This document provides an overview of corporate social responsibility (CSR) activities undertaken by Hero MotoCorp in India. It discusses the evolution of CSR in India through four phases from charity and philanthropy to integrated business strategy. The document outlines Hero MotoCorp's CSR policy and activities in sectors like education, healthcare, rural development, and environment protection. It analyzes the spending on different sectors and provides policy suggestions to strengthen CSR practices in India.

1. PROJECT REPORT ON
CSR ACTIVITIES UNDERTAKEN BY HERO
MOTOCORP
UNDER THE GUIDANCE OF PADMAJA TAMULI
SUBMITED BY: NAME – KOUSHIK KHAN
SCHOLAR NO. – 15-50-111
DEPARTMENT OF MANAGEMENT STUDIES

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CONTENTS
Article I. ACKNOWLEDGEMENT___________________________ 3
Article II. COMPANY PROFILE______________________________ 4
1) HISTORY _________________________________________________________ 4
2) MILESTONE ______________________________________________________ 5
3) VISION ___________________________________________________________ 6
4) MISSION __________________________________________________________ 6
5) STRATEGY_______________________________________________________ 7
6) BAND ___________________________________________________________ 7
7) MANUFACTURING________________________________________________ 7
8) DISTRIBUTION____________________________________________________ 7
Article III. THE CONCEPT AND EVOLUTION OF CSR ___________ 8
1) ACTIVITIES_______________________________________________________ 8
2) THE FOUR PHASES OF CSR DEVELOPMENT IN INDIA_________________ 9
3) CURRENT STATE OF CSR IN INDIA__________________________________ 11
4) LAW______________________________________________________________ 12
Article IV. CSR POLICY OF THE ORGANISATION_______________ 13
Article V. CSR ACTIVITIES UNDERTAKEN BY THE ____________ 15
ORGANISATION
Article VI. SECTOR-WISE FUND INVESTED____________________ 19
Article VII. POLICY SUGGESTIONS____________________________ 20
Article VIII. CONCLUSION____________________________________ 22
Article IX. REFERENCES_____________________________________ 22

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ACKNOWLEDGEMENT
I take this opportunity to express my profound gratitude and deep
regards to my guide Asst. Prof. Miss. Padmaja Tamuli for her
exemplary guidance, monitoring and constant encouragement
throughout the course of this thesis. The blessing, help and guidance
given by her time to time shall carry us a long way in the journey of
life on which we are about to embark. I also take this opportunity to
express a deep sense of gratitude to in-charge.
I am obliged to our Head of the department Dr. Ashim Kumar
Das (H.O.D. Management Studies) for giving this great
opportunity. I am grateful for his cooperation during the period of
my assignment. Lastly, I thank every one of our batch for their
cooperation, support and for their constant encouragement without
which this assignment would not be possible.
Thanks & Regards
KOUSHIK KHAN
(SCHOLAR NO.- 15-50-111)

