The document summarizes the key activities and events from the April 2014 - July 2014 issue of the GCNI newsletter, nutShell. It discusses Mr. D.K. Sarraf joining the board of the UN Global Compact in New York and becoming the new president of GCNI. It also summarizes the XIIth Annual Local Network meeting in Addis Ababa, Ethiopia, a partnership clinic workshop held in New Delhi, and meetings on anti-corruption and gender equality initiatives.

1. nutShell Vol. 6
Issue I
APR 2014 - Jul 2014
T h e G C N I n d i a T ri- a n n u a l N e w s l e tt e r
Mr. D. K. Sarraf, President, GCNI joins the Board of
the United Nations Global Compact in New York
Mr. D. K. Sarraf, Chairman & Managing Director, ONGC was unanimously elected as
the new President of Global Compact Network India (GCNI) at it’s Governing Council
meeting held on 20th May 2014. Mr. Sarraf is the 5th President of GCNI.
Mr. D. K. Sarraf, President, GCNI has also been appointed as a member of the Board
of the United Nations Global Compact in New York. He is the only Public Sector head
from India to be represented on the Board and to join
as a member of this high level group headed by
the Secretary General.
The UN Global Compact Board, appointed and
chaired by the United Nations Secretary-General
H.E. Ban Ki-moon, is designed as a multi-stakeholder
body, providing ongoing strategic
and policy advice for the initiative as a whole and
making recommendations to the Global Compact
Office, participants and other stakeholders.
The Board members are champions,
willing and able to advance the
Global Compact’s mission,
acting in a personal, honorary
and unpaid capacity.
Drawing in particular
on the expertise and
recommendations of
its business members,
the Board also
plays a role in the
implementation
of the Global
Compact’s
integrity
measures.
Monthly Meetings | 11 In this issue
in the News in focus Meetings
XIIth Annual Local Network Meeting | 2
Partnership Clinic | 4
Fourteenth Meeting of the Global Compact Working
Group on Anti-corruption | 5
Sustainability Alliance Partners’ Meeting | 6
Interview with
Dr. Arup Roy Choudhury
Chairman & Managing Director,
NTPC and Vice Chair, Asia Pacific
& South Asia, WEC | 8
Brief profile of the new President
Mr. D. K. Sarraf, 56, is the Chairman &
Managing Director of Oil and Natural
Gas Corporation Ltd (ONGC), India’s
most valuable Maharatna public
sector enterprise and one of the most
premier E&P companies in the world.
ONGC is the highest profit making and
one of the most valuable company of
India as well as one of the Fortune’s
Most Admired Companies in the
world.
Mr. Sarraf is also the Chairman of
ONGC Videsh Limited (OVL) which is
operating across 16 countries. He is
also Chairman of Mangalore Refinery
& Petrochemicals Ltd (MRPL) and five
other ONGC Group companies (OPaL-ONGC
Petro-additions Ltd, OMPL
– ONGC Mangalore Petrochemicals
Ltd, MSEZ- Mangalore SEZ Ltd, OTPC-ONGC
Tripura Power Company Ltd and
OMEL- ONGC Mittal Energy Ltd).
Mr. Sarraf graduated in Commerce
from the prestigious Shri Ram College
of Commerce, Delhi University and
holds a post graduate degree in
Commerce from the same University.
He is an associate member of
the Institute of Cost and Works
Accountants of India and the Institute
of Company Secretaries of India.

2. nutShell
in the news
XIth Annual Local Network Meeting
The XIIth Annual Local Network (ALNF) Meeting was held in Addis Ababa, Ethiopia between 9th and 13th June
2014. ALNF is an annual meeting to enhance communication, strengthen learning and improve coordination
among UN staff working with the private sector and brings together representatives from Local Networks and
companies to share their experiences.
The XIIth ALNF conducted in Addis Ababa was inaugurated by the
Ethiopian Prime Minister Hailemariam Desalegn. The meeting
also launched Global Compact Local Network Report 2013- a
compendium of achievements, activities and data showcasing the
work of Local Networks to advance corporate sustainability around
the world. The meeting also saw the launch of Africa Strategy titled,
‘Partners in Change: UN Global Compact Advancing Corporate
Sustainability in Africa’.
The meeting witnessed UN Global Compact introducing a new
Memorandum of Understanding (MoU) which includes measures to:
1. Require annual activity and financial reporting by networks;
2. Improve alignment with the Global Compact integrity measures,
particularly around logo usage and dialogue facilitation; and
3. Strengthen support to Local Networks by outlining 18
responsibilities of the Global Compact Office, including increased
communications and disclosure of activities and finances, and
support to networks through recruitment and participant training.
During the conference UNGC recognised the critical role of Local
Networks in advancing responsible business and corporate
2 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
sustainability on the ground and its work to strengthen local
engagement and contextualise solutions at the local level. In
order to increase collaboration and accountability between
the Global Compact and the 103 Local Networks currently
in operation, a Local Network Advisory Group (LNAG) was
established to advise the Global Compact on matters related to
the initiative’s engagement with networks and whose elected
Chair is an ex-officio Global Compact Board member. In addition,
the Global Compact was introduced and launched in a number
of countries including Canada, Guatemala and Kazakhstan,
and a number of training and events were organised to build
existing network capacity to facilitate partnerships and support
participants on issues such as implementation and reporting.1
GCNI was represented by Dr. Uddesh Kohli, Senior Advisor,
UNGC and Mr. Pooran Chandra Pandey, Executive Director, GCNI.
Dr. Kohli represented the India Network in the panel discussion
titled ‘Philanthropy, Impact Investing and Partnerships in Support
of Effective Social Investment’ to discuss how partnerships in
coordination with social investments by business and philanthropy
can be designed to make scalable and systematic contributions to
some of the most pressing sustainable development challenges in
India and across the globe.
1 http://www.unglobalcompact.org/news/1041-06-06-2014, accessed on 8 August 2014

