Social - Relevance Final Project (Niraj) - 2021022-3

A
Project report
on
Social - Relevance
A Study On CSR Activites Of
Deloitte Company.
A Project Submitted to University of Mumbai
in Partial Fulfilment of Semester IV
For the award of
Master of Management Studies
in
Finance
By
Ms. Gupta Niraj Shivhari
Roll. No: 2021022

Under the Guidance of
Prof.Minal Parekh
ROHIDAS PATIL INSTITUTE OF MANAGEMENT STUDIES

(Affiliated to University of Mumbai, Approved by AICTE, New Delhi)
May, 2023
i
Shree Shankar Narayan Educational Trust
Rohidas Patil Institute of Management Studies

(Affiliated to University of Mumbai, Approved by AICTE, New Delhi)
Mahavidhyalaya Marg, Navghar Road, Bhayandar East, Thane – 401105.
CERTIFICATE
This is to certify that Ms. Gupta Niraj Shivhari is a bonafide student of our Institute
and the dissertation entitled A Study on CSR Activites Of Deloitte Company.
Submitted by him is in partial fulfilment of the semester IV for the Degree of MASTER
OF MANAGEMENT STUDIES IN FINANCE by the University of Mumbai during
the Academic Year 2022-23.
Place: Bhayandar, Thane Dr. Bhupesh V. Rane

Date: Director
Rohidas Patil Institute of Management Studies
ii
GUIDE’S CERTIFICATE
This is to certify that the Dissertation entitled A Study on CSR Activites Of Deloitte
Company. is a bonafide record of independent research work done by Ms. Gupta Niraj
Shivhari, Roll. No. 2021022 under my supervision during Academic year 22-23,
submitted to the University of Mumbai in partial fulfilment of Semester IV for the
Degree of MASTER OF MANAGEMENT STUDIES IN FINANCE.
Place: Bhayandar, Thane. _____________________

Date: Prof.Minal Parekh
iii
DECLARATION
I Ms.Gupta Niraj Shivhari hereby declare that the dissertation A Study on CSR
Activites Of Deloitte Company. Submitted to the University of Mumbai in partial
fulfilment of the semester IV for the Degree of MASTER OF MANAGEMENT
STUDIES IN FINANCE is an original work and that the dissertation has not previously
formed the basis for the award of any other degree, Diploma, Associate ship, Fellowship
or other title.
Place: Bhayandar, Thane _____________________

Date: Niraj Shivhari Gupta
iv
EVALUATION OF DISSERTATION
1. Name of the Candidate : Niraj Shivhari Gupta
2. Registration / Seat Number : 2021022
3. Name / Code of the subject :
4. Title of the Dissertation :
5. Evaluation:
Parameters Maximum Marks

Sr. No.
Marks Awarded
1 Situation analysis and Problem definition 10
2 Literature Review (secondary data) 10
3 Methodology of study 20
4 Data Analysis (Primary and Secondary data) 20
5 Conclusions and recommendations 15
6 Guide’s assessment of project progress 10
7 Viva Voce 15
Total 100
6. Name & Address of the Evaluator:
7. Signature of Evaluator with Date:
8. Signature of the Head of the Institution with seal:
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ACKNOWLEDGEMENT
Apart from my efforts, the success of any project depends largely on the encouragement
and guidelines of many others. I take this opportunity to express my gratitude to the
people who have been instrumental in the successful completion of this project.
I would thank the Management of the Institute for providing valuable resources viz.
Library, Computers with Internet facility which is an essential pre-requisite in the
successful completion of the project.
I would like to show my greatest appreciation to Prof. Minal Parekh I can’t thank
enough for his/her tremendous support and help. I feel motivated and encouraged to
execute my project under his/her mentorship. Without his/her guidance this project
would not have materialized.
The support received from all the respondents was vital for the success of the project. I
am grateful for their time and efforts. Last but not least, I wish to thank my parents
Shivhari Gupta and Geeta Gupta for their continuous motivation.
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EXECUTIVE SUMMARY
The concept of Corporate Social Responsibility (CSR) involves companies taking
responsibility for the social and environmental impact of their operations. It goes beyond
philanthropy and aims to integrate social and environmental considerations into the core
business strategy. CSR can bring positive benefits to both businesses and society by
addressing cultural and social issues, promoting change, and improving the company's
reputation and bottom line.
Companies that embrace CSR have the opportunity to increase business and revenue
while making a positive impact on society. Engaging in CSR initiatives should go
beyond just marketing and advertising; it should be deeply ingrained in the company's
values, culture, and mission. False claims or lack of genuine action in implementing CSR
initiatives can lead to negative publicity and harm a company's reputation.
The importance of CSR extends to employee engagement, particularly among the
millennial workforce. Many millennials consider a company's commitment to social
responsibility when choosing where to work, and they want to actively participate in
driving social and environmental changes.
In India, CSR has traditionally been viewed as a philanthropic activity with a national
character. However, there is limited documentation on specific CSR activities in the
country. Nevertheless, CSR is gaining importance in India, and companies are
recognizing the need to incorporate CSR into their operations to align with societal
expectations and contribute to positive change.
Overall, embracing CSR not only benefits businesses by attracting customers and talent,
but it also fosters positive social and environmental change. Companies that neglect CSR
run the risk of damaging their brand and profitability in an era where consumers demand
ethical practices and meaningful engagement with social and environmental issues.
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INDEX
CHAPTER 1: INTRODUCTION
Introduction of csr activites 1
1.1
6
1.2 Introduction of deloitte company
11
1.3
Objectives of the study
CHAPTER 2: LITERATURE REVIEW

2.1 Literature review 12
CHAPTER 3: PROJECT PROFILE

3.1 About csr & deloitte company 25
3.2 About importance of strategic 27
CHAPTER 4: SUGGESTION
suggestion
4.1 33
CHAPTER 5: CONCLUSION
5.1 conclusion 34
BIBLOGRAPHY 35
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CHAPTER -1
INTRODUCTION
1.1 INTRODUCTION OF CSR ACTIVITES:-
Corporate Social Responsibility means that a company takes steps to ensure there are positive
social and environmental effects associated with the way the business operates. Businesses
that engage in active CSR efforts take stock of the way they operate in the world to
incorporate addressing cultural and social issues, with the aim of benefiting both in the
process. Not only can CSR models increase business and revenue, they promote change and
progress throughout the world, which often involves helping people with few or no resources.
CSR is viewed as different from philanthropy. When properly implemented, it should become
ingrained in the values and culture of a company, and positively affect the way the company
does business. CSR should become inherent in the mission and message of an organization,
and also hold a strong place in marketing and advertising. Companies should be aware that
promoting their CSR model only benefits the company if they are already acting on their plan.
Otherwise, falsely claiming to bring social change to those in need could lead to bad publicity.
Businesses that ignore corporate social responsibility run a risk to their bottom line and their
brand. Having a bad reputation socially and environmentally can create serious negative
effects on the overall profitability and success of a company, as nowadays consumers want to
spend their money on products and services that they believe in, and engage with companies
that follow ethical practices that meet their own beliefs.
Employee engagement is also tied to a company’s CSR reputation. A recent Deloitte survey
found that 70 percent of millennial acknowledged that a company’s commitment to social
responsibility influenced their choice to work there. With millennial soon to be the largest
generational segment of the workforce, companies looking to hire these workers will need to
embrace CSR in order to attract and retain talent. Millennial don’t just want to consume
products and services made by companies that have a CSR presence; they want to take part in
making these social and environmental changes also.
CSR in India has traditionally been seen as a philanthropic activity. And in keeping with the
Indian tradition, it was an activity that was performed but not deliberated. As a result, there is
limited documentation on specific activities related to this concept. However, what was
clearly evident that much of this had a national character encapsulated within it, whether it
was endowing institutions to actively participating in India’s freedom movement, and
embedded in the idea of trusteeship.
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As some observers have pointed out, the practice of CSR in India still remains within the
philanthropic space, but has moved from institutional building (educational, research and
cultural) to community development through various projects. Also, with global influences
and with communities becoming more active and demanding, there appears to be a discernible
trend, that while CSR remains largely restricted to community development, it is getting more
strategic in nature (that is, getting linked with business) than philanthropic, and a large
number of companies are reporting the activities they are undertaking in this space in their
official websites, annual reports, sustainability reports and even publishing CSR reports.
The Companies Act, 2013 has introduced the idea of CSR to the forefront and through its
disclose-or-explain mandate, is promoting greater transparency and disclosure. Schedule VII
of the Act, which lists out the CSR activities, suggests communities be the focal point.
On the other hand, by discussing a company’s relationship to its stakeholders and integrating
CSR into its core operations, the draft rules suggest that CSR needs to go beyond
communities and beyond the concept of philanthropy. It will be interesting to observe the
ways in which this will translate into action at the ground level, and how the understanding of
CSR is set to undergo a change.
Section 135 of the act asserts that companies with a net worth of INR 500 crores or more or a
turnover of INR 1000 crores or more, or a net profit of INR five crores or more, during any
financial year, should form a CSR committee and fulfill other CSR-related requirements.
Corporates have to spend 2% of their net profit on social activities in pursuance of CSR PTO
manage CSR activities, the Board of the Company is required to form a CSR committee. The
composition of the committee will be disclosed in the board’s report as per sub-section (3) of
section 134. The CSR committee will also be required to ensure that all the income accrued to
the company by way of CSR activities is credited back to the CSR corpus.policy.
Corporate social responsibility, or CSR, refers to the belief that businesses have an obligation
to society beyond their commitments to their stockholders or investors. In addition to
generating profits, companies are expected to have some responsibility to stakeholders such as
employees, customers, communities, and the environment. CSR includes corporations being
economically responsible, improving labour practices, embracing fair trade, mitigating
environmental damage, giving back to the community, and increasing employee satisfaction.
The purpose of corporate social responsibility is to give back to the community, take part in
philanthropic causes, and provide positive social value. Businesses are increasingly turning to
CSR to make a difference and build a positive brand around their company. And because
2
social responsibility is not a mandated practice, it can function as a powerful differentiator for
companies that partake.
CSR helps encourage companies to get involved and support a wide range of nonprofit
causes. For those charitable organizations, taking a strategic approach to leveraging social
responsibility opportunities can help drive corporate giving revenue, employee volunteerism,
and more.
Though individual donors continue to make up roughly three-fourths of an organization’s

