The document discusses the evolution of corporate social responsibility (CSR) in India over four phases from early philanthropy to modern integrated strategies. It describes three "theatres" or windows of CSR activities - philanthropy, improving operations, and transforming business models. Examples are given of initiatives falling into each window, such as recycling waste and empowering village women entrepreneurs. The current focus of CSR in India is on maximizing social impact while integrating with business operations and protecting reputation.

1. CSR

2. Evolution of CSR in India
• The refers to changes over time in
India of the cultural norms
of corporations' engagement
of corporate social
responsibility (CSR).

3. Shared value
• Creating economic value in
ways that also create value for
society.

4. Assigning CSR activities has
3 theatre/ window
Philanthropy
Window 1
operational effectiveness
through Sustainable
Initiative
Window 2
Transforming into
model
Window 3

5. Theatre / window one
• Focusing on philanthropy.
• Programs in this theatre are not designed to
produce profits or directly improve business
performance.
• Examples: include donations of money or
equipment to civic organizations, engagement
with community initiatives.
• Tata in India, Bimbo in Mexico

6. Theatre two / window 2
• Improving operational effectiveness.
• Programs in this theatre function within
existing business models to deliver social or
environmental benefits in ways that support a
company’s operations across the value chain,
often improving efficiency and effectiveness.

7. Window 2
• Examples include sustainability initiatives
that reduce resource use, waste, or
emissions, which may in turn reduce costs;
and investments in employee working
conditions, health care, or education, which
may enhance productivity, retention, and
company reputation.

8. Initiative for recycling waste sand from sand
casting mold
• Panasonic appliances refrigerators devices Singapore
manufacture cast components for compressors.
• The casting procedure including pouring melted iron
between a mold made of sand and a sand core that is
used to create a hollow space, and removing the
component after is has cooled.
• The core become unnecessary after the casting
complete and the company conventionally carried it by
crushing into sand and sending the sand to landfill.

9. Panasonic example
• Now it has started recycling this waste sand.
Now breaking down the cast core and
additionally treating and sorting it as core
sand, it is reused in the production process.
• Effective use of resources has enabled a
significant reduction in the amount of waste
and material procurement cost, waste sand
disposal costs.

10. Panasonic's solar lanterns being used in evening
classes in villages without electricity in
Cambodia

11. Example of window 2 sustainability initiatives
• Blue Bag Project
• In line with our global
sustainability approach,
IKEA Indonesia offer the
environmentally friendly
IKEA Blue Bag to
customers in place of
plastic bags.

13. People – planet - profit
CSR urges corporate giants to work according to the triple bottom line.
That means that company's must be concerned with their profits but at
the same time they should also keep in consideration how they impact
the people around them and whether their activities affect the planet
in a harmful way or not.
The triple bottom-line is a wide set of economic, environmental and
social parameters used to encourage and then observe how valuable a
firm is as a corporate citizen. The concept basically gives us a
mechanism to measure what value businesses add to the world
around them.

14. Window 3
• Transforming the business model:
• This theatre create new forms of business
specifically to address social or
environmental challenges.
• Improved business performance—a
requirement of initiatives in this window —is
predicated on achieving social or
environmental results.

15. Hindustan Unilever’s Project Shakti
(“empowerment”)
• earlier business model followed by HUL customary
wholesaler-to-retailer distribution model .
• to reach remote villages, the company recruits village
women, provides them with access to microfinance
loans, and trains them in selling soaps, detergents door-
to-door. ( home care, health care and hygiene care)
• More than 65,000 women entrepreneurs now
participate, nearly doubling their household incomes,
on average, while increasing rural access to hygiene
products and thus contributing to public health.

16. Project Shakti

17. Project Shakti
• These social gains have been met by business gains for the
company: As of 2012 Project Shakti had achieved more than
$100 million in sales.
• As Project Shakti demonstrates, window three programs need
not be comprehensive. Most are narrow initiatives
undertaken with a focused market segment or product line in
mind, but with significant potential to alter the company’s
social or environmental impact and financial performance.