3. nutShell
Photostory
GCNI is now a leader in the Asia and Oceania Region
issues related to human
rights, labour, environment
and anti-corruption, local
launches of Global Compact
initiatives, such as Business for
Peace (B4P) and confirming
the role of Local Networks in
translating global issues into
local action. A special section
on the Post-2015 Development
Agenda highlights how 30 local
networks hosted dialogues and
delivered the local perspective
to discussions on the United
Nations’ future global
development agenda.
Additionally, a Local Network
Engagement Framework
was introduced to help Local
Networks engage companies
and broker development
partnerships.
The recently launched United
Nations Global Compact Local
Network Report 2013, in Addis
Ababa, Ethiopia during XIIth
Annual Local Networks Forum,
highlights Global Compact
Network India (GCNI) as a
leader in the Asia and Oceania
Region, by surging ahead
of 18 other networks in the
region by enrolling members
on other performance related
parameters. Some of the
Networks, GCNI surged ahead
of include; China, South Korea,
Japan, Australia and
Indonesia.
The report also includes
contributions from over
50 networks and provides
a regional overview of
progress being made on
Global Compact Network India invites Academic Institutes, Universities and Business Schools to become its member
3 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
While the overall number of participants in the top 10 Local Networks in this region
dropped between 2012 and 2013, networks in India, China, Republic of Korea, Australia,
Indonesia, Pakistan, Vietnam and Malaysia grew by 131 participants collectively.
Source: United Nations Global Compact Local Network Report 2013
http://unglobalcompact.org/docs/publications/LN_Report_2013.pdf
In order to share knowledge and take forward mutually-reinforcing
benefits of research, training and thought leadership, GCNI is
opening up its membership to select academic and educational
institutions in India. The objectives are to recognise ongoing
initiatives in the field and further the role of academia through
global alliances and collaborations to build and enhance the relevant
curricula and student orientation. Through collaboration with
academic institutes, universities and business schools, GCNI aims to
advance CSR and sustainability practices and integrate the global
knowledge and expertise in the curriculum of these institutions. The
Top 10 Local Networks by Number of Participants in the Asia &
Oceania region
350
300
250
200
150
100
50
0
India
China
Korea, Republic of
Japan
Australia
Indonesia
Pakistan
Vietnam
Singapore
Malaysia
Dr. Uddesh Kohli, Senior Advisor, UNGC and Executive Member, Governing Council, GCNI with the United Nations’ Secretary General
H.E. Ban Ki-moon at the United Nations Global Compact Board meeting held on 1st and 2nd July 2014 in New York
post-2015 global development agenda also highlights the need for
involving academic institutions in the discourse, as an influential
actor in helping shape a sustainable future by preparing a suitable
talent pool of professionals and business leaders. Institutions of
higher education, by way of fostering individual and organisational
capabilities necessary for inducing, promoting and managing
change, have profound impact on the sustainability prospects
of the world. It is to shape such discourse and to provide further
impetus to foster individual capacity and capability that GCNI invites
Academic Institutions to join in as its member.

4. nutShell
Partnership Clinic
GCNI in collaboration with UNGC and The Partnering Initiative (TPI) conducted a two-day workshop on building
partnerships and collaborations on 29th and 30th April 2014 in New Delhi. The workshop was supported by
Engineering Projects (India) Limited.
The workshop was divided into
two half days. Day 1 aimed to
generate awareness among
the participants about building
partnerships and collaborations.
The day was divided into
an introduction and three
awareness raising sessions.
The introduction focused on the
importance of partnership and
how the business community
can get involved in the social
development process. The
session further examined the
role of different stakeholders like
Government, companies, NGOs,
individuals and institutions
to develop partnerships and
collaborations for the post-2015
development agenda.
Session 1 titled, ‘Development
Partnering a Different Way
to Do Business’ focused on
defining partnerships, shared
interests, challenges and various
impediments to partnering
with stakeholders. One of the
main themes that emerged in
this session was the principles
of partnership which included
equity, transparency and
mutual benefit.
Session 2 titled, ‘Harnessing
Diversity’ highlighted the
role of various stakeholders
in the partnership and the
perspectives each stakeholder
brings. Furthermore, it looked
at the benefits and challenges
of various sectors like the donor
community, public sector and
the private sector. One of the
highlighting points during the
session was the importance
of clarity, openness and
transparency in communication
processes to effectively
manage expectations of each
stakeholder.
The third and final session on
day 1 titled, ‘Partnering Cycle’
looked at the frameworks and
models for stakeholders to form
partnerships which include:
scoping and building, managing
and maintaining, reviewing and
revising, and sustaining outcomes.
The barriers and challenges to
implementation and the decision-making
4 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
process in building
partnership were also explored.
The second day of the
training workshop focused on
understanding the life cycle of
and processes to form successful
partnerships. The process
includes: scoping, identifying,
building, planning, structuring,
mobilising, delivering,
measuring, reviewing, and
revising. Furthermore, in a
group setting, the members
discussed and examined
challenges that may arise in the
life cycle process. Specifically, in
an interactive fashion, members
shared views on the various
approaches to corporate-NGO
partnerships, access to funding,
monitoring and evaluation
mechanisms, budgeting
and managing large-scale
partnerships on a country level.
The need to build trust,
openness, transparency and
managing expectations among
stakeholders were some
keys issues which emerged
during the day. Further to this,
members and Joanna Pyres,
facilitator of the workshop,
highlighted the need to
build communication and
coordination mechanisms
across various levels in the
organisation. For example,
strategic partnerships and
development projects are
agreed to at the highest levels
but those projects often face
implementation challenges and
often fail due to trust deficit and
information asymmetry.
As an outcome of the workshop,
Mr. Pooran Chandra Pandey
shared GCNI’s objectives
and vision around forming
partnerships and other
capacity-building activities to
collectively address the post-
2015 development agenda.

