 It is the core responsibility of Sony Group to the society to pursue its corporate

value enhancement through innovation and sound business practice. The key areas
of CSR are –
 THE HOLE-IN-THE-WALL

 The idea of Hole-in-the-wall is to believe in the power of

curiosity, so that children can learn more than what is being
taught in the school. The project, launched in Delhi, Odisha,
Rajasthan and Telangana, provides them with hands-on
experience on how technology can be used for better
information access and learning in an interactive way.

 SONY MODEL VILLAGE DEVELOPMENT

 The “Sony Model Village development” is an integrated

village development model focusing and contributing to
develop sustainable rural economy. The village project is a
combination of both technology and community development
activities in the areas identified by Sony India
 ENVIRONMENT CONSERVATION

 Joining hands with WWF India, Sony aimed to preserve

endangered animal species and landscapes, while avoiding
conflict between these animals and human beings. Sony
launched an initiative in Arunachal Pradesh, to conserve
two flagship species – the red panda and the snow leopard
as well as their habitats

 OLD AGE HOME

 Sony India is currently providing support to old age homes being run
its NGO Partner. Through its partner Saint Hardyal Educational and
Orphans Welfare Society (SHEOWS), it is working for the welfare of
helpless old and other down trodden people of our society.

 TREE PLANTATION AND ZERO BUDGET NATURAL FARMING

 Sony India is currently providing support to old age homes being run its NGO
Partner. Through its partner Saint Hardyal Educational and Orphans Welfare
Society (SHEOWS), it is working for the welfare of helpless old and other down
trodden people of our society.
 ROAD TO ZERO

 New, recycled packaging for aibo.

 A revolutionary new packaging is born. aibo
arrives snugly wrapped, and protected from
damage, in a felt package produced from 50%
recycled PET (polyethylene terephthalate)
plastic bottles.

 All products have an environmental

impact throughout their life cycle, from
the moment resources are exploited
through production, distribution, use, and
final disposal.
To fulfill our responsibility at all times,
Sony divides product life cycles into six
stages,
each with the specific goal of achieving a
zero environmental footprint by 2050.
 On 7 January 2009, the chairman of Satyam, Ramalinga Raju
resigned.
 He confessed that he had manipulated the accounts of Rs. 14,162
crore in several forms.
 In February 2009, CBI took over the case and filed three partial
charge sheets (dated 7 April 2009, 24 November 2009, and 7 January
2010), over the course of the year. All charges arising from the
discovery phase were later merged into a single charge sheet.
 On 10 April 2015, Ramalinga Raju was convicted with 10 other
members.
 PricewaterhouseCoopers affiliates served as independent auditors
of Satyam Computer Services.
 A team of 6 members was found guilty. ICAI scanned Talluri Srinivas, Prabhakar
Gupta and S Gopalakrishnan for professional misconduct and their memberships
were cancelled.
 Investigation from Ramesh Rajan, CEO of PWC revealed that LIVESTOCK
&LEWES audited Satyam not PW.
 ICAI has found Pulavarthi Siva Prasad C. Ravindernath from LOVELOCK &
LEWES guilty for misconduct.
 The Indian arm of PwC was fined $6 million by the SEC (US Securities and
Exchange Commission).
 In 2018, SEBI (Securities and Exchange Board of India) barred Price Waterhouse
from auditing any listed company in India for 2 years.
 SEBI also ordered disgorgement of over Rs 13 crore wrongful gains from the
firm and 2 partners.
 Due to aggressive buying of properties Raju was in short of funds (money) hence
to generate more funds he started to manipulate the financial statements of Satyam
Computers.
 Raju opened 365 new companies to buy the properties. He used to buy the
properties under the name of his family members, relatives, friends etc.
 In 1999 the promoters of Satyam hold 24% of shares, while in 2008 it was reduced
to 2%.
 Satyam will buy the two companies that is Maytas properties and Maytas Infra
(both companies of Raju’s family members. Satyam’s board of directors approved
the plan 16th Dec 2008 and without taking the permission of Share Holders. But
investors of Satyam were not happy and due to this price of stock of Satyam
decreased.
 On 10 January 2009, after Raju admitted the scam, the Company Law Board
decided to bar the current board of Satyam from functioning and appoint 10
nominal directors.
 on 10 January 2009, the same day, the Crime Investigation Department (CID) team
picked up Vadlamani Srinivas, Satyam's then-CFO, for questioning.
 On 11 January 2009, the government nominated noted banker Deepak Parekh,
former NASSCOM chief Kiran Karnik, and former SEBI member C Achuthan to
Satyam's board.
 Immediately following the news, Merrill Lynch (now a part of Bank of America)
and State Farm Insurance terminated its engagement with the company.
 Satyam was the 2008 winner of the coveted Golden Peacock Award for Corporate
Governance under Risk Management and Compliance Issues, which was stripped
from them in the aftermath of the scandal.
 The New York Stock Exchange has halted trading in Satyam stock as of 7 January
2009. India's National Stock Exchange has announced that it will remove Satyam
from its S&P CNX Nifty 50-share index on 12 January.
 Satyam's shares fell to 11.50 rupees on 10 January 2009, their lowest level since
March 1998. On the New York Stock Exchange, Satyam shares peaked in 2008 at
US$29.10. By March 2009, they were trading around US$1.80.
 On 22 January 2009, CID told in court that the actual number of employees is only
40,000 and not 53,000 as reported earlier and that Mr. Raju had been allegedly
withdrawing 200 million (US$3 million) every month for paying these 13,000 non-
existent employees.
 On 4 November 2011, the Supreme Court granted bail to Ramalinga Raju, as well
as two others accused in the scandal.
 On 15 September 2014, the special CBI court hearing the case asked the concerned
parties to appear before the court on 27 October 2014. Date of judgement was to
have been indicated later on that day.
 On 9 April 2015, Raju and nine others were found guilty of collaborating to inflate
the company's revenue, falsifying accounts and income tax returns, and fabricating
invoices, among other findings, and sentenced to seven years imprisonment by
Hyderabad court. Kunjumani and his brother were also fined by the court 55
million rupees (US$883,960) each.
 On 11 May 2015, within a month of being convicted, Ramalinga Raju and all
others who were found guilty were granted bail by a special court in Hyderabad.
The bail amount for R. Raju and his brother was set at Rs. 10,00,000/- and the
other convicts was set at Rs. 50,000/- only.
 Currently out on bail, Raju continues to use his once celebrated entrepreneurial
skills to mentor his sons and oversee family businesses.
 The Central Bureau of Investigation (CBI) and the Enforcement Directorate (ED)
have attached close to 6,000 acres of Raju's properties, which can only be
accessed by him if a higher court suspends his conviction.
 In April 2009 the $14 billion Mahindra Group's IT arm, Tech Mahindra,
purchased a 51% stake in the company and in June 2009 the company renamed
itself Mahindra Satyam. Mahindra Satyam merged with Tech Mahindra on 24
June 2013.