world. In the year 2010, India remained with 25% of it’s
distribution, U.S. reduced having 45% of the companies, Europe remained
with 20% of the companies located in them and Wipro was seen entering to
different countries which makes the rest of the world having 10% of the
geographical distribution(Datamonitor Wipro, 2010).

CHAPTER 17: DRIVERS FOR INTERNATIONALIZATION.

The regular liberalization of Indian economy steered to a rush in both internal

and external FDI. The deregulations on external FDI permitted Indian
companies to grow financial resources for foreign achievements, this also led
to a turn in the outline of external FDI from India (Balasubramanyam &
Forsan, 2010). The turn is mirrored both in an advanced number of FDI from
India and in the entry-mode of MNE’s from India into overseas markets.
While considering the entry-mode, cross-border Mergers and Acquisitions has
been progressively common, even though green-field FDI still remains as an
important entry strategy (UNCTAD, 2009). A remarkable finding concerning
India’s external FDI is, according to Balasubramanyam & Forsan, from the
time the late 1990s the center of acquisitions has increased in the United States
and the United Kingdom, where we can find that both the markets are
developed and exceedingly competitive.
If the researcher ( use third party ) cut down the acquisitions into smaller
sectors, it can be clearly seen that talent intensive industries as high-tech found
in the general and software in specific, but if the researcher can also see that
the chemical and healthcare stands for around 50 percent of the acquisitions
made in between June 2000 - June 2008 (Balasubramanyam&Forsan, 2010).
In the late 1990s services by the non-financial organizations became the
leading outward investor sector in the place of manufacturing sector. From this
it is clear that there has been a change in the platform of the Indian Economy
from profit making to service that holds higher than 50 percent in the Indian
Gross Domestic Product. (Balasubramanyam&Forsan, 2010).

CHAPTER 18: INTERNATIONAL OR MULTINATIONAL

STRATEGIES.

Any go-getting enterprise that is willing to accomplish and maintain

profitability and growth in their profit, without any doubt they would be
forced to magnify business internationally, to improve their market and
enlarge their sales and which will directly lead in maximizing their profit, by
expanding these MNEs’ will be benefited with a larger scale and a better
experience and increase in knowledge learning. It is self explanatory to many
organizations; foreign lands are not ever a uniform field with the absence of
deception, where as it stands for adventurous hunt for profit.
The hunters would face massive problems like cross-border management,
overseas products and services, local consumer taste and preference, unions,
local government regulations, most of them has to realize the problems which
they may have to face economically, politically and socio-culturally.

CHAPTER 19: FACTORS IN INDIA.

There are several factors that may be present in the country that can be
positive towards the internationalization process of a company the main
factors that can play a vital role are Economical, political, socio-cultural and
technological factors.

19.1 ECONOMICAL FACTOR.

These factors represent the uniqueness of the location of a country. These
factors arise in direct relation to that of the economy. When the economy
grows it is a sign of having considerably positive related factors in that
segment. Some of the factors are the interest rate, exchange rate, etc.
(Oxforduniversity press, 2007).
When these factors are found to be in a positive relation to the firm it helps
them to grow, on the other hand, if these factors play against the firm it may
lead to deceleration in growth.
Analysis of the Current Economic landscape India
Table: Analysis of Indian Economical landscape
Current strengths Current challenges
 Inherent strength of economy  Unemployment
 Largest working age population  Energy constraints and
pool in the world overdependence on oil imports
 Highly favored FDI destination  GDP fluctuates with monsoons
 Inflation
Future prospects Future risks
 Strong infrastructure spending and  Imbalanced regional development
FDI expected to drive industrial and widening economic disparities
growth  Poor infrastructure
 Expanding domestic market driven  Fiscal deficit
by rising disposable income and
improving penetration
 Sector-specific opportunities
Source: Datamonitor, Country analysis report: India, 2011

The economical landscape of India

The above table explains the economical landscape of India, these are divided
into the following:
 Current Strengths: the current strengths in the Indian economy are that
the have inherent strength of economy, it has the largest working age
population pool in the world and finally India is a highly favored
destination for Foreign Direct Investment.
 Current challenges: the current challenges faced by India are the
unemployment rate, Energy constraints and over dependence on
foreign import.
 Future Prospects: the future prospect found in the Indian political
factors are having a strong infrastructure spending and FDI expected to
drive industrial growth, Expanding domestic market driven by rising
disposable income and improving penetration and finally Sector-
specific opportunities.
  Future risks:the future risks in the political factors are the Imbalanced
regional development and widening economic disparities, poor
infrastructure and fiscal deficit.