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COMPANY PROFILE
Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) is the world's largest manufacturer
of two - wheelers, based in India. In India, it has a market share of about 46% share in 2-
wheeler category. The 2006 Forbes 200 Most Respected companies list has Hero Honda
Motors ranked at #108.The company achieved the position of being the largest two-wheeler
manufacturing company in India and also, the 'World No.1' two-wheeler company in terms of
unit volume sales in a calendar year. Hero MotoCorp Ltd. continues to maintain this position
till date. On 31 March 2013, the market capitalisation of the company was INR 308 billion
(USD 5.66 billion).
The Company is engaged in the manufacturing and selling of motorized two-wheelers, spare
parts and related services. The Company offers a range of products, which include Karizma
ZMR, Hunk, Xtreme Sports, Maestro, Pleasure, Glamour Programmed FI, Passion Pro TR,
Splendor iSmart and Splendor Pro Classic. It has a range of products across bikes, including
100 cubic centimeter (cc), 125cc, 150cc and 225cc, and scooter categories. The Company's two
wheelers are manufactured across four manufacturing facilities. Two of these are based at
Gurgaon and Dharuhera, which are located in the state of Haryana in northern India. The third
and fourth manufacturing plants are based at Haridwar, in the hill state of Uttrakhand. Its
subsidiaries include HMCL (NA) Inc., HMC MM Auto Limited, HMCL Colombia S.A.S. and
HMCL Netherlands B.V. In 2001.
History
Hero Honda started in 1984 at Dharuhera, India
as a joint venture between Hero Cycles of India
and Honda of Japan. Commerce family and
Honda group both owned 26% stake in the
Company.
In 2010, when Honda decided to move out of the
joint venture, Hero Group bought the shares
held by Honda. Subsequently, in August 2011
the company was renamed Hero MotoCorp with
a new corporate identity. In June 2012, Hero
MotoCorp approved a proposal to merge the
investment arm of its parent Hero Investment
Pvt. Ltd. into the automaker. The decision
comes after 18 months of its split from Honda
Hero.

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Milestone
During the 1980s, the company introduced motorcycles that were popular in India for their
fuel economy and low cost. A popular advertising campaign based on the slogan 'Fill it –
Shut it – Forget it' that emphasised the motorcycle's fuel efficiency helped the company
grow at a double-digit pace since inception. In 2001, the company became the largest two-
wheeler manufacturing company in India and globally. It maintains global industry
leadership till date. The technology in the bikes of Hero Motocorp (earlier Hero Honda) for
almost 26 years (1984–2010) has come from the Japanese counterpart Honda.
 1956—Formation of Hero Cycles in Ludhiana(majestic auto limited)
 1975—Hero Cycles becomes largest bicycle manufacturer in India.
 1983—Joint Collaboration Agreement with Honda Motor Co. Ltd. Japan signed
Shareholders Agreement signed
 1984—Hero Honda Motors Ltd. incorporated
 1985—Hero Honda motorcycle CD 100 launched.
 1989—Hero Honda motorcycle Sleek launched.
 1991—Hero Honda motorcycle CD 100 SS launched.
 1994—Hero Honda motorcycle Splendor launched.
 1997—Hero Honda motorcycle Street launched.
 1999—Hero Honda motorcycle CBZ launched.
 2001—Hero Honda motorcycle Passion and Hero Honda Joy launched.
 2002—Hero Honda motorcycle Dawn and Hero Honda motorcycle Ambition launched.
 2003—Hero Honda motorcycle CD Dawn, Hero Honda motorcycle Splendor plus, Hero
Honda motorcycle Passion Plus and Hero Honda motorcycle Karizma launched.
 2004—Hero Honda motorcycle Ambition 135 and Hero Honda motorcycle CBZ Star
launched.
 2005—Hero Motocorp Super Splendor, Hero Honda motorcycle CD Deluxe, Hero Honda
motorcycle Glamour, Hero Honda motorcycle Achiever and Hero Honda Scooter Pleasure.
 2007—New Models of Hero Honda motorcycle Splendor NXG, New Models of Hero
Honda motorcycle CD Deluxe, New Models of Hero Honda motorcycle Passion Plus and
Hero Honda motorcycle Hunk launched.
 2008—New Models of Hero Honda motorcycles Pleasure, CBZ Xtreme, Glamour,
Glamour Fi and Hero Honda motorcycle Passion Pro launched.
 2009—New Models of Hero Honda motorcycle Karizma: Karizma – ZMR and limited
edition of Hero Honda motorcycle Hunk launched
 2010—New Models of Hero Honda motorcycle Splendor Pro and New Hero Honda
motorcycle Hunk and New Hero Honda Motorcycle Super Splendor launched.