18. The Four Phases of CSR Development in India
• The First Phase
• In the first phase charity and philanthropy were the main
drivers of CSR.
• Culture, religion, family values and tradition
and industrialization had an influential effect on CSR.
• In the pre-industrialization period, which lasted till 1850,
wealthy merchants shared a part of their wealth with the
wider society by way of setting up temples for a religious
cause

19. The First Phase
• With the arrival of colonial rule in India from
the 1850s onwards, the approach towards CSR
changed. The industrial families of the 19th
century such
as Tata, Godrej, Bajaj, Modi, Birla, Singhania
were strongly inclined towards economic as
well as social considerations.

20. The Second Phase
• In the second phase, during the independence
movement, there was increased stress on Indian
Industrialists to demonstrate their dedication
towards the progress of the society.
• This was when Mahatma Gandhi introduced the
notion of "trusteeship", according to which the
industry leaders had to manage their wealth so as
to benefit the common man.

21. The Third Phase
• The third phase of CSR (1960–80) had its
relation to the element of "mixed economy",
emergence of Public Sector
Undertakings (PSUs) and laws relating labour
and environmental standards.

22. The Fourth Phase
• In the fourth phase (1980 - 2013) Indian
companies started abandoning their
traditional engagement with CSR and
integrated it into a sustainable business
strategy.

23. Current State of CSR in India
• The basic objective of CSR in these days :
1. to maximize the company's overall impact
on the society and stakeholders.
2. Integrate CSR policies, practices and
programs with business practices.
3. important for protecting the goodwill and
reputation
4. defending attacks and increasing business
competitiveness.[

24. comprehensive method of development is
adopted by some corporations
• Bharat Petroleum Corporation Limited,
• Maruti Suzuki India Limited.
1. Provision of improved medical
and sanitation facilities,
2. building schools and houses
3. empowering the villagers and in process
making them more self-reliant by providing
vocational training

25. Five Dimensions of Corporate Social
Responsibility
• Traditionally, companies have had one
responsibility: to make a profit. But the concept
of corporate social responsibility holds that
companies should be responsible to more than
just their owners. Corporate social responsibility
holds that there are multiple dimensions that
should affect a company's actions. Understand
these dimensions when planning your own
company's corporate social responsibility efforts.
•

26. • Environmental
• The environmental dimension of corporate social responsibility refers to your business's impact on the environment. The goal, as a socially
responsible company, is to engage in business practices that benefit the environment. For example, you might choose to use recycled materials in
your packaging or ad renewable energy sources like solar power to your factory.
• Social
• The social dimension of corporate responsibility involves the relationship between your business and society as a whole. When addressing the social
dimension, you should aim to use your business to benefit society as a whole. This could involve sourcing fair trade products, for example, or
agreeing to pay your employees a livable wage. It could also involve taking on endeavors that benefit society, for instance using your resources to
organize charitable fundraisers.
• Economic
• The economic dimension refers to the effect that corporate social responsibility has on the finances of your company. In an ideal world, where
corporate social responsibility had no costs, there would be no reason to limit it. But in the real world it is important to recognize the financial impact
that these actions have and to balance being a good corporate citizen with making a profit.
• Stakeholder
• The stakeholders are all of the people affected by your company's actions. These include employees, suppliers and members of the public. When
considering the stakeholder dimension of corporate social responsibility, consider how your business decisions affect these groups. For example, you
might be able to increase your output by having employees work more, but you should consider the impact it will have on them, not just your
bottom line.
• Voluntariness
• Actions that fall into the voluntariness dimension are those that you are not required to do. These actions are based in what your company believes
is the correct thing to do. They may be based in specific ethical values that your company holds. For example, you may believe that using organic
products is the right thing to do even if you are not required to do so.