The document discusses several key findings from surveys of corporate executives about corporate social responsibility programs: - Executives see making a positive social impact and demonstrating corporate values as the primary reasons for CSR programs, rather than customer loyalty or employee retention. - Non-profit partners are seen as important to CSR success by providing expertise and infrastructure. - Strong support from senior management and clear objectives are seen as important to successful CSR programs. - While some CSR programs focus on single issues like the environment, many take a multi-issue approach across areas like education, health, and sustainability.

1. .

2. Learning Objective:
• What is C.S.R
• Goal Of CSR
• Evolution of C.S.R
• C.S.R Initiatives of different companies
• Five Fast Facts

3. Corporate social responsibility (CSR, also called corporate
conscience, corporate citizenship, social
performance, or sustainable responsible business) is a form
of corporate self-regulation integrated into a business model.
CSR policy functions as a built-in, self-regulating mechanism
whereby business monitors and ensures its active compliance
with the spirit of the law, ethical standards, and
international norms.

4. ….is to embrace responsibility for the company's actions
and encourage a positive impact through its activities on the
environment, consumers, communities, employees,
stakeholders and all other members of the public sphere.
Furthermore, CSR-focused businesses would proactively
promote the public interest (PI) by encouraging community
growth and development, and voluntarily eliminating
practices that harm the public sphere, regardless of legality.

5. The term "corporate social responsibility" came in to common
use in the late 1960s and early 1970s, after many multinational
corporations formed.
The term stakeholder, meaning those on whom an activities
organization's have an impact, was used to describe corporate
owners beyond shareholders as a result of an influential book
by R. Edward Freeman
Strategic management: a stakeholder approach in 1984

7.  Aptech Limited, a leading education player with a global presence, has played
an extensive and sustained role in encouraging and fostering education
throughout the country since inception. As a global player with
complete solutions-providing capability, Aptech has a long history of
participating in community activities. It has, in association with leading
NGOs, provided computers at schools, education to the underprivileged and
conducted training and awareness-camps.
 Aptech students donated part of the proceeds from the sale of their art work
to NGOs. To propagate education among all sections of the society throughout
the country, especially the underprivileged, Aptech fosters tie-ups with
leading NGOs throughout the country, including the Barrackpur-based
NGO, Udayan, a residential school for children of leprosy patients in
Barrackpur, established in 1970.The company strongly believes that education
is an integral part of the country’s social fabric and works towards supporting
basic education and basic computer literacy amongst the underprivileged
children in India.

8. The poor and ignorant of India’s rural population turn to nearest towns and
cities for healthcare. They face indifference and exploitation. Hope gives way
to despair. This gave inspiration to AVON for locating MATAKAUSHALYA
DEVI, PAHWA CHARITABLE HOSPITAL. Mr Sohan Lal Pahwa, AVON's Chairman
and Principal Trustee of the hospital, spent a good part of his working life
devoted to philanthropy. The hospital, in its 5th year of inception, has risen to
serve a model healthcare facility boasting of some bold experiments in its
very early years of existence. It’s support since inception has been of the
order of Rs. 3 crore to date and it continues uninterrupted. Reaching out to
the needy farther afield, the hospital holds regular camps in surrounding
villages to propagate scientific approach to healthcare. Recently the hospital
took the social responsibility concept a step further and formulated a scheme
titled 'Celebrated Female Child' to enable and inspire positive and enduring
environment for society's all–consuming passion for 'sons only' to end.

9. The K. C. Mahindra Education Trust was established in 1953 by
late Mr K. C. Mahindra with an objective to promote education.
Its vision is to transform the lives of people in India through
education, financial assistance and recognition to them, across
age groups and across income strata. The K. C. Mahindra
Education Trust undertakes number of education
initiatives, which make a difference to the lives of deserving
students. The Trust has provided more than Rs. 7.5 Crore in the
form of grants, scholarships and loans. It promotes education
mainly by the way of scholarships. The Nanhi Kali project has
over 3,300 children under it. they aim to increase the number
of Nanhi Kalis (children) to 10,000 in the next 2 years, by
reaching out to the underprivileged children especially in rural
areas.