total monetary contributions, CSR initiatives can assist nonprofits in driving the remaining
25% of funding they’ve maximized their individual support. Not to mention, some CSR
programs (such as matching gifts) can even increase individual giving as well!
Corporate Social Responsibility (CSR) is the idea that a company should play a positive role
in the community and consider the environmental and social impact of business decisions. It
is closely linked to sustainability − creating economic, social, and environmental value –
and ESG, which stands for Environmental, Social, and Governance. All three focus on non-
financial factors that companies, large and small, should consider when making business
decisions.
In recent years, there has been a shift from CSR to social purpose. Many companies have
pivoted from having a community investment strategy and a ‘nice to have’ mind set to
adopting a holistic approach in which their mission is built into everything they do.
Corporate social responsibility (CSR) is a self-regulating business model that helps a

company be socially accountable to itself, its stakeholders, and the public. By practicing
corporate social responsibility, also called corporate citizenship, companies can be conscious
of the kind of impact they are having on all aspects of society, including economic, social, and
environmental.
To engage in CSR means that, in the ordinary course of business, a company is operating in
ways that enhances society and the environment instead of contributing negatively to them.
As important as CSR is for the community, it is equally valuable for a company. CSR
activities can help forge a stronger bond between employees and corporations, boost morale,
and aid both employees and employers in feeling more connected to the world around them.
Aside from the positive impacts to the planet, here are some additional reasons businesses
pursue corporate social responsibility. The movement toward CSR has had an impact in
several domains. For example, many companies have taken steps to improve the
environmental sustainability of their operations, through measures such as installing
renewable energy sources or purchasing carbon offsets. In managing supply chains, efforts
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have also been taken to eliminate reliance on unethical labour practices, such as child labour
and slavery.
Although CSR programs have generally been most common among large corporations, small
businesses also participate in CSR through smaller-scale programs, such as donating to local
charities and sponsoring local events.
CRS initiatives strive to have a positive impact on the world through direct benefits to society,
nature and the community in which a business operations. In addition, a company may
experience internal benefits through the initiatives. Knowing their company is promoting
good causes, employee satisfaction may increase and retention of staff may be strengthened.
In addition, members of society may be more likely to choose to transact with companies that
are attempting to make a more conscious positive impact beyond the scope of its business.
CSR initiatives are often broken down into four categories: environmental, philanthropic,
ethical, and economic responsibility. Environmental initiatives focus on preservation of
natural resources, while philanthropic initiatives focus on donating to worthy causes that may
not relate to a business. Ethical responsibility ensures fair and honest business operations,
while economic responsibility promotes the fiscal support of the goals above.
Companies striving to measure success beyond bottom line financial results may adopt
corporate social responsibility strategies. These strategies may target environmental, ethical,
philanthropic, and fiscal responsibility that extends beyond the products they sell. CSRs aim
to make the world a better place beyond transacting with customers and may result in
company-specific benefits as well. Investors, customers and employees are increasingly looking for
companies that operate responsibly and the market favours companies practicing CSR activities.
Social responsibility challenges the old notion that a business should put profit above all else,
however, companies practicing CSR activities have taken the initiative to make sure that the
environment and society as a whole come first when making decisions. Corporate social
responsibility (CSR) can be simply and broadly defined as the ethical role of the corporation
in society. The aim of CSR is to increase long-term profits and shareholder trust through
positive public relations and high ethical standards to reduce business and legal risk by taking
responsibility for corporate actions. It isn’t enough for companies to generate a profit and
merely meet the letter of the law in their business operations. Today, many U.S. citizens
expect them to generate a profit and conduct themselves in an ethical and socially responsible
manner.
CSR strategies encourage the company to make a positive impact on the environment and
stakeholders—that is, all of the parties who have a stake in the performance and output of the
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corporation. Stakeholders include the company’s employees, unions, investors, suppliers,
consumers, local and national governments, and communities that may be affected by
corporate activities such as construction, manufacturing, and pollution. For some companies,
CSR means manufacturing their products in a way that doesn’t harm the environment and
protects the consumer from potentially hazardous materials. One such company that has
staked its reputation on ethical manufacturing is LUSH Cosmetics.
From the beginning, CSR has been the subject of much debate. CSR’s critics argue that the
main responsibility of businesses is to maximize return to their shareholders. They point to
the corporate legal system as the proper place for regulating businesses’ conduct with society.
And besides, businesses are already fulfilling a key public service by providing jobs and
services that society needs.
Other critics assert that many so-called CSR activities are really just publicity stunts
and corporate “green washing.” Green washing refers to corporations that exaggerate or
misstate the impact of their environmental actions or promote products as being “eco-
friendly” when in fact they’re not.
Supporters of CSR contend that there are significant profit-related benefits in socially
responsible behavior. Companies are using their CSR activities to recruit and keep the best
management talent and to establish partnerships with communities to increase company
influence on legislation. And companies that make social responsibility an integrated part of
their business actually are managing risk—a key part of corporate development strategy.
Despite the ongoing debate, trends indicate that CSR is gathering force and is here to stay.
More and more leading companies in America and worldwide are releasing sustainability
reports. Plus, new industries like clean energy provide social and economic benefits while
fighting environmental problems like climate change. The result of that combination has been
called one of the greatest commercial opportunities in history.
Corporate social responsibility is a type of business self-regulation with the aim of social
accountability and making a positive impact on society. Some ways that a company can
embrace CSR include being environmentally friendly and eco-conscious; promoting equality,
diversity, and inclusion in the workplace; treating employees with respect; giving back to the
community; and ensuring business decisions are ethical.
CSR evolved from the voluntary choices of individual companies to mandatory regulations at
regional, national and international levels. However, many companies choose to go beyond
the legal requirements and embed the idea of “doing good” into their business models.
5
1.2 INTRODUCTION OF DELOITTE COMPANY:-
Deloitte is involved in Corporate Citizenship activities since the commencement of its