5. nutShell
in the news
Fourteenth Meeting of the Global Compact Working Group on Anti-Corruption
The fourteenth meeting of the UN
Global Compact Working Group on the
10th Principle took place at the UNAIDS
Headquarters in Geneva, Switzerland on
23rd and 24th June 2014. The Working Group
for the first time deliberated on investor-company
engagement on anti-corruption
issues, and also the role of banking and
finance sector in eliminating corruption.
The ‘Investor-Company Engagement on
Good Governance and Anti-Corruption
Issues’ was a joint session conducted in
collaboration with UN-supported Principles
in Responsible Investment (PRI). In addition,
the meeting explored the unique role in
incentivising corporate integrity, as well as
transparency issues when doing business in
emerging markets.
Sub-working group on Call to Action
conducted a session on updating the
participants on achievements and relevance
of this campaign. (Signatories to the
Anti-Corruption Call to Action and their
Gender Equality and Women Empowerment in India:
A Study on Insights and Actions from Businesses
5 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
commitment to take anti-corruption to the
next level will be acknowledged at the 10th
Principle Anniversary event). The Working
Group Meeting provided interactive
practical training and company experiences
to its participants on implementation of
“Anti-Corruption Risk Assessment Guide”.
Siemens Integrity Conference
in Basel
Basel Institute of Governance hosted a
two-day Siemens Integrity Conference on
26th and 27th June 2014 titled ‘Collective
Action: Going Further Together to
Counter Corruption’. The event featured
successful examples of Collective Action,
lessons learned, practical advice and
academic contributions as well as peer
discussion on a variety of issues. Over
100 representatives from business,
government, academia and civil society
from all across the world participated in
the event.
Global Compact Network India recently
launched a study on ‘Gender Equality and
Women Empowerment in India: A Study
on Insights and Actions from Businesses’.
The study is an attempt by GCNI to
capture information and to understand
the landscape of women empowerment
in India and capture initiatives and
actions undertaken by businesses to
The main aim of the conference was
to share the challenges and successes
of Collective Action, drawing on
examples from Nigeria and Philippines
and business sector and civil society.
Types and methodologies of Collective
Action used by business and civil
society were discussed at length in one
of the panel discussions. The event also
enlightened the participants on how
to translate Collective Action theory
into action with a separate session for
Small and Medium Enterprises and
collective action tools. The first day of
the event ended with possibilities of
exploring Collective Action initiatives
in addressing issues such as facilitation
payments, intermediaries (agents)
and dialogue with government. The
mode of endorsing Collective Action
could be brain-storming sessions and
sharing practical experience with
new ideas, new participants and new
directions.
promote women empowerment within
their internal operational framework
and in their engagement with the larger
community and supply chain. The study
aims at understanding critical areas
where programmatic interventions are
necessary to enhance effective women
participation in the corporate world
and documenting mechanisms to
implement women empowerment
principles and practices in India. The
study has been widely circulated
across to the GCNI members, UNGC
signatories and key stakeholders, who
form informants of this study. GCNI
invites its member organisations and
UNGC signatories to participate in
this survey.

6. nutShell
Sustainability Alliance Partners’ Meeting
Global Compact Network India (GCNI) convened the Sustainability
Alliance Partners Consultation on Friday, 27th June, 2014 to
bring together stakeholders to discuss issues and challenges in
sustainability and initiatives GCNI and key stakeholders together
can undertake, as part of the Sustainability Alliance Partners Group.
Mr. Pooran Chandra Pandey, Executive Director, GCNI spoke about
how GCNI is reaching out to its members and UNGC signatories to
conduct training on sustainability in six cities to understand what
stakeholders think and understand about realities at the grass roots
level. In that context, he noted that the Asia Pacific Resource Centre on
Responsible Business Practices has been setup around the 10 UNGC
principles and it will add and create more value to all policy makers.
Around 20 members from institutions like Praxis, WEC India,
Sandvik Asia, Novozymes, Development Alternatives, Gail, BHEL,
INESA, Indian School of Business (ISB) and NTPC were represented
at the consultation forum to find ways and solutions to pressing
development challenges in India.
Mr. Yashsvi Chandra, Programme Associate, GCNI presented on
GCNI achievements and activities since 2011 and the approach
Seminar on ‘Education for Social Change’
Global Compact Network India and Service and Research
Institute on Family and Children (SERFAC) jointly organised a
seminar titled ‘Education for Social Change’ on 30th May 2014 in
Chennai. The seminar was divided into 6 sessions and included
paper presentations on various aspects of education and social
change, with prominent academicians chairing the sessions.
Some of the prominent experts at the seminar included
Dr. Salma Salahuddin, Retd. Principal SIET College,
6 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
GCNI is adopting in the year ahead. To that end, he discussed
GCNIs achievements in fostering partnerships to address
WASH and WRM issues through the India Collaboration Lab
and promoting sustainability through the ‘India Sustainability
Dialogue’.
During the consultation session, members reflected on the fact
that stakeholders often work in silos which does not help in scaling
impact. Members recommended that GCNI can play the role of
a facilitator to forge alliances and partnerships and promote UN
Business Partnership where corporates can partner together with
the UN.
Furthermore, members also noted that the good intentions
of the companies are not very well understood by local
communities. There has to be more ways to connect with local
communities and it is important to show how the beneficiaries
have benefited.
On sustainability benchmarks, members noted that it is important
to consider how sustainability benchmarks are applied in a
corporate system and linking technology to social enterprises.
Dr. K. S. Pushpa, Professor & Head, Dept. of Home Science,
Gandhigram Rural Institute, Dr. Renuka Rajaratnam, Dean,
Research Director, International Centre for Multidisciplinary
Research, Stella Maris College, Dr. F. Andrew, Principal, St. Joseph’s
College, Trichy, Mr. James Rajanayagam, Project Consultant, Centre
for Social Innovation and Entrepreneurship, Dept. of Management
Studies, IIT Madras and Dr. V. D. Swaminathan, Head, Dept. of
Social Work, University of Madras.
in the news