10.  General Electric has promised to buy 25,000 electric cars in the next
five years. This purchase will help decrease the amount of carbon being
emitted.
However
 Despite public disapproval, the Vermont Yankee nuclear plant reopened
after a small leak. The public is concerned that one day there will be a
large problem at the plant, yet production continues. The seriousness
and commitment of the CSR plan depends upon the company. Many
corporations are moving towards being more earth-friendly, but
remember that the main purpose of any corporation is to make money.
If production is cheaper and no laws prohibit their production, some
may opt to be a little less environmental to keep profits at a
maximum, while others are genuinely interested in being as green as
possible.

11. .

12. The primary reason (30%) companies invest in CSR is to make an impact on
critical issues.
• A similarly high percentage (25%) say the primary reason is to demonstrate
a company’s values in action.
• Interestingly, only 15% of executives see customer loyalty as the primary
driver of CSR, and a smaller number (4%), cite employee retention and
recruitment as the top factor.
IMPLICATION: Corporations want to be active, substantive partners in
addressing social issues. Non-profits, consumers and advocates have an
opportunity to leverage and help direct significant resources and expertise
from the corporate sector to make a meaningful impact.

13. Eighty-three per cent of executives report that non-profit partners with
expertise and credibility are important to the success of CSR. Seventy-nine
per cent say that non-profits are “valuable partners” in their CSR efforts.
• Most (59%) executives say they fund non-profit organizations to advance
their company’s CSR or pro-social efforts.
• A majority (73%) agree that non-profits bring expertise that help CSR
programs to thrive, with an identical number finding that non-profits provide
the foundation and infrastructure for effective CSR programs.
• Many (72%) executives say that funding non-profit partners makes
organizations more effective in their CSR efforts.
IMPLICATION: Non-profits will be vital to CSR in the years ahead, particularly as
corporations seek to intensify their CSR efforts on social issues. The real opportunity
for both sectors is to build partnerships that create knowledge that can be shared
across industry to maximize the impact of CSR.

14. Ninety-four percent of respondents say that strong and vocal support from
senior management is important to successful CSR programs.
• Most executives (91%) say well-defined objectives and clear outcomes are
important.
• A sizable majority (80%) agree that a focus on a specific issue or area is
important.
IMPLICATION: To facilitate long-term success, corporate teams
should engage senior executives early and often – and tackle the tough
questions together on objectives and scope. Senior management can
help sharpen the focus and desired impact of CSR programs.

15. A significant number of executives (26%) say that the primary focus of their
CSR is multi-issue, spanning environmental sustainability, education, global
development and more.
• The most cited single-issue focus for CSR was environmental
sustainability, reported by 22% of executives.
• Three other priorities – economic development, education and global
development – were each highlighted by 10% of executives as the primary
focus of their company’s CSR.
• Other top priorities include children and family issues (9%), health and
nutrition (7%), and arts and culture (4%).
IMPLICATION: It matters less whether a company focuses on a single issue
or a broader portfolio of issues, and more whether companies have designed
programs to foster genuine change and maximize their impact. The best CSR
outcomes result from well-focused efforts that are aligned with a company’s
core competencies and business strategy.

16. CSR programs have multiple internal and external stakeholders. Among
executives, 86% cite employee engagement as an important part of the
success of CSR, and 80% point to customer participation.
For our Social Impact team, this prompts other key questions: What are the
most effective channels for driving participation in CSR? And, what role does
crowd sourcing and social media play? In early 2011, we’ll release new survey
findings that speak to these questions and offer insights into the role of crowd
sourcing and social media in fostering engagement in CSR.
“We have learned how much a little help can impact the
communities that we work in. Additionally, that people
appreciate when large corporations show their human
side.” - Survey Respondent