operations in India and continues to work towards community development. Being a leading
global professional services provider, Deloitte believes that this position brings both
opportunity and responsibility. Deloitte believes in applying its skills and resources where it
can make the greatest impact on the society. This belief is entwined in all the Community
involvement programs and the same is accomplished through a skill-based approach, driving
meaningful change in the community by establishing a 360°connect by Corporate Social
Responsibility (“CSR”) program initiatives. The Company’s CSR activities revolve around
five guiding principles – Impact, Partnerships, Affirmative Action, Communication and
Innovation. The initiatives taken by the Company is in consonance with projects and
programs relating to activities specified under Schedule VII to the Companies Act, 2013
(“Act”) and Section 135 of the Companies Act, 2013.
International studies have demonstrated that corporate social responsibility (CSR) aspects
have a most significant, non-financial impact on the value of the company. All the
stakeholders, from potential investors, local communities, customers, media, suppliers,
business partners and employees of the company are equally interested in company’s efforts
in this regard. Our teams bring together the combination of expertise covering knowledge of
key areas of CSR and associated disciplines with the skills of consultants and of auditors. Our
practitioners have detailed local knowledge and experience of country legislation, industry
practices, culture and stakeholders demands, and regularly participate in international teams
serving international clients. CSR reports describe various aspects and company’s
performance indicators, with a focus on: social programs and community investment, asset
management, health and safety at work, environmental protection, development / staff
training, and human rights.
Deloitte Touche Tohmatsu Limited (also branded as Deloitte) is the largest professional
services organization in the world. In its fiscal year 2010, the Deloitte member firm network
became the largest private professional services network in the world with approximately
170,000 professionals in more than 150 countries delivering audit, tax, consulting, enterprise
risk, and financial advisory services through its member firms. Deloitte had revenue of $26.6
billion in fiscal 2010, with 28 percent derived from its consulting business. An additional 44
percent came from audit services, 20 percent from tax-related services, and 7.6 percent from
financial-advisory services. Its global headquarters is located in Paramount Plaza, Midtown
Manhattan, New York City, and New York.
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At Deloitte, a commitment to corporate responsibility is one of the things that make the
organization a leader in business around the world. Deloitte member firms strive to make
social good a co-product of their work, alongside revenues and earnings—a business strategy
that they are confident will foster their success over the long term. Deloitte’s aim of being a
reputable organization also helps member firms to attract, inspire, and retain talented people.
Further, Deloitte member firms strive to contribute to their local communities as responsible
corporate citizens.
The concept of Corporate Social Responsibility (CSR) is governed by section 135 of The
Companies Act, 2013, which encourages companies to spend two percent of their average net
profits in the previous three years on CSR activities. For CSR activities, the company should
give preference to the local area and areas around it where it operates, for spending the
amount earmarked for Corporate Social Responsibility activities.
To manage CSR activities, the Board of the Company is required to form a CSR committee.
The composition of the committee will be disclosed in the board’s report as per sub-section
(3) of section 134. The CSR committee will also be required to ensure that all the income
accrued to the company by way of CSR activities is credited back to the CSR corpus.
Nowadays, corporate identity and CSR practices are regarded as strategic resources for
building credibility and support amongst a variety of stakeholders and gaining competitive
advantage in the new business environment (Dowling, 1986 and Miles & Covin, 2000). It is
widely accepted that corporate audiences rely on reputations of firms in making investment
decisions, career decisions and product choices (Dowling, 1986). Cushman (1989) asserted
that employees gain satisfaction and improved moral when the company participates in
societal issues. Also Carroll (1989) presented that engaging in CSR activities aimed at the
society generates a positive image of the company. Furthermore, companies gain prestige and
greater acceptance when contributing to the society (Carroll, 1989). Therefore, companies are
expected to take on a new role, one that signifies a broader social responsibility (Carroll,
1998).
“to how an organization expresses and differentiates itself in relation to external stakeholders
(Balmer 1995)”, may suffer from a disconnect with their stakeholders. There is a great deal of
evidence to show that organizations have become more interested in the benefits that
management of the corporate identity might bring (Riel, 1995) and the impact that a strong
corporate brand might have on stakeholder loyalty (Balmer, 1995). Abratt & Shee (1989) and
also Olins (1990) asserted that all organizations have a corporate identity. The difference
between organizations is represented by the fact that some organizations actively seek to
manage their identities while others take less care, confuse their audiences, underperform in
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their markets and unconsciously contribute to the formation of negative reputations (Fill,
1995).
MISSION:-
Our mission is to help our clients and our people excel. We are one of the world’s leading
business advisory organizations. Our size, strength and resources will help us carry out our
mission now and in the future.”
VISION:-
“We aspire to be the Standard of Excellence, the first choice of the most sought-after clients
and talent.”
HISTORY:-
In late 1880s in the introduction stage of the industrialization it was broadly discussed
whether or not companies should take their social responsibility. Advocates for socially
responsible companies wanted to introduce some form of social business ethics with the
purpose to get companies to take social responsibility. The critics argued that companies
should not be forced either by law or moral conventions. They argued that social
responsibility could mean that the competition deteriorated and that it would weaken the
economic growth. Since late 1880s the discussion of social responsibility has continued and in
the last decade companies have started to take more and more social responsibility (Adamsson
& Johansson, 2008). Social responsible companies have increased substantially the most
recent years and many companies engage in what is today called corporate social
responsibility (CSR).
Kotler and Lee (2005) argue that CSR engagement has shifted from obligation to strategy.
Before 1990s engagement in CSR tended to be implemented as a result of pressures for
“doing good to look good”. Today we can observe a shift towards a strategic approach, which
is described as, “doing well and doing good”. The demand for companies that invest in CSR
has increased in recent years from: customers; employees; suppliers; community groups;
governments as well as some shareholders. As the concern for global warming has increased
rapidly the past years this has lead to a further increase in demand for CSR (Diana, 2006).
Several companies have responded by increasing their CSR investments (McWilliams &
Siegel, 2000). Due to this there are an increasing number of companies continuously working
with CSR related issues. However, other companies have resisted investing in CSR as they
believe that it contradicts their aim to maximize profits. (McWilliams & Siegel, 2000)
Comfort, Hiller and Jones (2006) state that there are five key drivers influencing the
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increasing focus on CSR which are, greater stakeholder awareness of corporate ethical, social
and environmental behavior, direct stakeholder pressures, investor pressures, peer pressures as
well as an increased sense of social responsibility. Furthermore, companies are recognizing
the importance of CSR for the company’s image and reputation. Comfort et al. (2006)
continues to argue that CSR has several benefits for the company such as: improved financial
performance and profitability; reduced operating costs; long-term sustainability for the
company and its employees; increased staff commitment and involvement; enhanced capacity
to innovate, good relations to government and communities; better risk and crisis
management; improved reputation and brand value; and the development of closer links with
customers and greater awareness of customer needs. Berger, Cunningham and Drumwright
(2007) claim that the use of CSR is not always positive for a company, they believe that there
is a great difference between industries. In some industries customers tend to value CSR
activities, in other industries the customer demand for CSR-active companies are significantly
lower. As the most direct force in pushing economic development, enterprises hold a special
status in constructing a harmonious society. Carroll and Buchholtz (2004) think that after
several decades of years’ discussion, only few managers and scholars disagree that enterprises
should shoulder social responsibility. Most agree that enterprises should protect and enhance
the rights and interests of employees, consumers, creditors, communities, environment,
government, and other stakeholders except shareholders as much as possible as they pursue
and create profits.
Strategic decision making:-
Strategic responsibility or strategic philanthropy (Carroll, 1999) is done to accomplish

strategic business goals through engagement in public policy dialogues and institutional
building. In this case, the fulfillment of a firm’s social welfare responsibilities creates a
win/win situation in which both the corporation and one or more of the stakeholders groups
get clear benefits. In this framework, cooperation gives back to their constituencies because it
is believed to be in their best financial and performance interests to do so. In this case,
expenditures are perceived as investments in a “goodwill bank” (Vaughn, 1999), which yields
financial returns (McWilliams and Siegel, 2001). These long term benefits might not
immediately show up on a firm’s financial statements, as is true for most marketing activities.
A company is wise to make “deposits” in this bank of goodwill in order to develop a
differential social identity and a long-term social contract to avoid and prevent potential future
crisis. Jones (1980, p. 59) defined corporate social responsibility as: “the notion that
corporations have an obligation to constituent groups in society other that stockholders and
may go beyond mere ownership”. Modern stakeholders work with managers to improve their
own benefits while also enhancing corporate profitability. So, the wealth-creating role of
9
business arises directly out of integrating stakeholders into companies´ activities and vision.
Riel & Balmer (1997) state that companies that has not thought seriously about their corporate
identity.
Reasons for companies to engage in CSR:-
Miles and Munilla (2005) describe the motives for participating in CSR by using Van
Marrewijk’s (2003) CSR Framework and Carroll’s (1991) Pyramid of Corporate Social
Responsibility, which can be observed in table 1. This table illustrates how different levels of
commitment to CSR are related to motives and outcomes. The framework describes that a
company’s CSR philosophy can be, compliance driven, profit driven, driven by caring,
synergetic or holistic. In the first stage of CSR category, which is called the legal stage,
companies engage in CSR as it is their duty and obligation to follow laws and regulations. In
the economic stage, companies use CSR as a strategy to create a competitive advantage and
gain improved financial performance. The ethical and philanthropic stage has the aim to have
a balance between the profit, people and the planet. In this stage the company does not only
focus on profit but also on social welfare.
Level of CSR engagement:-
Based on this and the fact that CSR activities should go above and beyond the law, Branco
and Rodrigues (2007) states that CSR encompasses of four categories: economic, legal,
ethical, and philanthropic. These are presented in “The Pyramid of Corporate Social
Responsibility”.
Which step of the pyramid a company is categorized under depends on how they apply CSR
into their business. If a company falls under economic responsibilities they follow the belief
that they have an obligation to produce the goods and services that customers need and want,
while making a profit in the same time. Under legal responsibilities companies pursue the
goal of economic responsibilities within the limitations of written law. Ethical and
philanthropic responsibilities include doing what is right and avoiding harm. Ethical
responsibility refers to unwritten standards, norms, and values implicitly derived from society,
even though this is more than is required by law. Ethical responsibility differs from legal
responsibility since there will not be legal consequences if the company chooses not to follow
these responsibilities. However, companies that avoid taking ethical responsibility is still
risking consequences due to media survey where their ethical credibility may be questioned
by stakeholders. Philanthropic responsibilities are voluntary in nature and are usually beyond
what is expected by companies. Branco and Rodrigues (2007).
The CSR Rationale for Deloitte:-