7. nutShell
Women’s Empowerment and Gender Equality:
“Not Just the Right but Bright Thing to Do1’’
The debate on the role of women in
business has quite rapidly and significantly
transformed itself over the past few years.
While the argument on gender balance
has gained momentum, the actual
representation of women in leadership
roles remains largely unchanged. It is
however heartening that the discourse now
rests on the opportunity cost of skewed
corporate structures and the impact
thereby on important business parameters
such as turnover, governance and holistic
decision making.
According to a study by Grant Thornton, the
proportion of women in senior positions in
India has fallen from 19 per cent in 2013 to
14 per cent in 2014. In fact, globally too, the
proportion of senior roles filled by women
is 24 per cent, exactly the same proportion
as in 2013, 2009 and 2007. It is only 5 per
cent higher than the number recorded 10
years ago2.
The glacial change in the representation
of women in leadership roles across
the business sector in India is despite
the evidence on the economic value of
empowered women in the board room.
Extensive research has suggested a
positive co-relation between the financial
bottom line and the proportion of women
in the senior management. Evidence-based
arguments suggest that women’s
empowerment and gender diversity at the
board level is not just the ‘right thing to do’
but also the ‘bright thing to do’3.
Empowering women to participate fully
in economic life across all sectors and
throughout all levels of economic activity is
essential to:
• Build strong economies
• Establish more stable and just societies
• Achieve internationally agreed goals for
development, sustainability and human
rights
• Improve quality of life for women, men,
families and communities; and
• Propel businesses’ operations and goals.
The Companies Act 2013 mandates all
listed companies and certain other classes
of companies to induct one woman at the
board level. The legislation is expected
to help companies take a step towards
realising the economic potential of board
diversity4. This will be the driver of a
paradigm shift that enables women to
graduate from the back room to the board
7 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
Dr. Rebecca Tavares, Representative, UN Women, India,
Bhutan, Maldives and Sri Lanka
room and thus become partners in decision
making. The Act is expected to result in 966
directorship positions that will open up for
women in the next seven months.5 A 2013
study published by consulting firm E&Y that
surveyed US Companies states that Boards
that have at least one female director,
show a commitment to diversity that goes
beyond checking the box; for example, they
have more women in executive positions.
Yet, ensuring a pipeline of talented
women to take up leadership positions
requires intentional actions and deliberate
policies to promote the skills, talent and
experience of women across all levels.
The Women’s Empowerment Principles, a
partnership initiative of UN Women and UN
Global Compact (UNGC), provide a set of
guidelines to help the business sector focus
on key elements integral to promoting
gender equality in the workplace,
marketplace and community. Enhancing
inclusion throughout corporate policies
and operations requires techniques, tools
and practices that bring real results. The
Women’s Empowerment Principles (WEPs),
forged through an international multi-stakeholder
consultative process, provide
a ‘gender lens’ through which business
can survey and analyse current practices,
benchmarks and reporting practices.
Informed by real-life business practices, the
Principles help companies tailor existing
policies and programmes —or establish
needed new ones— to realise women’s
empowerment. The Principles also reflect
the interests of governments and civil
society and support interactions among
stakeholders as achieving gender equality
"The Women’s Empowerment Principles
provide a set of guidelines to help the
business sector focus on key elements
integral to promoting gender equality in the
workplace, marketplace and community"
requires the participation of all actors. As a
leader in gender equality, UN Women brings
decades of experience to this partnership
effort with the UN Global Compact, the
world’s largest corporate citizenship initiative
with more than 8,000 business participants
and other stakeholders involved in more
than 135 countries.
Targeted tools such as the WEPs provide a
structured mechanism to enable systematic
integration and empowerment of women
in the workplace. Since the launch of
the Principles in 2010, over 770 CEOs
from around the world have signed the
CEO Statement of Support for the WEPs,
signalling their support for gender equality
and the guidance provided by the Principles.
This list includes progressive companies
from India such as HCL, Wipro, Coca-Cola
India, Infosys Technologies, Schneider
Electric India and Jindal Stainless.6
We encourage other companies to
adopt innovative tools and mechanisms
such as the WEPs that allow women’s
empowerment to be placed and addressed
as an area of focus. There are fewer more
critical issues for the economic health,
market positioning and international
competitiveness of a business firm than
the choices of members who make up its
workforce and leadership.
To know more about WEPs, please visit:
http://weprinciples.org/Site/UnWomen/
To see the list of WEPs signatories,
please visit:
http://weprinciples.org/Site/Companies/1
By Dr. Rebecca Tavares
Representative, UN Women, India, Bhutan,
Maldives and Sri Lanka
1 The Conference Board of Canada
2 India Inc. starts grooming women for board room roles, The Financial Express, March 8, 2014 (http://indianexpress.com/article/business/business-others/india-inc-starts-grooming-women-for-boardroom-roles/)
3 Women in the Boardroom, A Global Perspective, Deloitte, November 2011
4 Key Implications of the Companies Act 2013 on Board Room Decision Making (http://forbesindia.com/article/real-issue/key-implications-of-the-companies-act-2013-on-board-room-decision-making/38170/1#ixzz3852XDCra)
5 India Inc Needs 966 Women Directors, Forbes India, (http://forbesindia.com/article/checkin/india-inc-needs-966-women-directors/37331/1)
6 This is an indicative not exhaustive list

8. nutShell
INfocus
Dr. Arup Roy Choudhury, Chairman
& Managing Director, NTPC and
Vice Chair, Asia Pacific & South
Asia, World Energy Council (WEC)
in a free willing interview, talks about the
increasing focus on energy efficiency and
conservation and how these issues form an
important channel for creating synergy between
the companies and networks like Global Compact
Network India and WEC India.
Q1. What synergy do you see in your role as CMD, NTPC and Vice
Chair, Asia Pacific & South Asia, WEC?
Ans 1. These are complimentary roles. WEC, as a global body,
existing for tangible engagement in sustainability issues provides
the much valued global perspective on energy issues to the industry
leaders and the entire stakeholder community. As a large power
producer, NTPC has an important role to play in the WEC agenda.
The Global Electricity Initiative (GEI) is one of the WEC initiatives, on
which I am a member of the Industry Leaders Advisory Board. This is
a knowledge platform for global utilities for sharing of best practices
and benchmarking. Further, under the WEC Regional programme
on ‘The Efficient and Clean Use of Coal’ (ECUC), a detailed study was
carried out on performance assessment of selected plants in the
region. Some very useful recommendations emerged out of these.
Q2. As Vice Chair, Asia Pacific and South Asia, WEC, what do you
think are the issues of the region?
Ans 2. This region is complex in terms of its sheer diversity and the
biggest in terms of population with almost 2 billion people in the
region. This region has also the highest number of people without
access to energy and therefore the highest growth potential. Apart
from Energy Access, Energy Security & Energy Efficiency are issues
where greater collaboration between the countries in this region
is possible. Ample opportunities exist in terms of sharing of best
practices and collaborative research. As I shared earlier, ECUC and
energy access study have been valuable efforts in this direction.
Q3. You are also Member Secretary, WEC India, the country
member of WEC. What do you see as emerging roles for this body?
Ans 3. WEC India has been striving to realise its vision to ‘be the
foremost energy think-tank and voice of the sector’. We have
been trying to be truly representative of the entire energy sector
covering coal, oil & gas, renewable, nuclear etc. and make relevant
contributions. A few significant strides have been made. The
India Energy Congress, the annual flagship event is already well
established as a energy dialogue platform. We are making efforts
to consolidate thought leadership on crucial issues of the sector.
We have been given the mandate to work on Integrated Energy
Governance. We also have a directive to work on establishment
8 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
“
Apart from Energy Access, Energy Security & Energy Efficiency
are issues where greater collaboration between the countries
in this region is possible. Ample opportunities exist in terms of
sharing of best practices and collaborative research.
”
of a National level ‘Energy Institute’. The WEC India ‘Energy Portal’
launched early this year is proving to be very useful to energy
professionals.
We have begun engaging in the ‘Energy Scenarios & Planning’. Apart
from this, ‘Renewables’ , ‘Energy Access’ and ‘Energy Efficiency’ are the
other focus areas. These are in sync with the UN ‘SE4 All’ Initiative as well.
Q4. NTPC is a leading fossil based generator. How well have you
been able to translate the sustainability concerns into tangible
outcomes. What are the definite steps taken?
Ans 4. It is a given fact that dominance of coal will continue for
several decades. Cleaner use of fossil fuels will see us through
transition to the future.
As NTPC aspires to be the world’s largest power producer, it is
committed to adopting clean technologies and integrating multiple
energy sources with innovative and eco-friendly technologies. In
line with NTPC’s vision of ‘Going Higher on Generation- Lowering
GHG intensity’, NTPC has adopted a multipronged approach towards
achieving the goal of producing environmentally sustainable power.

