The document discusses the evolution of corporate social responsibility (CSR) globally and in India over several phases from the 19th century to present. It provides definitions of CSR and outlines key events and developments in different decades that helped define CSR. In India specifically, CSR evolved from early philanthropic activities to becoming a strategic business practice. The document also examines CSR practices of Infosys company and concludes that CSR has both an ethical and business component in India.
This document provides an overview of corporate social responsibility (CSR) in India. It discusses the evolution of CSR in India, including key government policies and the 2013 Companies Act which mandates that large companies spend 2% of profits on CSR activities. It also outlines definitions of CSR, benefits of CSR programs, and requirements for CSR committees and reporting under the Companies Act. Analysis of disclosures from over 1,270 companies found that total CSR spending in 2016-17 increased 27% from the previous year and was 92% of the amount required under the 2% mandate.
The document discusses the concepts of corporate social responsibility (CSR), social responsiveness, and social performance. It provides definitions and frameworks for understanding a company's responsibilities and obligations to society beyond profit and legal compliance. Carroll's four-part definition of CSR as encompassing economic, legal, ethical, and discretionary expectations is discussed.
Responsible Research and Innovation (RRI) shares the arena with other concepts, such as technology assessment, risk assessment, technology management and sustainability management. The biggest and possibly most powerful concept though is often overlooked: Corporate (social) Responsibility (CR).
It could be thought that the word ‘corporate’ limits the application of CR principles and tools in RRI, because RRI deals with private and public investments. However, the three main corporate responsibilities -environmental, social and economic- are the same for publicly funded research and innovation (R&I) actors.
The document discusses corporate social responsibility (CSR) objectives, methodologies, concepts, and implementation strategies. The key objectives of CSR discussed are harnessing growth for sustainable development, preserving the environment and community welfare, and creating income growth and jobs. The document outlines CSR concepts like the pyramid of CSR and its four pillars. It provides examples of CSR strategies like ITC's e-Choupal initiative in India which created a virtual marketplace and social benefits for farmers. The summary discusses benefits of CSR like shared value and competitiveness, and challenges like lack of commitment and financial resources.
The document discusses corporate social responsibility (CSR) and related concepts. It outlines factors driving the need for CSR like globalization and irresponsible behavior by companies. CSR aims to improve society and the environment through sustainable business practices. Developing an effective CSR strategy involves assessing stakeholders, building support, and implementing and monitoring programs. Reporting and metrics help ensure accountability and measure CSR impacts.
Identifying key stakeholders of CSR & their roles
Role of Public Sector in Corporate government programs that encourage voluntary responsible action of corporations
Role of Nonprofit & Local Self Governance in implementing CSR
Contemporary issues in CSR & MDGs
Global Compact Self Assessment Tool
National Voluntary Guidelines by Govt. of India
Understanding roles and responsibilities of corporate foundations
The document discusses the evolution of corporate social responsibility (CSR) globally and in India over several phases from the 19th century to present. It provides definitions of CSR and outlines key events and developments in different decades that helped define CSR. In India specifically, CSR evolved from early philanthropic activities to becoming a strategic business practice. The document also examines CSR practices of Infosys company and concludes that CSR has both an ethical and business component in India.
This document provides an overview of corporate social responsibility (CSR) in India. It discusses the evolution of CSR in India, including key government policies and the 2013 Companies Act which mandates that large companies spend 2% of profits on CSR activities. It also outlines definitions of CSR, benefits of CSR programs, and requirements for CSR committees and reporting under the Companies Act. Analysis of disclosures from over 1,270 companies found that total CSR spending in 2016-17 increased 27% from the previous year and was 92% of the amount required under the 2% mandate.
The document discusses the concepts of corporate social responsibility (CSR), social responsiveness, and social performance. It provides definitions and frameworks for understanding a company's responsibilities and obligations to society beyond profit and legal compliance. Carroll's four-part definition of CSR as encompassing economic, legal, ethical, and discretionary expectations is discussed.
Responsible Research and Innovation (RRI) shares the arena with other concepts, such as technology assessment, risk assessment, technology management and sustainability management. The biggest and possibly most powerful concept though is often overlooked: Corporate (social) Responsibility (CR).
It could be thought that the word ‘corporate’ limits the application of CR principles and tools in RRI, because RRI deals with private and public investments. However, the three main corporate responsibilities -environmental, social and economic- are the same for publicly funded research and innovation (R&I) actors.