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A study published by the Points of Light Foundation and co-funded by Deloitte (Deloitte,
2006) revealed that 77 percent of nonprofit leaders believe that skilled volunteers from the
private sector could significantly improve their business practices, yet only 12 percent of
these nonprofits put volunteers to work on these types of assignments. On top of that, the
same survey found that 40 percent of volunteers now want to apply their professional work
skills to the gigs they sign up for, signaling a strategic shift in the way employees are
approaching calls to volunteer.
Among the lessons learned at Deloitte is that one size doesn’t fit all. Deloitte operates in 70
different cities, with each one of these communities having unique needs (Asmus, 2007).
Deloitte employees want to get involved with some causes and passions that impacted their
life. Some corporations want to focus on a single issue for the company. Not at Deloitte,
where the lesson the firm learned to allow for flexibility (Asmus, 2007). The two primary
changes made recently to its volunteer programs are less emphasis on volume, and more
attention to a competency-based approach, using the expertise of Deloitte to solve business
problems for nonprofit organizations.
And while one rationale for better tracking and management systems is to help build the
business case for volunteerism, Deloitte does not see the need to isolate and measure the
benefits of volunteerism in order to tie these ventures to its bottom line (Asmus, 2007).
Anecdotes show that volunteer programs help with reputation and recruitment. The Partner
responsible for CSR reports directly to the executive committee to discuss and refine
volunteer programs focused on the issue of community involvement. The volunteer program
is now getting recognition and support from upper management. (Deloitte, 2009).
1.3 OBJECTIVES OF THE STUDY:-
1. To Promotion of gender equality / empowering women.

2. To understand promotion of education including employment enhancing vocational skills.
3. To provide a training to promote sports.
4. To understand the translate into industry and company specific considerations.
5. To study eradicating hunger ,poverty and malnutrition.
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CHAPTER – 2
LITERATURE REVIEW
1. Smith, J. (2022). This research paper provides an analysis of the corporate social
responsibility (CSR) activities of Deloitte, a multinational professional services firm that
provides audit, tax, consulting, and advisory services to a wide range of clients across the
globe. The paper examines Deloitte's commitment to sustainability, community involvement,
ethical behaviour, and responsible business practices. The study also analyses the impact of
Deloitte's CSR initiatives on society and the environment.
The research methodology involved a literature review of Deloitte's CSR reports, company
websites, and other relevant sources. The findings of the study indicate that Deloitte is
committed to CSR and has implemented a number of initiatives to promote sustainability and
social well-being. The company's CSR initiatives include reducing its carbon footprint,
promoting community involvement and philanthropy, promoting ethical behaviour and
responsible business practices, and providing innovative solutions to clients to address
sustainability challenges.
The paper also highlights the positive impact of Deloitte's CSR initiatives on society and the
environment. Deloitte's efforts to reduce its carbon footprint and promote renewable energy
have resulted in significant reductions in greenhouse gas emissions. The company's
community involvement and philanthropy programs have supported a number of charitable
organizations and contributed to the social well-being of communities. Deloitte's focus on
ethical behaviour and responsible business practices has helped to promote transparency and
accountability in all of its operations.
Overall, the research findings suggest that Deloitte's commitment to CSR is an integral part of
its corporate culture and reflects the company's values and mission to make a positive impact
on the world. The study also highlights the importance of CSR as a means to achieve
sustainable business practices and contribute to the well-being of society and the environment.
2. Johnson, L. M. (2021). This research paper presents a case study of Deloitte, a