9. nutShell
Brief Profile of Dr. Arup Roy Choudhury
Dr. Arup Roy Choudhury is the CMD of NTPC, one of the ten
largest power companies in the world and the largest power
generator in India, heading it since September 2010. He was
also elected as the Vice Chair (Asia-Pacific & South-Asia), World
Energy Council, the largest multi-energy organisation in the
world with nearly 100 member countries, in November 2011.
Dr. Choudhury has an illustrious career of more than 36 years
during which he has held the position of CMD of Navratna
and Maharatna Companies for over 13 years. He became the
youngest CEO of a Central Public Sector Enterprise in India
(NBCC) at the age of 44 in April 2001. He has numerous awards
to his credit, including awards honouring his leadership skills,
such as ‘Best Individual Leader’ of a Public Sector Enterprise
from Hon. Prime Minister of India in 2010, ‘Asian CEO of the
Year’ Award in April, 2012 and figured at # 40 among India Inc’s
100 Most Powerful CEOs, 2013 listing by The Economic Times.
He is a graduate from Birla Institute of Technology-Mesra
(Ranchi) and a post graduate and doctorate from IIT-Delhi.
The experience and expertise gained over years have become the
back bone of our R&D efforts. NTPC Energy Technology Research
Alliance (NETRA), the R&D wing of NTPC has its primary focus
on Efficiency & Availability improvement and cost reduction,
Renewables and alternate energy, climate change and environment.
Centre for Power Efficiency and Environment Protection (CENPEP)
is the set up which looks holistically at power efficiency and
environment aspects. CENPEP efforts have contributed in
reducing our carbon foot print substantially; about 35 million tons
of CO2 since 1996. In water conservation too we have achieved
significantly.
Being primarily a coal based generator, our focus naturally is on
adopting clean coal technologies. We have the basic framework
of GOI’s National Action Plan on Climate Change(NAPCC). NTPC is
ensuring installation of high efficiency and lower emission super-critical
and ultra-super critical technology with units of 660 and 800
MW. Three units of 660 MW based on this ‘cleaner’ technology are
already under commercial operation at Sipat and many more are in
various stages of development. There have been no new subcritical
orders since 2009.
At Singrauli thermal power plant, a project is under implementation
which innovatively makes use of the natural discharge head of
water to install a 8MW hydro power generation unit.
NTPC uses state of the art systems in all its plants to assess air and
water quality and minimise the impact of its operations on the
environment.
NTPC has planted over 21 million trees through out the country
acting as a rich carbon sink. You would be surprised to know that in
areas surrounding some of our plants, the ambient temperature has
actually come down since our plants came into operation.
Q5. These are what you are currently pursuing. Can you share
with us the road map for induction of clean Energy for NTPC?
9 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
Ans 5. NTPC has a target of achieving 1000 MW renewable
capacity by 2017. In the long term, NTPC plans to have 28% of
its 1,28,000 MW capacity by 2032 from non-fossil fuels. This is
substantial. While commissioned renewable capacities have been
essentially in solar, NETRA, the Research and Development wing
of NTPC is setting up a demonstration plant at NTPC Dadri plant
on Solar thermal integration with the power plant to reduce the
carbon foot print.
Currently, NTPC is pursuing activities related to increasing the per
capita consumption of electricity in the country in an effort for
driving the GDP of the country towards double digit figure. The per
capita consumption of electricity in India remains one of the lowest
in the world. Even among the developing countries, it is among
the lower ones. There is need for almost 4 – 5 times increase in per
capita consumption. Clean energy has different connotations in
different parts of the world. In countries which are energy surplus
and developed, emphasis could be on CO2 emission reduction and
fossil free fuel generation but in the countries which are still poor
and under-developed and are dependent on quick availability
of energy for development, clean energy means replacement of
inefficient machines by more efficient machines, R&D in technology
to reduce CO2 emission while converting fossil fuel into electric
energy. NTPC is actively working on both. It has already taken over
4 power plants and improved their capacity utilisation factor from
about 20% to almost 90% which has been achieved on account
of better operational practices leading to improved efficiency and
consequent CO2 emission reduction. Its power projects now adopt
supercritical technology. It is also in the process of developing
advanced super critical boiler with efficiency of about 45% against
the existing efficiency of 30 – 40%. This will reduce CO2 emission by
10 – 15%.
NTPC has a very comprehensive sustainability policy. Towards
making the environment clean, as mentioned earlier, NTPC
has planted more than 21 million trees. It has also developed
ecological parks, facilitated thriving of wild life, including
migratory birds
“
Clean energy has different connotations in different parts
of the world. In countries which are energy surplus and
developed, emphasis could be on CO2 emission reduction
and fossil free fuel generation but in the countries which
are still poor and under-developed and are dependent on
quick availability of energy for development, clean energy
means replacement of inefficient machines by more efficient
machines, R&D in technology to reduce CO2 emission while
converting fossil fuel into electric energy.”
NTPC is also a pioneer in propagating renewable energy obligation
which means that all generators of energy through fossil fuel would
be required to install at least 5% generating capacity through solar,
wind and other renewable sources. NTPC has set up sizeable solar
capacity. NTPC is also doing a pilot project on tidal based electricity
and geothermal.