19.2 POLITICAL FACTOR.

Political factors can be defined as those factors, which are easily influenced by
the government of a country. Political factors are represented by the tax
policies present in a country, tariffs, restrictions of trade in a country and the
labor law (Oxford university press, 2007).
Political factors directly influence a business, as all the laws, which are related
to the business, are decided. Some laws are directly related as it leads to
prevention of activities and these laws differ from country to country. Political
factors can play a vital role in the internationalization of the firm. The increase
in trade charges may reduce the number firms participating in exports and
imports. For example if a company tries to avoid the payments of tax, or tries
to deal in illegal products then the possibility of forced dissolution is very
high.
Analysis of the Current Political landscape India:
Table: Analysis of Indian Political landscape
Current strengths Current challenges
 Strong democratic setup  Allegations of corruption
 Stable macroeconomic policies  Lack of comprehensive peace deal
 Improved relationships with with Pakistan
Europe and North America  Terrorism
 Key reforms initiated
Future prospects Future risks

 The INC government could  Emergence of strong regional

initiate economic reforms partied
 Improved accountability of  Social and communal tensions
politicians  Politics of fast
Source: Datamonitor, Country analysis report: India, 2011
The Political landscape of India; source: (Datamonitor, 2011)
The above table explains the political landscape of India, these are divided
into the following:
 Current Strengths: the current strengths in the political factors in India are
that India has a strong Democratic setup, unchanged macro-economic
policies, improving relationships with Europe and North America and that
the key reforms are initiated.
 Current challenges: the current challenges in political factors of India are
allegations in corruptions, lack of peace deal with Pakistan and the main
challenge is that India is been having terrorist attacks.
 Future Prospects: the future prospects of the Indian political factors are
that the INC government can start economic reforms and an improved
accountability on the politicians.
 Future risks: the future risks present in the Indian political are the
emergence of a strong area grooved, communal and social tension with
the country and the politics of fast earnings (Datamonitor, 2011).

19.3 SOCIO-CULTURAL.
These factors arise from within a countries tradition, customs, morals and
beliefs. The more the company is in relation to these by considering the in the
day-to-day activities the smother the company can operate within the country.
If a company is found going against these beliefs, there are higher chances of
boycotting by the people in the country(Oxford university press, 2007). For
example if a company is trying to sell pork products in a Muslim country it
will lead to boycotting the company and this will leave the company with no
choice but to exit the market.
Analysis of the Current Social landscape India:
Table: Analysis of Indian Social landscape
Current strengths Current challenges
 Growing proportion of young  Healthcare remains a major
people concern
 Rapid urbanization  Sex ratio- Weak social security
system
 Literacy rate improving but still
lagging behind
 Low HDI rank
Future prospects Future risks
 Employment guarantee scheme  Government’s authority
 Rising life Expectancy challenged
  Rising population
 Inability to control birth and
fertility rates
Source: Datamonitor, Country analysis report: India, 2011
The Social landscape of India.
The above table explains the social landscape of India, these are divided into
the following:
 Current strengths: the current strengths found in the social landscape of
India are growing proportion of young people and Rapid urbanization.
 Current challenges: the current challenges are Healthcare remains a
major concern, Sex ratio- Weak social security system, Literacy rate
improving but still lagging behind and Low HDI rank.
 Future prospects: the future prospects of the social factors are
Employment guarantee scheme and the Rising life Expectancy.
 Future risks: the Future risks in the social factors are Government’s
authority challenged, rising population and Inability to control birth
and fertility rates (Datamonitor, 2011).

19.4 TECHNOLOGICAL FACTORS.

Many products are present in today’s world to make our daily life more
comfortable all these products relate directly or indirectly to technological
advancement. High definition T.V’s, video games, online shopping, bar
coding, all these help improve our business. The quality of a product can be
modified by the proper use of technology. This Technology helps both the
user and the producer (Oxford university press, 2007).
Analysis of the Current Technological landscape India:
Table: Analysis of Indian Technological landscape
Current strengths Current challenges
 Strong knowledge base  Gross expenditure on R&D
 Cost advantage remains below 1% of GDP
 Language  The talent pool requires further
vocational training
Future prospects Future risks
 Government polices promoting  Patents are on the rise, but the
R&D country lags behind its peers
 Significant competitive advantage
in biotechnology research
Source: Datamonitor, Country analysis report: India, 2011
The Technological landscape of India
The above table explains the technological landscape of India, these are
divided into the following:
 Current strengths: the current strengths of the technological factors are
that they have a Strong knowledge base, with Cost advantage and
language.
 Current challenges: the current challenges are that the Gross
expenditure on R&D remains below 1% of GDP and the talent pool
requires further vocational training.
 Future prospects: the future prospects of the technological factors in
India are Government polices promoting Research & Development and
Significant competitive advantage in biotechnology research
(Datamonitor, 2011).
 Future risks: The future risks that may occur in the technological
factors are Patents are on the rise, but India lags behind its peers
(Datamonitor, 2011).

CHAPTER 20: GEOGRAPHIES.

We work with communities proximate to our office location/centers of

operations in India. As appropriate, and on a case-to-case basis, we also
choose to work with communities in these same geographies which are not
necessarily proximate to our office location/centers of operation.

CHAPTER 21: CONCLUSION.

Wipro CSR has specific targets for social growth that its well-designed
programmes are working towards. Establishing an ecosystem for STEM and
sustainable education, for example. Or fighting climate change and preserving
the environment through collaborative advocacy in water, waste and
biodiversity. CSR activities of Wipro are making student’s lives easier with a
range of scholarships, in turn freeing them up to pursue higher goals.

CHAPTER 22: REFERENCE.

https://thecsrjournal.in/wipro-csr-report-azim-premji/
https://csrbox.org/India_Company_Wipro-Ltd-Karnataka_33
https://wiproconsumercare.com/corporate-social-responsibility/
https://www.avinashchandra.com/wipro-csr-activities
Research Paper.