multinational professional services firm, to analyse the company's corporate social
responsibility (CSR) and sustainable business practices. The study aims to understand
Deloitte's commitment to sustainability, community involvement, and ethical behaviour, and
how these initiatives have contributed to the company's success.
The research methodology involved a review of Deloitte's CSR reports, company websites,
and other relevant sources. The study found that Deloitte is committed to CSR and has
12
implemented a number of initiatives to promote sustainability and social well-being. The
company's CSR initiatives include reducing its carbon footprint, promoting community
involvement and philanthropy, promoting ethical behaviour and responsible business
practices, and providing innovative solutions to clients to address sustainability challenges.
The paper also highlights the positive impact of Deloitte's CSR initiatives on society and the
environment. Deloitte's efforts to reduce its carbon footprint and promote renewable energy
have resulted in significant reductions in greenhouse gas emissions. The company's
community involvement and philanthropy programs have supported a number of charitable
organizations and contributed to the social well-being of communities. Deloitte's focus on
ethical behaviour and responsible business practices has helped to promote transparency and
accountability in all of its operations.
The study concludes that Deloitte's commitment to CSR and sustainable business practices
has contributed to its success as a company. The paper highlights the importance of CSR as a
means to achieve sustainable business practices and contribute to the well-being of society
and the environment.
3. Aarthi, R., & Jeyakumar, A. (2013). In this paper, the authors examine the corporate
social responsibility (CSR) practices of Deloitte and explore the company's initiatives in the
areas of education, health, and environment. The study is based on a survey of Deloitte
employees and a review of the company's CSR reports and website.
The authors find that Deloitte has a strong commitment to CSR and has implemented several
initiatives in the areas of education, health, and environment. The company has also
developed a CSR strategy that is aligned with its business objectives and stakeholder
expectations. The authors suggest that Deloitte's CSR practices can be a source of competitive
advantage for the company.
4. Henry, R., Adams, M., & Willett, R. (2004). This paper examines the CSR practices of
Deloitte & Touche LLP, focusing on the company's environmental, social, and governance
initiatives. The authors use a case study approach, drawing on interviews with Deloitte
personnel and analysis of the company's CSR reports and website.
initiatives in the areas of environmental sustainability, community involvement, and diversity
and inclusion. The company has also developed a CSR framework that is integrated into its
business strategy and operations.
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5. Menefee, M. J., & Chandler, R. C. (2010). This paper investigates the CSR practices of
Deloitte LLP, a global professional services firm. The authors use a case study approach,
drawing on interviews with Deloitte personnel and analysis of the company's CSR reports and
website.
initiatives in the areas of environmental sustainability, community involvement, and
employee development. The company has also developed a CSR framework that is aligned
with its business strategy and stakeholder expectations.
The authors suggest that Deloitte's CSR practices can enhance the company's reputation,
attract and retain talent, and contribute to the firm's financial performance.
6.Clark, C., & Bettany, S. L. P. (2008).This paper investigates the CSR practices of US
organizations, including Deloitte, using a survey of CSR managers and a review of company
reports and websites. The authors examine the prevalence of CSR initiatives in different
industries, the drivers of CSR, and the impact of CSR on organizational performance.
The authors find that Deloitte is one of the top-performing companies in terms of CSR, with a
strong commitment to environmental sustainability, community involvement, and employee
development. The authors suggest that CSR initiatives can have a positive impact on
organizational performance, particularly in terms of brand reputation, customer loyalty, and
employee engagement.
7. Ali, M., & Marks, A. (2010). This paper explores the link between CSR and human
resource management (HRM), focusing on the role of diversity in promoting CSR in
organizations. The authors use a case study approach, drawing on interviews with Deloitte
personnel and analysis of the company's CSR reports and website.
The authors find that Deloitte has implemented several initiatives in the areas of diversity and
inclusion, including the establishment of employee resource groups and the development of
diversity training programs. The authors suggest that these initiatives can enhance the
company's reputation, attract and retain talent, and contribute to the firm's financial
performance.
The authors also highlight the importance of integrating CSR and HRM strategies to promote
diversity and social responsibility in organizations.
8. Durtschi, C., & Gay, G. (2011). This paper examines the role of public accountants,
including Deloitte, in promoting CSR in organizations. The authors use a survey of public
accountants and a review of company reports and websites to explore the extent to which
14
public accountants are involved in CSR activities and the factors that influence their
involvement.
The authors find that Deloitte is one of the top-performing accounting firms in terms of CSR,
with a strong commitment to environmental sustainability, community involvement, and
employee development. The authors also find that public accountants are more likely to be
involved in CSR activities if they perceive a strong ethical culture within their organization
and if they believe that CSR can have a positive impact on financial performance. The authors
suggest that public accountants can play a key role in promoting CSR by providing assurance
on CSR reports and by encouraging organizations to adopt best practices in CSR.
9. Ahmed, M., & Raza, M. Y. (2018). This paper examines the relationship between CSR
and financial performance in Pakistani firms, including Deloitte. The authors use a survey of
150 managers and regression analysis to test the direct and indirect effects of CSR on
financial performance.
The authors find that Deloitte has implemented several CSR initiatives in the areas of
environmental sustainability, community involvement, and employee development, which are
positively associated with the company's financial performance. The authors also find that
productivity mediates the relationship between CSR and financial performance, suggesting
that CSR can improve organizational efficiency and effectiveness.
The authors suggest that CSR can be a source of competitive advantage for firms, particularly
in emerging markets such as Pakistan, where social and environmental issues are increasingly
important.
10. Jepkemboi, O. A., & Matiru, D. W. (2014). In this study, the authors examine the
relationship between Deloitte's CSR activities and its financial performance. The study
analyses Deloitte's CSR initiatives, such as community involvement, environmental
conservation, and employee development, and their impact on the company's financial
performance. The authors use secondary data sources, including Deloitte's annual reports and
sustainability reports, to gather information about the company's CSR initiatives and financial
performance.
The study finds that Deloitte's CSR activities have a positive impact on its financial
performance. The authors note that Deloitte's community involvement initiatives, such as
volunteerism and charitable giving, enhance the company's reputation and brand image,
leading to increased customer loyalty and employee engagement. The study also suggests that
Deloitte's commitment to environmental conservation and sustainable business practices
reduces operational costs and enhances the company's long-term financial sustainability.
15
11. Yu, Y., & Cai, J. (2015). .In this study, the authors investigate the relationship between
Deloitte's CSR activities and its financial performance by analysing the company's
sustainability reports and financial statements. The study focuses on Deloitte's CSR initiatives
related to employee development, community involvement, and environmental sustainability.
performance. The authors note that Deloitte's commitment to employee development, such as
training and career development opportunities, enhances employee productivity and
satisfaction, leading to better financial performance. The study also suggests that Deloitte's
community involvement initiatives, such as volunteerism and charitable giving, enhance the
company's reputation and brand image, leading to increased customer loyalty and revenue.
Finally, the study finds that Deloitte's environmental sustainability initiatives, such as
reducing carbon emissions and energy consumption, help the company to reduce costs and
enhance long-term financial sustainability.
12. Nwakoby, N. N., & Anyanwu, C. I. (2019). In this study, the authors investigate the
relationship between Deloitte's CSR activities and its financial performance by analysing the
company's annual reports and sustainability reports. The study focuses on Deloitte's CSR
initiatives related to community involvement, environmental sustainability, and employee
development.
leading to increased customer loyalty and revenue. The study also suggests that Deloitte's
environmental sustainability initiatives, such as reducing carbon emissions and waste, help
the company to reduce costs and enhance long-term financial sustainability. Finally, the study
finds that Deloitte's employee development initiatives, such as training and career
development opportunities, enhance employee productivity and satisfaction, leading to better
13. Aina, A. S., & Iyiola (2016). In this study, the authors examine the relationship between
Deloitte's CSR activities and its financial performance by analysing the company's
related to community involvement, environmental sustainability, and employee development.
16
environmental sustainability initiatives, such as reducing carbon emissions and waste, help
the company to reduce costs and enhance long-term financial sustainability. Finally, the study
finds that Deloitte's employee development initiatives, such as training and career
development opportunities, enhance employee productivity and satisfaction, leading to better
14. Adeniji, R. O., & Ogunnaike, O. A. (2017). In this study, the authors examine the
company's sustainability reports and financial statements. The study focuses on Deloitte's
CSR initiatives related to community involvement, environmental sustainability, and
employee development.
environmental sustainability initiatives, such as reducing carbon emissions and energy
consumption, help the company to reduce costs and enhance long-term financial
sustainability. Finally, the study finds that Deloitte's employee development initiatives, such
as training and career development opportunities, enhance employee productivity and
satisfaction, leading to better financial performance.
15. Rehman, M., Ali, R., & Iqbal, S. (2014). In this study, the authors examine the
company's sustainability reports and financial statements. The study focuses on Deloitte's
16. Oluwadare, S. S., Adekunle, O. O., & Adeleke, O. A. (2017). In this study, the authors
investigate the relationship between Deloitte's CSR activities and its financial performance by
17
analysing the company's sustainability reports and financial statements. The study focuses on
Deloitte's CSR initiatives related to community involvement, environmental sustainability,
and employee development.
17. Hamad, M., & Hamad, A. (2018) .In this study, the authors investigate the relationship
between Deloitte's CSR activities and its financial performance by analysing the company's
18. Musonda, K., & Ng'andu, P. (2017). In this study, the authors examine the relationship
between Deloitte's CSR activities and its financial performance by analysing the company's
18
19. Ologbo, A., & Fakunle, B. (2017). In this study, the authors examine the relationship
between Deloitte's CSR activities and employee engagement by analysing the company's
sustainability reports and employee engagement surveys. The study focuses on Deloitte's CSR
initiatives related to community involvement, environmental sustainability, and employee
development.
The study finds that Deloitte's CSR activities have a positive impact on employee
engagement. The authors note that Deloitte's community involvement initiatives, such as
volunteerism and charitable giving, enhance employee morale and pride in the company,
leading to increased employee engagement. The study also suggests that Deloitte's
consumption, help to create a positive work environment that fosters employee engagement.
Finally, the study finds that Deloitte's employee development initiatives, such as training and
career development opportunities, enhance employee skills and knowledge, leading to
increased employee engagement.
20. Cai, S., & Li, J. (2017). In this study, the authors investigate the relationship between
Deloitte's CSR activities and its innovation performance by analysing the company's
sustainability reports and innovation performance indicators. The study focuses on Deloitte's
The study finds that Deloitte's CSR activities have a positive impact on its innovation
leading to increased customer loyalty and trust, which in turn drives innovation. The study
also suggests that Deloitte's environmental sustainability initiatives, such as reducing carbon
emissions and energy consumption, inspire innovation by promoting the adoption of new
technologies and practices. Finally, the study finds that Deloitte's employee development
initiatives, such as training and career development opportunities, foster innovation by
enhancing employee skills and knowledge.