10. nutShell
Sustainability is an important nodal principle of UN Global
Compact. Supply and use of energy has a lot to do with
“environment and sustainability”.
Q6. We discussed cleaner fossil fuels. Could share your views on
Energy Efficiency?
Ans 6. Energy Efficiency is said to be a low hanging fruit. There
is increasing focus on energy efficiency and conservation world-wide.
We can see the thrust on Renewable, Energy Efficiency and
Conservation. Great possibilities exist. Multipronged approach and
innovative mechanisms driven by concerted effort are needed. For
developing and emerging economies, there is this great opportunity
to leap frog to the best and efficient technologies and practices. We
have some of the ambitious efficiency programmes like PAT.
There is a large un-tapped potential in the building sector. In
India, we have a great opportunity as a large part of the buildings
which would be there by 2030 are yet to be built . As we infuse
new technologies, we also have a challenge with retrofitting the
existing stock.
Technological and policy intervention together with behavioural
changes will drive the path to Efficiency. Well targeted awareness
campaigns and capacity building are extremely important. Reducing
consumption is another dimension that I would like to bring in.
10 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
As for NTPC, in the year 2012-13, we have reduced water usage by
11% per unit of electricity generated, reduced oil usage by 23% per
unit and electrical savings have increased by 28% compared to the
base year 2009-10. We are constantly trying to set higher standards
for ourselves.
Q7. There are large energy companies both in Public and
Private sector in India. We have networks like the Global
Compact Network India and World Energy Council India. Any
common action ground?
Ans 7. Sustainability is an important nodal principle of UN
Global Compact. Supply and use of energy has a lot to do with
environment and sustainability. ‘Energy is the key driver for
economic growth, social equity, and environmental sustainability’.
We have to first look at areas where some synergy is already there.
Energy based CSR projects appear to be one such possibility.
‘Solarisation of Agriculture pumps’ is a domain which could have
huge impact. WEC India has initiated engagement in the domain.
Although WEC has membership across the globe, but like some
global bodies it has the potential of formation of different power
blocks. This network has to recognise the various types of needs in
various parts of the world and work towards knowledge sharing,
training and hand-holding and supporting and appreciating each
others’ constraints and requirements. Therefore, refraining from
a situation of there being preachers and the preached, all the
members of the WEC should find synergy by which they can derive
some specific advantage for their countries and their companies
out of such global networks.

11. nutShell
Monthly meetings
April 2014
May 2014
Global Compact Network India and Enduring Value Advisory and
Practice organised the Monthly Knowledge Sharing and Networking
Meeting for the month of May on 23rd May 2014 with the theme of
‘Sustainable Value Creation and Waste Management’ to understand
waste management scenario in India. The objective of the meeting
is to bring together members and non-members to share ideas,
knowledge, best practices, and interventions on issues related to
sustainable development in India, such as, waste management.
The presentations were made by Ms. Sangeeta Robinson, Founder
and Chief Executive Officer and Mr. Danish Khan, Head Operations
from Enduring Value Advisory and Practice. The presenters
emphasised on the importance of waste management. With
respect to waste management, presenters noted that treatment
systems are different in India due to seasonal variation and waste
characterisation. For example, currently, certain forms of waste
like e-waste, medical waste, and garbage need to go through the
segregation process before being treated.
11 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
June 2014
Global Compact Network India (GCNI) and UNICEF India Country
Office jointly hosted the Monthly Knowledge Sharing and
Networking Meeting on ‘Responsible Business Practices and
Corporate Social Responsibility: Delivering Results for Children in
India’ on 20th June 2014.
Mr. Pooran Chandra Pandey, Executive Director, Global Compact
Network India who welcomed the guests emphasised the need
to create and share knowledge around child rights to bring about
positive change.
Global Compact Network India and Charities Aid Foundation India
(CAF India) jointly organised the Monthly Knowledge Sharing
and Networking Meeting for the month of April on 25th April 2014
on the theme ‘Partnership and Collaboration for Effective CSR
Implementation’. Dr. Uddesh Kohli, Senior Advisor, UNGC delivered
the welcome note and Mr. Pooran Chandra Pandey, Executive
Director, GCNI presented the Vote of Thanks.
The presentations were made by Mr. Mohd. Aslam Naved,
Senior Manager, Programme Design and Quality, CAF India and
Ms. Vaishali Sharma, Sharma, CSR Officer, DLF Foundation.
Mr. Naved highlighted the importance of research in CSR as an
important tool for building partnership and collaboration.
Ms. Sharma threw light on various engagements of DLF Foundation
in the field of social development.
Mr. James Gitau, Deputy Representative, UNICEF ICO set the context
of the meeting by highlighting how businesses and corporations
in India are incorporating CSR and sustainability within their core
business operations, processes and practices. Mr. Tejinder Sandhu,
Governance Manager, UNICEF ICO, the first presenter of the
meeting shared statistics that showcase poor health and nutritional
attainment and water and sanitation status in India. The second
presentation was given by Mr. Chanakya Choudhary, Chief Resident
Executive, Tata Steel who mentioned the development programmes
being implemented by TATA Steel in Jamshedpur, Jharkhand.
July 2014
Global Compact Network India and BHEL jointly organised the Monthly
Knowledge Sharing and Networking Meeting for the month of July on
31st July 2014 on the theme of ‘Environment Protection and Community
Development: An Innovative Approach to CSR initiatives’.
On this occasion, Mr. Pradeep Singhal, Executive Director, HSE, CSR
& Admin, BHEL delivered the welcome note and Mr. Pooran Chandra
Pandey, Executive Director, GCNI chaired the meeting. The meeting
witnessed two presentations on the theme of the meeting.
Mr. Ajeet Kumar Sharma, AGM (Corp. HSE & CSR), discussed the major
initiatives of BHEL in water management, bio-diversity conservation
and reducing carbon footprints. Mr. R. S. Sharat, Director, Lanco
Foundation, the second presenter, discussed Lanco’s community
development efforts which include special health camps, initiatives
for differently-abled people and environment protection initiatives.