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 2011—New Models of Hero Honda motorcycles Glamour, Glamour FI, CBZ Xtreme,
Karizma launched. New licensing arrangement signed between Hero and Honda. In August
Hero and Honda parted company, thus forming Hero MotoCorp and Honda moving out of
the Hero Honda joint venture. In November, Hero launched its first ever Off Road Bike
Named Hero "Impulse".
 2012—New Models of Hero Motocorp Maestro the Musculine scooter and Ignitor the
young generation bike are launched.
 2013—Hero MotoCorp unveiled line-up of 15 updated products including Karizma R,
ZMR, Xtreme, Pleasure, Splendor Pro, Splendor iSmart, HF Deluxe ECO, Hero Motocorp
Super Splendor, Passion Pro and Xpro, Glamour and Glamour FI etc. It also introduced
three new technologies- Engine Immobilizer in new Xtreme, Integrated Braking System
(IBS) in new Pleasure and i3S (Idle Stop and Start System) in new Splendor iSmart
 2014—Hero MotoCorp Launched Splendor Pro Classic, Xtreme Sports and new models of
Karizma ZMR, Karizma R, Maestro and Pleasure.
 2014—In October 2014, Hero updated its 100cc engine range on Passion Pro and Splendor
Pro Classic. Is should be updated on other Hero's 100cc vehicles shortly as well.
 2014—Hero invests $25 million into American motorcycle manufacturer EBR(Erik Buell
Racing)
Vision
The story of Hero Honda began with a simple vision -
the vision of a mobile and an empowered India, powered
by its two wheelers. Hero MotoCorp Ltd., company's
new identity, reflects its commitment towards providing
world class mobility solutions with renewed focus on
expanding company's footprint in the global arena.
Mission
Hero MotoCorp's mission is to become a global enterprise
fulfilling its customers' needs and aspirations for mobility,
setting benchmarks in technology, styling and quality so that
it converts its customers into its brand advocates. The
company will provide an engaging environment for its people
to perform to their true potential. It will continue its focus on
value creation and enduring relationships with its partners.

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Strategy
Hero MotoCorp's key strategies are to build a robust product
portfolio across categories, explore growth opportunities
globally, continuously improve its operational efficiency,
aggressively expand its reach to customers, continue to invest
in brand building activities and ensure customer and
shareholder delight.
Brand
The new Hero is rising and is poised to shine on the global
arena. Company's new identity "Hero MotoCorp Ltd." is
truly reflective of its vision to strengthen focus on
mobility and technology and creating global footprint.
Building and promoting new brand identity will be central
to all its initiatives, utilizing every opportunity and
leveraging its strong presence across sports,
entertainment and ground-level activation.
Manufacturing
Hero MotoCorp two wheelers are manufactured across 4
globally benchmarked manufacturing facilities. Two of
these are based at Gurgaon and Dharuhera which are
located in the state of Haryana in northern India. The third
manufacturing plant is based at Haridwar, in the hill state
of Uttrakhand; the latest addition is the state-of-the-art
Hero Garden Factory in Neemrana, Rajasthan.
Distribution
The Company's growth in the two wheeler market in
India is the result of an intrinsic ability to increase reach
in new geographies and growth markets. Hero
MotoCorp's extensive sales and service network now
spans over to 6000 customer touch points. These
comprise a mix of authorized dealerships, service &
spare parts outlets, and dealer-appointed outlets across
the country