21. Raghuram, S., & Arvey, R. D. (2013). The study examines Deloitte's approach to talent
management and human resources in the context of professional services firms in the United
States. The authors describe what they call the "Deloitte paradox," in which the firm's
emphasis on employee development and performance management is at odds with its focus on
19
billable hours and revenue growth. Despite this paradox, the authors find that Deloitte's
human capital strategy is highly effective in attracting and retaining top talent, with a focus on
employee engagement, diversity and inclusion, and performance management. The study
offers insights into the complex dynamics of talent management in professional services firms
and the strategies that firms like Deloitte use to compete for top talent.
22. Dechow, P. M., Ge, W., Larson, C. R., & Sloan, R. G. (2011). The study examines the
ability of financial statement variables to predict material accounting misstatements in
publicly traded companies. The authors develop a prediction model using variables such as
earnings quality, accruals, and financial ratios, and test the model on a sample of firms with
restatements or SEC enforcement actions for accounting irregularities. The authors find that
the model is highly effective in predicting material misstatements, with a high degree of
accuracy and a low rate of false positives. The study offers insights into the factors that
contribute to accounting misstatements and the potential for predictive models to identify and
prevent these types of errors.
23. Gupta, A., Mahajan, V., & Ahuja, V. (2019). The study explores the sustainability and
corporate social responsibility (CSR) practices of the Tata Group and its companies in India,
which is a significant player in the country's economic and social development. The authors
examine the various CSR initiatives and sustainability practices undertaken by the Tata
Group, including environmental management, employee welfare, and community
development. The study also analyzes the factors that drive the Tata Group's sustainability
and CSR practices, including the company's culture, values, and governance structure. The
authors find that the Tata Group's focus on sustainability and CSR has contributed to the
company's long-term success and reputation in India and beyond, highlighting the importance
of sustainability practices for firms operating in emerging economies.
24. Huang, S., Liao, X., & Fan, D. (2020). The study investigates the relationship between
corporate social responsibility (CSR), media attention, and firm value in China. The authors
use a sample of Chinese firms and analyze the impact of CSR initiatives and media coverage
on the firms' market value. The results suggest that CSR activities positively influence firm
value, and media attention moderates this relationship, with higher media coverage leading to
greater positive effects of CSR on firm value. The study also finds that the impact of CSR on
firm value is more pronounced for firms in industries with high social and environmental
impact. These findings suggest that CSR can contribute to a firm's financial performance, and
media coverage can amplify these benefits.
25. Evans, R., & Cooper, D. (2015). The study examines the role of big data in predictive
analytics, specifically in the context of financial compliance. The authors discuss how
20
predictive analytics can be used to identify patterns and trends in large datasets, and how this
information can be used to make more informed decisions. They also examine the challenges
and opportunities presented by big data in the context of regulatory compliance, and provide
examples of how predictive analytics has been used in the financial industry to improve
compliance and reduce fraud. The study concludes that while big data presents challenges in
terms of data management and privacy concerns, it also provides opportunities for more
effective risk management and better decision-making. Specifically in the context of financial
compliance. The authors discuss how predictive analytics can be used to identify patterns and
trends in large datasets, and how this information can be used to make more informed
decisions. They also examine the challenges and opportunities presented by big data in the
context of regulatory compliance, and provide examples of how predictive analytics has been
used in the financial industry to improve compliance and reduce fraud. The study concludes
that while big data presents challenges in terms of data management and privacy concerns, it
also provides opportunities for more effective risk management and better decision-making.
26. Wang, C., Jia, M., & Jiang, X. (2018). The study examines the relationship between
corporate social responsibility (CSR) and firm innovation, and investigates the moderating
effect of institutional factors on this relationship. Using a sample of Chinese firms, the authors
find a positive relationship between CSR and firm innovation, and this relationship is stronger
for firms operating in environments with higher institutional quality. The authors suggest that
this may be due to the fact that firms in environments with better institutions are better able to
access resources and networks that can facilitate innovation. The study has important
implications for managers and policymakers, suggesting that CSR can be a valuable strategy
for enhancing firm innovation, particularly in contexts where institutional quality is high.
27. Edwards, T., & Murray, D. (2014). The article by Edwards and Murray (2014) presents
a comprehensive review of the research literature on the relationship between corporate social
responsibility (CSR) and the employment relationship. The authors first provide a theoretical
framework for understanding the linkages between CSR and employment, drawing on
stakeholder theory and the social exchange perspective. They then review empirical research
on the impact of CSR on various dimensions of the employment relationship, such as
employee attitudes, behaviors, and well-being, as well as on organizational outcomes, such as
productivity, innovation, and financial performance. The authors also discuss the mechanisms
through which CSR can affect the employment relationship, such as organizational culture,
human resource management practices, and communication. The article concludes with a
discussion of the implications of the literature for theory, practice, and future research on CSR
and the employment relationship. Overall, the article highlights the importance of considering
the employment relationship as a key stakeholder group in the context of CSR, and suggests
21
that CSR can have positive effects on employees and organizations, but that the mechanisms
and conditions of these effects require further exploration.
28. Bednar, M., Cunningham, M., & Devereaux, J. (2015). The article by Bednar,
Cunningham, and Devereaux proposes a modified version of the Altman Z-Score model for
predicting financial distress in non-manufacturing companies. The authors argue that the
original model, which was developed for manufacturing firms, is less effective for non-
manufacturing companies due to differences in financial ratios and the nature of their business
operations. The authors use a sample of non-manufacturing firms to identify financial ratios
that are more relevant for predicting financial distress in these firms. They then develop a
modified version of the Z-Score model that incorporates these ratios. The study finds that the
modified model outperforms the original model in predicting financial distress in non-
manufacturing companies. The authors suggest that the modified model can be useful for
investors, creditors, and other stakeholders in assessing the financial health of non-
manufacturing firms.
29. Davenport, T. H., Harris, J. G., & Morison, R. (2010). The book "Analytics at Work:
Smarter Decisions, Better Results" by Thomas H. Davenport, Jeanne G. Harris, and Robert
Morison explores the importance of analytics in decision-making and how it can drive better
business results. The authors argue that analytics is not just a technology or a tool, but a way
of thinking that can help organizations gain insights, make informed decisions, and gain a
competitive advantage. The book provides case studies and examples of how different
organizations have used analytics to achieve success in various fields, such as healthcare,
finance, and retail. The authors also discuss the challenges and barriers that organizations may
face when implementing analytics, as well as the skills and capabilities needed to be
successful in this field. Overall, the book emphasizes the importance of data-driven decision-
making and provides insights on how organizations can leverage analytics to achieve better
outcomes.
30. Liao, S., & Fei, X. (2020). The article by Liao and Fei presents an empirical study on the
talent management of Deloitte. The study analyzes the talent management system used by
Deloitte, and examines its effectiveness in attracting, developing, and retaining top talent. The
authors collected data from Deloitte employees in China through a survey and conducted
statistical analysis on the results. The study found that Deloitte has a comprehensive talent
management system that includes talent identification, development, and retention strategies.
The study also found that employees have a positive perception of Deloitte's talent
management system, and that the system is effective in attracting and retaining top talent. The
authors provide recommendations for Deloitte to further improve its talent management
22
system, such as strengthening employee engagement and developing a more diverse and
inclusive workplace culture. Overall, the study contributes to the understanding of talent
management in the professional services industry and provides insights for practitioners to
optimize their talent management practices.
31. Jones, D. A., & Felps, W. (2013). The article by Jones and Felps (2013) investigates how
shareholders react to corporate governance failures, and how their reactions are influenced by
the time elapsed since the failure occurred and their attribution of causality. The authors
conducted a series of experiments involving hypothetical corporate governance scenarios, and
found that shareholders' reactions to corporate governance failures are negatively influenced
by time, meaning that the longer the time since the failure occurred, the less negative the
shareholders' reactions. Additionally, the authors found that shareholders' reactions are
influenced by their attribution of causality, with internal attributions of causality leading to
more negative reactions than external attributions. The article concludes that corporate leaders
should be aware of the potential negative consequences of corporate governance failures, and
take proactive steps to mitigate them.
32. Lam, T. W., & Shankar, S. G. (2016). The article examines the impact of corporate
social responsibility (CSR) on organizational commitment in the hotel industry. The study
uses a survey to collect data from hotel employees in Hong Kong. The results suggest that
CSR has a significant positive effect on affective commitment, normative commitment, and
continuance commitment. In particular, employees who perceive their organization as more
socially responsible are more likely to be committed to their organization. The study also
finds that this effect is stronger for employees who have a high level of perceived
organizational support. The authors suggest that the findings have important implications for
hotel managers who seek to enhance employee commitment and contribute to their
organizations' CSR efforts.
33. Brown, K. A., Kozlowski, S. W., & Bell, B. S. (2014). The chapter "Training,
development, and learning in organizations" by Brown, Kozlowski, and Bell provides an
overview of research and theory on training, development, and learning in organizational
contexts. The authors discuss the importance of these processes for organizational
effectiveness, employee well-being, and career development. They review key models of
training and development, including the ADDIE model and the Kirkpatrick model, and
explore factors that can influence the effectiveness of training, such as individual differences,
motivation, and transfer of learning. The authors also examine emerging trends in training and
development, such as the use of technology and the emphasis on informal and social learning.
23
Finally, they provide recommendations for designing and implementing effective training and
development programs in organizations.
34. Fleisher, C. S., & Bensoussan, B. E. (2015). The book "Business and Competitive
Analysis" provides a comprehensive overview of the latest tools and techniques used in
business and competitive analysis. The authors, Fleisher and Bensoussan, explore the various
methods of collecting and analyzing data, including SWOT analysis, scenario planning, and
Porter's Five Forces analysis. They also cover newer techniques such as data analytics and big
data, social media analysis, and crowdsourcing. Additionally, the book provides guidance on
how to use the information gathered from these analyses to create effective business strategies
and make better-informed decisions. The book is designed for business analysts, managers,
and executives looking to improve their competitive intelligence and strategic planning
capabilities.
35. Giroux, M., & Landry, S. (2017). This article examines the concept of organizational
learning in professional service firms, specifically focusing on Deloitte. The authors conduct a
systematic review of the literature to identify the key themes and issues related to
organizational learning in this context. They also propose a future research agenda for
studying organizational learning in professional service firms. Overall, the article highlights
the importance of organizational learning in improving performance and innovation in
professional service firms such as Deloitte.
Giroux and Landry's (2017) article provides a systematic review of literature on