12. nutShell
Western Region meeting, Mumbai
March 2014
The first meeting of the Western Region was conducted jointly by
Global Compact Network India and Mahindra and Mahindra Limited
on 26th March 2014 in Mumbai.
The meeting was convened by Ms. Beroz Gazdar, Senior Vice-
President-Group Sustainability, Mahindra and Mahindra Limited.
The focus of the meeting was on the theme of Anti-corruption.
A talk by Mr. Sebastian Wegner from HUMBOLDT-VIADRINA School
of Governance (HVSG), Berlin, was arranged through video
conferencing to help member companies understand the issues
involved in addressing anti-corruption in Business. Mr. Wegner
gave a presentation on the theme ‘Motivating Business to Counter
Corruption: A Practitioner Handbook on Anti-corruption
Incentives and Sanctions’.
During the meeting, it was also decided that in order to ensure
productive deliverables working groups should be formed. The
working groups (WGs) would make a plan of action and decide on
the final deliverable.
May 2014
Global Compact Network India and Mahindra and Mahindra
Limited jointly organised the third Western Region Meeting on
26th May 2014 in Mumbai. The welcome address was given by
Ms. Beroz Gazdar, Senior Vice-President- Group Sustainability,
Mahindra and Mahindra Limited.
The meeting saw a presentation made by Mr. David Besier,
Director, Sustainability from Brambles, Sydney on the theme
‘Sustainability Approaches to Business: Australian Experience by
Brambles’.
The presentation by Mr. Besier focused on the following points:
• Introduction to Global Compact Network Australia including
the mission and vision of the network
• ESG trends and developments in Australia
• The issues important for Australian businesses, i.e. human
rights, need for engagement with indigenous people, climate
change mitigation actions, and policy enforcement against
corruption.
12 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
April 2014
Global Compact Network India and Mahindra and Mahindra
Limited organised the second Western Region meeting on 28th April
2014 in Mumbai. Ms. Beroz Gazdar, Senior Vice-President- Group
Sustainability, Mahindra and Mahindra Limited welcomed the guest
and presented a brief recap of the meeting held on 26th March 2014.
Ms. Gazdar suggested the plan of action for the working group
which was formed during the 26th March meeting as follows:
1. Deciding Chair and Co-chair for each working group. Chair and
Co-chair will act as execution officers of their respective working
groups.
2. The working groups will then suggest the mode and frequency
of interaction within the members of the group.
3. The working group will also submit the timeline for submitting
their deliverable product.
The meeting concluded with an understanding that the working
groups (WGs) can take up a topic and will present a plan of action in
the next meeting.
The meeting also witnessed presentation by working groups on
‘Plan of Action’ and inputs on working group’s plan of action.
The meeting concluded with the closing remarks by
Mr. Pooran Chandra Pandey, Executive Director, Global Compact
Network India.

13. nutShell
Southern Region meeting, Bangalore
Global Compact Network India recently concluded its
inaugural Monthly Knowledge Sharing and Networking
Meeting in Bangalore on 1st August 2014 to bring together
members, UNGC signatories and other key stakeholders in the
region on a platform to discuss on the theme of ‘Corporate
Initiative Towards Environmental Footprint Reduction’. The
first Monthly Knowledge Sharing and Networking Meeting in
Bangalore was hosted and organised by Novozymes South
Asia Pvt. Limited. Mr. G.S. Krishnan, Regional President,
Novozymes South Asia Pvt. Limited gave the welcome address
at the meeting, which was followed by two presentations
made on the said theme by Novozymes South Asia Private
Limited and VNV Advisory Services LP. The presentation
captured in details the initiatives that are being carried out
and the steps that need to be taken to ensure reduction in
carbon footprint. The presentation by Novozymes was made
by Mr. Pranjal Goswami, Head Sustainability, which captured
the initiative that Novozymes is undertaking to calculate
and reduce carbon footprint in its operations. The second
presentation during the meeting by VNV Advisory Services
LP was made by Mr. Sandeep Roy Choudhury, Founder,
VNV Advisory Services, which discussed on the methods
13 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
to measure, reduce and offset carbon emissions thereby
contributing to a cleaner environment. Both the presentations
highlighted the urgent need to reduce carbon footprint
to ensure risk reduction with regard to the environment.
It highlighted that it is the responsibility of the companies
across the globe to work towards addressing this issue, and
developing and framing internal mechanisms to check carbon
emission in their operations.
Setting progressive benchmarks
Essar Foundation is the Corporate Social Responsibility
(CSR) arm of Essar committed to making positive impact
in communities across more than 500 villages of India.
The Foundation facilitates development initiatives in line
with provisions under the Companies Act, 2013, and
aligns its vision with Essar’s philosophy of 4Ps – PEOPLE
at the core, PROGRESS towards aspirations, POWER of
synergy, and PASSION with compassion.
To know more, visit www.essarfoundation.com