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THE CONCEPT AND EVOLUTION OF CSR
The evolution of corporate social responsibility in India refers to changes over time in India of
the cultural norms of corporations' engagement of corporate social responsibility (CSR), with
CSR referring to way that businesses are managed to bring about an overall positive impact on
the communities, cultures, societies and environments in which they operate. The fundamentals
of CSR rest on the fact that not only public policy but even corporates should be responsible
enough to address social issues. Thus companies should deal with the challenges and issues
looked after to a certain extent by the states.
Among other countries India has one of the oldest traditions of CSR but CSR practices are
regularly not practiced or done only in namesake especially by MNCs with no cultural and
emotional attachments to India. Much has been done in recent years to make
Indian Entrepreneurs aware of social responsibility as an important segment of their business
activity but CSR in India has yet to receive widespread recognition. If this goal has to be
realised then the CSR approach of corporates has to be in line with their attitudes towards
mainstream business- companies setting clear objectives, undertaking potential investments,
measuring and reporting performance publicly.
 Activities
CSR activities to include:
- eradicating extreme hunger and poverty
- promotion of education
- promoting gender equality and empowering women
- reducing child mortality and improving maternal health
- combating human immunodeficiency virus, acquired immune deficiency syndrome, malaria
and other diseases
- ensuring environmental sustainability
- employment enhancing vocational skills
- social business projects
- contribution to the Prime Minister's National Relief Fund or any other fund set up by the
Central Government or the State Governments for socio-economic development and relief and
funds for the welfare of the Scheduled Castes, the Scheduled Tribes, other backward classes,
minorities and women; and - such other matters as may be prescribed

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The Four Phases of CSR Development in India
The history of CSR in India has its four phases which run parallel to India's historical
development and has resulted in different approaches towards CSR. However the phases are
not static and the features of each phase may overlap other phases.
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. Moreover, these
merchants helped the society in getting over phases of famine and epidemics by providing food
from their go downs and money and thus securing an integral position in the society. 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. However it has been
observed that their efforts towards social as well as industrial development were not only driven
by selfless and religious motives but also influenced by caste groups and political objectives.
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. "I desire to end
capitalism almost, if not quite, as much as the most advanced socialist. But our methods
differ. My theory of trusteeship is no make-shift, certainly no camouflage. I am confident that
it will survive all other theories." This was Gandhi's words which highlights his argument
towards his concept of "trusteeship". Gandhi's influence put pressure on various Industrialists
to act towards building the nation and its socio-economic development. According to Gandhi,
Indian companies were supposed to be the "temples of modern India". Under his influence
businesses established trusts for schools and colleges and also helped in setting up training
and scientific institutions. The operations of the trusts were largely in line with Gandhi's

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reforms which sought to abolish untouchability, encourage empowerment of women and rural
development.
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. During this period the private sector was forced to take a backseat.The public sector
was seen as the prime mover of development.Because of the stringent legal rules and
regulations surrounding the activities of the private sector, the period was described as an "era
of command and control". The policy of industrial licensing, high taxes and restrictions on the
private sector led to corporate malpractices. This led to enactment of legislation regarding
corporate governance, labour and environmental issues. PSUs were set up by the state to ensure
suitable distribution of resources (wealth, food etc.) to the needy. However the public sector
was effective only to a certain limited extent. This led to shift of expectation from the public
to the private sector and their active involvement in the socio-economic development of the
country became absolutely necessary. In 1965 Indian academicians, politicians and
businessmen set up a national workshop on CSR aimed at reconciliation. They emphasized
upon transparency, social accountability and regular stakeholder dialogues. In spite of such
attempts the CSR failed to catch steam.
The Fourth Phase
In the fourth phase (1980 until the present) Indian companies started abandoning their
traditional engagement with CSR and integrated it into a sustainable business strategy. In the
1990s the first initiation towards globalization and economic liberalization were undertaken.
Controls and licensing system were partly done away with which gave a boost to the economy
the signs of which are very evident today. Increased growth momentum of the economy helped
Indian companies grow rapidly and this made them more willing{Gajare, R.S. (2014). A
conceptual study of CSR development in India. In D.B. Patil & D.D. Bhakkad, Redefining
Management Practices and Marketing in Modern Age Dhule, India: Atharva Publications
(p. 152-154).} and able to contribute towards social cause. Globalization has transformed India
into an important destination in terms of production and manufacturing bases of TNCs are
concerned. As Western markets are becoming more and more concerned about labour and
environmental standards in the developing countries, Indian companies which export and