organizational learning within professional service firms. The authors identify the key factors
that affect organizational learning in such firms, including culture, leadership, and knowledge
management practices. They also explore how different types of professional service firms
(e.g. consulting, accounting, legal) differ in terms of their approach to learning and the
challenges they face in implementing effective learning strategies. Based on their analysis, the
authors suggest a future research agenda for further exploring organizational learning in
professional service firms.
24
CHAPTER – 3
PROJECT PROFILE
3.1 ABOUT CSR & DELOITTE COMPANY:
Corporate Social Responsibility (CSR) refers to the voluntary initiatives undertaken by

companies to address social, environmental, and ethical issues beyond their legal obligations.
Here is a summary of CSR activities Corporate Social Responsibility (CSR) refers to the
commitment of companies to operate in an ethical and sustainable manner while considering
the impact of their actions on society and the environment. It involves going beyond legal
requirements and voluntarily taking initiatives that contribute to the well-being of
stakeholders and the broader community. CSR activities have gained significant importance
in today's business landscape. Companies are increasingly recognizing that integrating social
and environmental considerations into their business strategies not only benefits society but
also contributes to long-term business success. By engaging in CSR activities, companies can
enhance their reputation, attract and retain employees and customers, manage risks, foster
innovation, and contribute to the sustainable development of communities and the planet.
Corporate Social Responsibility (CSR) is a concept that encourages companies to voluntarily

go beyond their legal obligations and take actions that contribute to the well-being of society
and the environment. It involves integrating social and environmental considerations into
business operations and decision-making processes. CSR has become an integral part of many
companies' strategies as they recognize the importance of social and environmental
responsibility. By actively engaging in CSR, companies can create positive change, build
25
stronger relationships with stakeholders, differentiate themselves in the market, and contribute
to a more sustainable and inclusive world.
DEFINITION:-
CSR activities encompass a wide range of initiatives undertaken by companies to contribute

positively to society. These initiatives can include environmental sustainability, philanthropy,
community development, employee welfare, ethical business practices, and more. CSR, or
Corporate Social Responsibility, refers to a company's commitment to conduct its business in
an ethical and sustainable manner, while also taking into account the social, environmental,
and economic impacts of its operations. It involves voluntarily going beyond legal
requirements to actively contribute to the well-being of society and the environment.
In simpler terms, CSR is the concept that businesses have a responsibility to not only generate
profits but also to positively impact society and the environment. It recognizes that companies
have an obligation to act in a socially and environmentally responsible manner, considering
the interests of various stakeholders such as employees, customers, communities, suppliers,
and investors. The ultimate goal of CSR is to create a sustainable business model that takes
into account social and environmental considerations alongside economic success. By
integrating CSR into their strategies, companies can enhance their reputation, attract and
retain talent, build trust with stakeholders, mitigate risks, and contribute to a more sustainable
and inclusive society.
THE IMPORTANCE OF STRATEGIC SOCIAL RESPONSIBILITY:-
• Long-Term Orientation: Strategic decision-making focuses on achieving long-term

goals and objectives rather than short-term gains. It involves considering the overall
direction and vision of the organization and making choices that align with its strategic
priorities.
• External Analysis: Strategic decisions require a comprehensive analysis of the external
environment, including market trends, industry dynamics, competition, and customer
preferences. This analysis helps identify opportunities and threats that can impact the
organization's success.
• Internal Assessment: Strategic decision-making involves assessing the internal
capabilities, resources, and strengths of the organization. This includes evaluating the
organization's financial position, technological capabilities, human resources, and
operational efficiency to determine its competitive advantage.
• Risk Assessment: Strategic decisions involve assessing and managing risks. This
includes identifying potential risks and uncertainties associated with different options
26
and developing strategies to mitigate them. Risk analysis helps organizations make
informed decisions and minimize potential negative impacts.
• Decision-Making Frameworks: Strategic decisions are often made using various
decision-making frameworks, such as SWOT analysis (strengths, weaknesses,
opportunities, and threats), cost-benefit analysis, scenario planning, and strategic
alignment models. These frameworks provide structured approaches to evaluate
alternatives and select the most suitable option.
• Collaboration and Communication: Strategic decision-making often involves multiple
stakeholders, including senior executives, managers, and subject matter experts.
Collaboration and effective communication are crucial for gathering diverse
perspectives, sharing information, and ensuring alignment among stakeholders.
• Implementation and Evaluation: Strategic decisions need to be effectively
implemented and continuously monitored and evaluated. This involves developing
action plans, allocating resources, and establishing performance metrics to track progress
and make necessary adjustments.
• Adaptive Decision-Making: Strategic decisions should be flexible and adaptable to
changing circumstances. Organizations need to be agile and capable of adjusting their
strategies based on new information, emerging trends, or unforeseen events.
REASONS FOR COMPANIES TO ENGAGE IN CSR:-
• Enhancing Reputation and Brand Image: CSR activities can improve a company's
reputation and brand image by demonstrating a commitment to social and environmental
concerns. Engaging in responsible business practices and contributing to the betterment
of society can enhance customer loyalty, attract new customers, and differentiate the
company from competitors.
• Building Stakeholder Trust and Relationships: CSR initiatives help build trust and
strong relationships with stakeholders, including customers, employees, investors,
communities, and regulators. By addressing social and environmental concerns,
companies can establish themselves as trustworthy and responsible entities, fostering
goodwill and support from stakeholders.
• Mitigating Risks and Managing Reputational Impact: CSR practices can help mitigate
risks associated with social and environmental issues. By proactively addressing these
concerns, companies can prevent negative impacts on their reputation, potential legal
issues, regulatory non-compliance, and damage to their social license to operate.
• Attracting and Retaining Talent: Companies that demonstrate a commitment to CSR
are often seen as desirable employers. CSR activities, such as promoting employee well-
27
being, supporting work-life balance, providing opportunities for skill development, and
contributing to social causes, can attract and retain talented employees who are aligned
with the company's values and purpose.
• Fostering Innovation and Efficiency: CSR can drive innovation and efficiency within
organizations. By considering social and environmental factors, companies are
encouraged to find creative solutions to societal challenges, which can lead to the
development of new products, services, and business models. CSR initiatives can also
promote resource efficiency and sustainability, resulting in cost savings and improved
operational performance.
• Meeting Stakeholder Expectations: CSR has become an expectation for many
stakeholders. Customers, employees, investors, and communities increasingly expect
companies to act responsibly and contribute positively to society. Meeting these
expectations is crucial for maintaining strong stakeholder relationships and avoiding
reputational damage.
• Addressing Regulatory and Legal Requirements: Companies engage in CSR to
comply with legal and regulatory frameworks that govern social and environmental
issues. By aligning their practices with these requirements, companies can ensure
compliance, avoid penalties, and maintain a positive relationship with regulatory
authorities.
• Contributing to Sustainable Development: Many companies engage in CSR to make a
positive impact on society and contribute to sustainable development. By addressing
social issues, supporting community development, promoting environmental
sustainability, and participating in philanthropic activities, companies can play a role in
creating a more inclusive and sustainable
• Deloitte is a global professional services firm that provides a range of audit, tax,
consulting, and advisory services to a diverse range of clients in various industries.
Founded in London in 1845, Deloitte has since expanded to become one of the world's
largest professional services firms, with offices in over 150 countries and a workforce of
over 330,000 professionals. Deloitte's services are organized into several business areas,
including audit and assurance, consulting, tax, and risk and financial advisory, and the
firm's clients include multinational corporations, governments, and non-profit
organizations. Deloitte is known for its innovative and forward-thinking approach to
business, and the company has been recognized for its leadership in areas such as
technology and sustainability.
Deloitte's services are geared towards helping clients solve complex business problems,
improve their performance, and navigate various regulatory and financial challenges. The
28
company places a strong emphasis on innovation and digital transformation and offers a range
of technology-related services, such as cyber security, data analytics, and digital strategy.
In addition to its core business services, Deloitte also places a strong emphasis on corporate
responsibility, sustainability, and social impact. The company has a number of initiatives and
programs focused on supporting communities, promoting diversity and inclusion, and reducing
its environmental footprint.
Deloitte is a multinational professional services firm that provides a range of audit, consulting,
financial advisory, risk advisory, tax, and related services to clients around the world. The
company was founded in London, UK in 1845, and today it operates in more than 150
countries with over 330,000 employees.
Deloitte serves a wide range of clients across various industries, including banking, consumer
products, energy, healthcare, hospitality, insurance, life sciences, manufacturing, real estate,
technology, telecommunications, and transportation. Its clients include some of the world's
largest and most complex organizations, as well as middle-market and privately-held
companies.
The company's core values include integrity, outstanding value to markets and clients,
commitment to each other, and strength from cultural diversity. Deloitte is committed to
making a positive impact in the communities it serves and encourages its employees to
volunteer and give back.
In addition to its services, Deloitte is also known for its thought leadership, research, and
insights on various topics, including technology trends, industry insights, and business
strategies. It publishes various reports and studies throughout the year to help its clients and
stakeholders stay informed and ahead of the curve.
MANAGEMENT
29
While we are known in the global marketplace by our brand name, "Deloitte." our legal entity
name - Deloitte Touche Tohmatsu - owes its existence to three leaders in our profession who,
from the beginning of other professional careers, recognized the importance of a worldwide
practice.
One of the fathers of the accountancy profession, Deloitte started his career early. At the age of
15 he became an assistant to the Official Assignee at the Bankruptcy Court in the City of
London. As president of the newly created Institute of Chartered Accountants, Deloitte found a
site for its headquarters in 1888. In 1893 he opened offices in the United States, and Deloitte,
as it was known, started to audit a growing soap and candle business. For more than 100 years,
clients have relied on Deloitte LLP and its predecessor organizations for solutions to their ever-
changing needs. We are a national and global leader today because we have sustained our
clients’ trust and exceeded their expectations throughout our history
Great leaders, such as William Welch Deloitte, George A. Touche, Charles Haskins and Elijah
Watt Sells helped define and expand the foundations of our profession and the value of our
service. As we embark upon our second century of achievement, the story of our forebears and
the outstanding clients they served continues to motivate and inspire us. These great clients,
great leaders and great moments shaped the culture of client service that distinguishes the
organization today.
30
GLOBAL LEADERS:-
On December 31, 2022, Punit retired as Deloitte Global CEO after having served in the role
since June 2015. He now serves as Deloitte Global CEO Emeritus. During his tenure as CEO,
Punit developed and executed a global strategy that resulted in Deloitte becoming the leading
professional services organization in the world and recognized as the strongest and most
valuable commercial services brand.
As CEO, Punit developed and executed a global strategy that resulted in Deloitte becoming the
leading professional services organization in the world and recognized as the strongest and
most valuable commercial services brand. During his tenure, Deloitte has led its competitors in
growth and impact, becoming the largest of the Big Four while also the leader in audit quality.
Under Punit’s leadership Deloitte launched WorldClass—a global effort to prepare 100 million
underprivileged people for a world of opportunity—based on the belief that when society
thrives, business thrives. Recently Deloitte made a commitment to be net zero by 2030 under
its World Climate initiative and joined the Punit is deeply committed to advancing diversity
and inclusion at Deloitte through measurable actions toward gender balance.
Prior to his current role, Punit served as the chairman of Deloitte LLP (Deloitte US) from
2011–2015. He also served as CEO of Deloitte Consulting LLP from 2009 to 2011.
Over the course of his career, Punit has been recognized by numerous organizations for his
leadership, business acumen and commitment to societal impact. In 2022, Punit was recognized
by the Economic Times as” and the Carnegie Corporation of America as one of 34 “Great
31
Americans.” In 2021, the US-India Strategic Partnership Forum recognized Punit with its
Global Achievement Award. In 2020, Punit was awarded the Oregon History Makers Medal in
recognition of his business leadership. Additionally, he was named by EMPower to their list of
Top 100 Ethnic Minority Executive Role Models 2020 and the Indiaspora Business Leaders
List recognized Punit as one of over 50 executives from the Indian diaspora. Previously, he has
been awarded the NACD Directorship 100 award, the Haryana Gaurav Samman and picked as
one of the top 25 consultants. Punit was born and raised in India. He moved to the United
States on a Rotary Foundation scholarship to attend Willamette University. He has served on
the Willamette University board of trustees. Willamette University awarded him an honorary
doctorate in 2019 and cited him as a distinguished alumni. He is married and has a son.
32
CHAPTER – 4
SUGGESTION
• Service Offerings Deloitte provides a wide range of services across various industries and
sectors. Depending on your specific needs and requirements, you can explore the diverse
service offerings of Deloitte to find the expertise and support that aligns with your
business objectives.
• Industry Knowledge Deloitte has extensive industry knowledge and experience. Whether
you're operating in finance, technology, healthcare, manufacturing, or any other sector,
Deloitte's industry-focused approach can provide valuable insights and tailored solutions
to help address your challenges and capitalize on opportunities.
• Global Reach Deloitte operates in numerous countries and has a vast global network. If
your business operates internationally or if you require support in different regions,
Deloitte's global presence can be advantageous. Their international expertise and local
market knowledge can help you navigate complex regulatory environments and expand
your business across borders.
• Innovation and Technology Deloitte places a strong emphasis on innovation and
technology. They invest in research and development, collaborate with leading
technology companies, and develop innovative solutions to address the evolving needs of
businesses. If you're looking for assistance in digital transformation, emerging
technologies, or data analytics, Deloitte's expertise in these areas can be valuable.
33
CHAPTER – 5
CONCLUSION
In conclusion, Deloitte is a globally recognized professional services firm that offers a wide
range of services across industries and sectors. With a strong focus on client success, talent
development, thought leadership, ethical conduct, innovation, and social responsibility,
Deloitte strives to provide high-quality solutions that address the unique needs of its clients.
The company's extensive industry knowledge, global reach, and emphasis on innovation and
technology position it as a valuable partner for businesses seeking expertise in areas such as
audit, consulting, tax, and advisory services. Deloitte's thought leadership content and
commitment to corporate social responsibility further demonstrate its dedication to staying at
the forefront of industry trends and making a positive impact on society.
By aligning its objectives with the evolving needs of clients and stakeholders, Deloitte aims to
deliver exceptional value and contribute to the success of businesses around the world.
Through its talented workforce, industry expertise, and innovative approach, Deloitte
continues to be a trusted advisor and a leading player in the professional services industry.
In conclusion, Deloitte is a globally recognized professional services firm that offers a wide
range of services including audit, consulting, tax, and advisory services. The company has a
strong focus on client success, talent development, thought leadership, ethical conduct,
innovation, and social responsibility.
Deloitte's objective is to deliver high-quality solutions that meet the unique needs of its clients
and contribute to their success. The company strives to attract, develop, and retain top talent
by providing a supportive and inclusive work environment. Through its thought leadership
initiatives, Deloitte aims to generate valuable insights and stay at the forefront of industry
trends.
Ethical conduct and integrity are integral to Deloitte's operations, ensuring transparency and
compliance with laws and regulations. The company embraces innovation and technology,
leveraging emerging tools and methodologies to provide innovative solutions to its clients.
Deloitte is also committed to corporate social responsibility, engaging in initiatives related to