14. nutShell
Ucpoming publications Workplace 2020
• Annual Report 2013-14
• 9th National Convention: Outcome Report
• Sustainability Practices of Twenty Leading Indian Companies: Sectoral
Initiatives and Experiences
• UNGC - GCNI India Collaboration Lab: One Year Report
• A study on ‘Gender Equality and Women Empowerment in India: A Study
on Insights and Actions from Businesses’
• GCNI-Deloitte Six City Training Programme Report
• Cost Benefit Analysis of Integrity Pact Implementation in India
• Business Cases for Anti-corruption: An Anti-corruption Tools Inventory
14 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
Global Compact Network India and
Corporate Shiksha in continuing the series
of Workplace 2020 HR Leaders Roundtable
meetings organised 8th, 9th and 10th meeting
on 16th April, 22nd May and 23rd July 2014
respectively. The theme for these series
included ‘Building a Strong and Sustainable
Work Culture’, ‘Leaders Perspective and
Insights on the future of Workplace’ and
‘Social Media @Workplace – Opportunities
and Risks for your Workforce’. The series
offers a platform for HR Leaders to explore,
identify and showcase effective and
innovative people strategies and practices
which enable them in becoming a future
ready organisation and overall improve HR/
Labour practices. The meeting on 16th April
deliberated on the role played by corporate
culture in supporting the company’s
innovation strategy. The May meeting
scheduled on 22nd May discussed on the
necessity of aligning organisational and
individual aspiration in this fast changing
environment. The 10th meeting on 23rd July
2014 explored the social media tools to
assess the risks and opportunities that they
may present to an organisation.
Exchange of
Experiences
An Interactive Workshop: ‘Exchange of
Experiences in Our Search for Solutions
on The Rights of The Child for Familial,
Institutional and Social Protection’ was
jointly organised by GCNI and Service and
Research Institute on Family and Children
(SERFAC) on 11th and 12th July, 2014 at The
YMCA, New Delhi, India. 24 participants
from Delhi, Uttar Pradesh, Madhya
Pradesh, Maharashtra, West Bengal,
Rajasthan, Tamil Nadu and Nepal attended
the event. Three working groups led by
experts presented key note papers on
a) Child Labour b) Rights of the Child
c) Child Sexual Abuse and guided the
working groups. Starting from reality
i.e. where we are, where we need to do
more, identifying gaps and lacunae,
the discussions progressed to drawing
a road map for future course of action
with regard to planning, strategising,
action, monitoring, evaluating, advocacy
and policy with focus on scaling up at
family, community based institutions and
National levels. The workshop concluded
with commitment to action, continue net
working and follow up sessions.

15. nutShell
Why Join Global Compact Network
India
Today when the most progressive companies are focusing on CSR,
Global Compact is the right platform to demonstrate nationally and
internationally the commitment to CSR and ethical working of the
companies. Voluntary guidelines on CSR by Ministry of Corporate
Affairs lay emphasis on almost the same core issues as advocated by
UNGC. Department of Public Enterprises has also issued guidelines
on CSR for CPSEs which make a reference to UNGC.
There are four categories of members in the network:
1. Corporate Members (Companies / Corporations)
2. SME Members (Small & Medium Enterprises)
3. Institutional Members
a) Non-Profit Making Societies
b) Trusts
c) Educational and Research Institutes
d) Govt. Departments
4. NGO Members
a) Civil Society
b) Non-Government or Labour Organisations
Key Benefits of Joining Global
Compact Network India
• Global Ethical Framework
• Induction, Training and Communication of Progress
• Integrated Networking Platform
• Priority Access to Practice Forums
• Public Policy Support to the National Government
• Publications, Communication and Global Good Practices
• Participation in the Governance of the Network
• Collective Action Project on Anti-corruption and Green
Economy
• Representation in National and International Forums
• Opportunity to participate in local chapter activities at
state and regional levels
15 | Vol. 6 | Issue 1 | Apr 2014 - Jul 2014
Recent Publications:
Previous Newsletters:
Membership Fees
Membership Category Entrance
Fees
(in Rs.)
Annual
Fees
(in Rs.)
Lifetime
Membership
(in Rs.)
1 Corporate Members
Upto ` 500 Crores in the
preceding year
25,000 25,000 2,50,000
2 Above ` 500 Crores 50,000 50,000 5,00,000
3 SME Members 10,000 10,000 1,00,000
4 Institutional Members 10,000 10,000 1,00,000
5 NGO Members 10,000 10,000 1,00,000
*A service tax of 12.36% would be applicable on the above mentioned fees structure.

16. ENWmembers
During the past four months, 10 organisations have joined GCNI showcasing their commitment towards the Ten Universal Principles of the
Global Compact. GCNI welcomes its new members and looks forward to having a long term partnership in the future. These members are:
Organisation Category Membership
Inesa Advisory Services Pvt. Ltd SME Annual
PRAXIS: Institute for Participatory Practices NGO Lifetime
Enduring Value Advisory & Practice LP SME Annual
NIPMAN Foundation NGO Annual
Credibility Alliance (CA) NGO Annual
Centre for Responsible Business (CRB) NGO Annual
CS Corp Pvt. Ltd Corporate Annual
TRACE International NGO Annual
Tata Petrodyne Corporate Lifetime
Indian Institute of Corporate Affairs (IICA) Institution Annual
Designed and Printed by: Roots Advertising The Ten Principles of the United Nations Global Compact
Human Rights
Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights; and
Principle 2: make sure that they are not complicit in human rights abuses.
Labour
Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective
bargaining;
Principle 4: the elimination of all forms of forced and compulsory labour;
Principle 5: the effective abolition of child labour; and
Principle 6: the elimination of discrimination in respect of employment and occupation.
Environment
Principle 7: Businesses should support a precautionary approach to environmental challenges;
Principle 8: undertake initiatives to promote greater environmental responsibility; and
Principle 9: encourage the development and diffusion of environmentally friendly technologies.
Anti-Corruption
Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery.
About Global Compact Network India
Global Compact Network India (GCNI) was launched in the year 2000 and formally registered as a non-profit society in the year 2003, to
function as the Indian local network of the United Nations Global Compact (UNGC). One of the oldest networks amongst its 103 peers in the
world, GCNI is the first local network in the world to be established with full legal recognition. GCNI is a country level platform for public and
private sector companies, civil society organisations, academic institutions and business associations, and aids in aligning stakeholders’ practices
towards the Ten Universally Accepted Principles of UNGC in the areas of Human Rights, Labour, Environment and Anti–corruption. At present,
the India network ranks no.1 in the Asia Oceania region, according to the UNGC Annual Local Networks Report 2013, and has emerged as the
largest corporate citizenship and social responsibility organisation in the country with a pan India membership of 179 organisations, who have
strengthened their commitment to the UN’s Global Compact Principles by becoming proud signatories of the local network, GCNI.
Global Compact Network India Office
Scope Complex, Core 5, 6th Floor (ONGC Office),
7 Institutional Area, Lodhi Road, New Delhi 110 003
Phone: 011-24306486, 011-64690653
Fax: 011-24368269
Email: gcnindia@globalcompact.in
www.globalcompact.in
Disclaimer: This publication is intended strictly for learning purposes. The inclusion of company names and/or examples does not constitute an
endorsement of the individual companies by the Global Compact Network India Office. The material in this publication may be quoted and used
provided there is proper attribution.