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produce goods for the developed world need to pay a close attention to compliance with the
international standards.
 Current State of CSR in India
As discussed above, CSR is not a new concept in India. Ever since their inception, corporates
like the Tata Group, the Group, and Indian Oil Corporation, to name a few, have been involved
in serving the community. Through donations and charity events, many other organizations
have been doing their part for the society. The basic objective of CSR in these days is to
maximize the company's overall impact on the society and stakeholders. CSR policies,
practices and programs are being comprehensively integrated by an increasing number of
companies throughout their business operations and processes. A growing number of
corporates feel that CSR is not just another form of indirect expense but is important for
protecting the goodwill and reputation, defending attacks and increasing business
competitiveness.
Companies have specialised CSR teams that formulate policies, strategies and goals for their
CSR programs and set aside budgets to fund them. These programs are often determined by
social philosophy which have clear objectives and are well defined and are aligned with the
mainstream business. The programs are put into practice by the employees who are crucial to
this process. CSR programs ranges from community development to development in education,
environment and healthcare etc.
For example, a more comprehensive method of development is adopted by some corporations
such as Bharat Petroleum Corporation Limited, Maruti Suzuki India Limited. Provision of
improved medical and sanitation facilities, building schools and houses, and empowering the
villagers and in process making them more self-reliant by providingvocational training and a
knowledge of business operations are the facilities that these corporations focus on. Many of
the companies are helping other peoples by providing them good standard of living.
Also, corporates increasingly join hands with non-governmental organizations (NGOs) and use
their expertise in devising programs which address wider social problems.
CSR has gone through many phases in India. The ability to make a significant difference in the
society and improve the overall quality of life has clearly been proven by the corporates. Not
one but all corporates should try and bring about a change in the current social situation in India

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in order to have an effective and lasting solution to the social works . Partnerships between
companies, NGOs and the government should be facilitated so that a combination of their skills
such as expertise, strategic thinking, manpower and money to initiate extensive social change
will put the socio-economic development of India on a fast track.
 Law
Under the Companies Act, 2013, any company having a net worth of rupees 500 crore or more
or a turnover of rupees 1,000 crore or more or a net profit of rupees 5 crore or more should
mandatorily spend at least 2% of last 3 years average net profits on CSR activities as specified
in Schedule VII of the Companies Act, 2013 and as amended from time to time. The rules came
into effect from 1 April 2014.
SEBI, as per its notification on August 13, 2012, has mentioned that enterprises are accountable
to the larger society and "adoption of responsible business practices in the interest of the social
set-up and the environment are as vital as their financial and operational performance". SEBI
has mandated the inclusion of Business Responsibility Reports as part of the annual reports of
the Top 100 listed entities based on market capitalisation at BSE and NSE. These reports has
to made available in the websites of the companies. For companies that do not belong to Top
100, inclusion of Business Responsibility Reports is not mandatory, though SEBI encourages
its inclusion in the annual report and website.

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CSR POLICY OF THE ORGANISATION
Ride Safe India
Hamari Pari
CSR VISION - TO HAVE A GREENER, SAFER
AND EQUITABLE WORLD
Below are the 4 pillars of our CSR program:
A 360 degree initiative on making Indian
Roads safer to drastically reduce fatalities.
We are setting up Road Safety Riding
schools across India and plan to do
campaigns on ground, on air, on social
media, in schools to educate the masses &
empower them to make a tangible
difference. This initiative is supported by
the Ministry of Road Transport &
Highways, Government of India.
An effort to specifically empower the
women of tomorrow – a concentrated
initiative targeted to the girl child from
the age of 6+ from the underprivileged
sections of society to help them in their
holistic development and support them.

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Happy Earth
E2 – Educate to Empower
Aims at bringing change in our
environment for, literally, making our
world a happy place to live in. We
initiated 120,000 tree plantations in and
around New Delhi, over 50 toilets in
various schools and the possibilities are
endless.
Education is the basis of empowerment
– not only for the individual but the
society & economy at large. Our pledge
for E2 is to support education,
knowledge sharing & skill development
at all levels.