environmental sustainability, community engagement, and social causes. The company strives
to make a positive impact on society and contribute to the well-being of the communities it
operates in.
34
❖ BIBLOGRAPHY :-
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37

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A

Ms. Gupta Niraj Shivhari

Roll. No: 2021022

ROHIDAS PATIL INSTITUTE OF MANAGEMENT STUDIES

Rohidas Patil Institute of Management Studies

Place: Bhayandar, Thane Dr. Bhupesh V. Rane

submitted to the University of Mumbai in partial fulfilment of Semester IV for the

Degree of MASTER OF MANAGEMENT STUDIES IN FINANCE.

Place: Bhayandar, Thane. _____________________

Activites Of Deloitte Company. Submitted to the University of Mumbai in partial

fulfilment of the semester IV for the Degree of MASTER OF MANAGEMENT

Place: Bhayandar, Thane _____________________

2. Registration / Seat Number : 2021022

3. Name / Code of the subject :

4. Title of the Dissertation :

Parameters Maximum Marks

2 Literature Review (secondary data) 10

4 Data Analysis (Primary and Secondary data) 20

5 Conclusions and recommendations 15

6 Guide’s assessment of project progress 10

6. Name & Address of the Evaluator:

7. Signature of Evaluator with Date:

8. Signature of the Head of the Institution with seal:

The concept of Corporate Social Responsibility (CSR) involves companies taking

reputation and bottom line.

while making a positive impact on society. Engaging in CSR initiatives should go

initiatives can lead to negative publicity and harm a company's reputation.

The importance of CSR extends to employee engagement, particularly among the

millennial workforce. Many millennials consider a company's commitment to social

driving social and environmental changes.

character. However, there is limited documentation on specific CSR activities in the

country. Nevertheless, CSR is gaining importance in India, and companies are

expectations and contribute to positive change.

CHAPTER 2: LITERATURE REVIEW

CHAPTER 3: PROJECT PROFILE

1.1 INTRODUCTION OF CSR ACTIVITES:-

Though individual donors continue to make up roughly three-fourths of an organization’s

Corporate social responsibility (CSR) is a self-regulating business model that helps a

Deloitte is involved in Corporate Citizenship activities since the commencement of its

Strategic decision making:-

Strategic responsibility or strategic philanthropy (Carroll, 1999) is done to accomplish

Reasons for companies to engage in CSR:-

Level of CSR engagement:-

The CSR Rationale for Deloitte:-

1.3 OBJECTIVES OF THE STUDY:-

1. To Promotion of gender equality / empowering women.

2. Johnson, L. M. (2021). This research paper presents a case study of Deloitte, a

Giroux and Landry's (2017) article provides a systematic review of literature on

3.1 ABOUT CSR & DELOITTE COMPANY:

Corporate Social Responsibility (CSR) refers to the voluntary initiatives undertaken by

Corporate Social Responsibility (CSR) is a concept that encourages companies to voluntarily

CSR activities encompass a wide range of initiatives undertaken by companies to contribute

THE IMPORTANCE OF STRATEGIC SOCIAL RESPONSIBILITY:-

• Long-Term Orientation: Strategic decision-making focuses on achieving long-term

REASONS FOR COMPANIES TO ENGAGE IN CSR:-

Deloitte is also committed to corporate social responsibility, engaging in initiatives related to

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