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CSR ACTIVITIES UNDERTAKEN UNDER THE
REALM OF CMPANIES ACT,2013
The Board of Directors (the "Board") of Hero MotoCorp Limited (the "Company") has adopted
the following policy and procedures with regard to Corporate Social Responsibility. The Board
may review and amend this policy from time to time subject to the recommendations of
Corporate Social Responsibility Committee.
 GREEN TECHNOLOGY
- Introduction of Acrylic Cathodic Electro deposition (ACED) painting process (water
soluble paint)
- Developed primer from waste paint sludge
 SAFE MANUFACTURING
- Has stopped using harmful chemicals such as Asbestos, Hexavalent Chromium,
Phenolic
 CONSERVING ENERGY AND GREEN IT
– Heat recovery unit installed in the incinerator
– Use of tfts in place of crts for displays
– Reduction of printers, use of video conferencing
– Replacing old inefficient equipment
– Usage of e-learning to reduce trainee or trainer travel
– Converting our paper based customer loyalty program to an online card based program
– Using e-fund transfer, cutting down on printing of cheques
– Digitization of workflows needing approvals, e-fax , email

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 Rain Water Harvesting
- Has implemented Rooftop Harvesting, Storm water Harvesting & Open area
Harvesting.
 The Green Supply Chain
- Has started “Green Vendor Development Program” for the front end and a “Green
Dealer Development Program” for the back end of the supply chain where partners' are
expected to manage their environment involving material resources, industrial wastes,
energy resource, pollution
 Stakeholder Ties at the Grassroots
- Rural development centre has been set up on 40 acres of land along the delhi-jaipur
highway
- With wide approach roads, clean water and education facilities for both adults and
children-now nurtures a vibrant, educated and healthy community
 Raman Munjal Vidya Mandir
- A modern senior secondary, CBSE affiliated co-educational school with over 1200
students and 61 teachers.
 Raman Munjal Memorial Hospital
- Multi-specialty hospital equipped with latest diagnostic and surgical technology,
- Provides healthcare to the rural population in and around Dharuhera
 Raman Munjal Sports Complex
- Has basketball courts, volleyball courts, and hockey and football grounds, used by the
local villagers

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 Adult Literacy Mission
- Launched on 21st September, 1999, covering the nearby villages of Malpura, Kapriwas
And Sidhrawali.
 Marriages & Education Of Underprivileged Girls
- Marriages are organized from time to time,
- Particularly for girls from backward classes, providing financial help and other support
to the families.
- As part of E2 – Educate to Empower CSR initiative,
Hero MotoCorp Ltd. launched a program called
'Career EduConnect' to Support 5000 Girls in
Patiala district in Punjab by helping them with
Career Counselling and providing guidance.
The program was launched at B N Khalsa Senior Secondary School, Sirhind Road, Near
Dukhniwaran Sahib Gurudwara, Patiala (Punjab) on October 24, 2015
 Rural Health Care
– Provides doorstep health care services to the local community, free health care and
medical camps are now a regular feature in the hero group's community outreach
program
 Vocational Training Centre
- 26 batches comprising of nearly 625 women have been trained in tailoring, embroidery
and knitting.
- Promotes self- employment in women.
Safe Ride Program
- Educating individuals in order to promote road safety
- Conduct timely safe ride programs.
- Developed a product information safety module

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- “BE A HERO GOOD RIDER” focuses on Bike Education
- As part of CSR program Ride Safe India, Hero MotoCorp Ltd.
has associated with Haryana Police in Gurgaon for Student Police
Cadet Project which aims at overall development of school
students. Initially it is piloted in 6 schools in Gurgaon in which 264
students (each school 44 students, 50% boys & 50% girls)
of class 8th have been selected to take part to begin with.
The project will involve sessions on road safety awareness, traffic management,
community development, leadership skills, disaster management, waste management
etc. It will involve physical training along with outdoor activities.
 “YES” AWARDS
- The Honda Young Engineer and Scientist Award in India.
- Stage I: The YES Award recognizes brilliant students who would drive future society
towards an ecotechnological orientation.
- Stage II: YES Award Plus Every YES Award recipient becomes eligible for the YES
Award Plus, an additional award
 ‘HAMARI ASHA’
- An educational program for village children who are first generation learners and attend
govt. Schools
- Objective is to provide these children with additional support to improve their
educational standard and to achieve their overall development.
- Started three years ago and currently, 10 centres are being managed across 8 villages,
and more than 385 children have enrolled.
- As part of CSR initiative Happy Earth, Hero MotoCorp Ltd.
has started contributing towards Swachh Bharat Abhiyaan.
On the eve of Gandhi Jayanti, 2nd
October, 15 toilets and
3 urinals for boys were handed over to the following schools –
 Govt. Middle School Shivaji Nagar, Gurgaon , Haryana
 Govt. Sr. Sec. School for Girls Sidhrawali , Haryana
 Govt. Sr. Sec. School for Girls Akera, Haryana

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SECTOR WISE FUNDS INVESTED
 Paid up Capital - 39.94 crores
 Total Turnover - 24,166.49 crores
 Total Profit after Taxes - 2,118.16 crores
 Total Spending on Corporate Social Responsibility (CSR) as percentage of Profit
after Tax (PAT)(%) - Total spending on CSR is 13,960,887 which is 0.06% of PAT
 List of activities in which expenditure in 4 above has been incurred:-
 Education & Vocational Training
 Social & Physical Infrastructure Development
 Healthcare
 Company’s direct contribution to community development projects - Amount and
the details of the projects undertaken

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POLICY SUGGESTIONS
1. Define messaging: Don’t strike blindly at different goals, such as preserving
rainforests one quarter and then investing in a community project the next. Come up
with causes that resonate with business culture, research the kind of support they need,
then pick one and stick with it. One is enough for a small business – and don’t feel
pressured to donate more funding or assistance than you can afford.
2. Involve customers: If company haven’t picked a cause yet, come up with a list of
alternatives and ask their web site visitors and Facebook fans to vote on which one they would
like to see their support. Or actively seek their assistance, such as bringing old but usable
technology into their store so that they can donate them to students in underfunded schools.
Make sure they offer a potential reward, such as holding a raffle for all participants.
3. Create a scorecard: Make sure it features achievable and measureable goals and
keep it visible on their site, tracking their progress. Be honest about any setbacks – they
want the tone to be authentic, not promotional.
4. Use social media: Don’t just tell theirr customers what they’re doing; solicit their
ideas, experiences and concerns to get them invested in their projects. Make sure they
use multiple digital platforms – such as blogs, Facebook, Twitter, and a YouTube
channel – to reach people with different media preferences.
5. Partner with a third party: Forming an alliance with a non-profit will not only
lend credibility to their efforts, but let they benefit from the non-profit’s greater
experience in fundraising and philanthropy. The alliance will also offer an opportunity
to blend customers and networks.

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CONCLUSION
Govrnance will become the key to sustainability in business. At the end of the day, building a
large corporation is easy but building one of the most respected corporations in the world and
sustaining it over many years is a big challenge. Only those companies that were built on a
platform of strong corporate governance will earn respect from its stakeholders and enjoy a
more sustainable growth. Hence Hero Motocorp. has chosen the following area:-
 RIDE SAFE INDIA
 HAMARI PARI
 HAPPY EARTH
 E2 – EDUCATE TO EMPOWER
REFERENCES
 http://www.heromotocorp.com/en-in/about-us.php
 http://www.heromotocorp.com/en-in/csr.php
 https://en.wikipedia.org/wiki/Evolution_of_corporate_social_responsibilit
y_in_India