The document discusses corporate social responsibility (CSR) objectives, methodologies, concepts, and implementation strategies. The key objectives of CSR discussed are harnessing growth for sustainable development, preserving the environment and community welfare, and creating income growth and jobs. The document outlines CSR concepts like the pyramid of CSR and its four pillars. It provides examples of CSR strategies like ITC's e-Choupal initiative in India which created a virtual marketplace and social benefits for farmers. The summary discusses benefits of CSR like shared value and competitiveness, and challenges like lack of commitment and financial resources.
The document discusses corporate social responsibility (CSR) and related concepts. It outlines factors driving the need for CSR like globalization and irresponsible behavior by companies. CSR aims to improve society and the environment through sustainable business practices. Developing an effective CSR strategy involves assessing stakeholders, building support, and implementing and monitoring programs. Reporting and metrics help ensure accountability and measure CSR impacts.
Identifying key stakeholders of CSR & their roles
Role of Public Sector in Corporate government programs that encourage voluntary responsible action of corporations
Role of Nonprofit & Local Self Governance in implementing CSR
Contemporary issues in CSR & MDGs
Global Compact Self Assessment Tool
National Voluntary Guidelines by Govt. of India
Understanding roles and responsibilities of corporate foundations
This document discusses trends and opportunities in corporate social responsibility (CSR). It begins with an overview of increasing CSR expenditures in India from 2014-2019. Next, it outlines five CSR trends for 2020 according to Forbes, including addressing fake news, achieving carbon neutrality, supporting employees, pursuing long-term purpose, and exploring emerging issues. It then characterizes CSR as a strategic business tool that can satisfy diverse stakeholders. The document also notes challenges for traditional CSR due to COVID-19, such as reduced budgets and priorities shifting to pandemic relief. It concludes with instructions for accessing case studies of major CSR initiatives on the Indian government's CSR portal.
Corporate social responsibility (CSR) refers to business initiatives that benefit society. CSR aims to balance economic, social and environmental interests with shareholders. In India, the Companies Act of 2013 mandates that large companies spend 2% of their net profits on CSR activities. Some key CSR activities done by ITC Ltd include empowering small farmers through education, social and farm forestry projects, integrated watershed development, and programs to empower and educate rural women. While CSR can improve reputation and attract investors, it also risks shifting focus from profit objectives and damaging company reputation if not implemented continuously. Both economic development and CSR are important, with CSR needing to be deeply ingrained in an organization's culture.
1) The document discusses the history and evolution of corporate social responsibility (CSR) in India, from ancient texts to modern laws.
2) It outlines the four phases of CSR in India and examines the Companies Act of 2013 which mandates that large companies spend 2% of profits on CSR activities.
3) While CSR spending has increased, challenges remain around a lack of transparency, clear guidelines, and ensuring activities benefit marginalized groups as intended by the law.
Corporate social responsibility: How economic is it to be socially responsible??kirmanialika
This document discusses corporate social responsibility (CSR). It defines CSR as companies managing business processes to have an overall positive social impact, and embracing responsibility for actions to encourage positive environmental, consumer, employee, community, and stakeholder impacts. CSR involves balancing economic, legal, ethical, and philanthropic responsibilities. The document outlines the historical development of CSR and key CSR issues. It discusses arguments for and against CSR, and provides an example of CSR practices at ITC Limited in India. In conclusion, it argues that while CSR limits profits, businesses impact many people and have a social responsibility to consider people and the planet, not just profits.
This document discusses corporate social responsibility (CSR) in India. It provides background on CSR, defining it as companies managing business processes to have an overall positive social impact. CSR was first discussed academically in the 1950s and is now mandatory for large companies in India under the Companies Act of 2013. The document outlines drivers and significance of CSR, as well as challenges in implementation, such as building local capacity and lack of transparency. It provides a checklist for evaluating CSR programs and concludes that while the Companies Act is a step forward, clear guidelines and transparency are still needed for CSR to be fully realized in India.
This document discusses corporate social responsibility (CSR) in India. It defines CSR as corporations fulfilling their duty to care for society. It notes that the 2011 Companies Bill mandates that companies spend at least 2% of their average profits over the previous three years on CSR initiatives like eradicating hunger, promoting education, gender equality, and environmental sustainability. Only a few large companies like Tata Steel and ITC currently meet the 2% threshold. The document outlines pros of CSR like increased societal development and brand reputation, and cons like reduced profits and added burden on companies. It recommends making CSR mandatory while allowing tax deductions, and choosing between executive compensation and CSR spending.
This document discusses CSR legislation in India according to Section 135 of the Companies Act 2013. It mandates that companies meeting certain profit thresholds must spend 2% of their average net profits of the previous three years on CSR activities focused on areas like poverty alleviation, education, gender equality, healthcare, environment sustainability and others. Companies are required to form a CSR committee to devise and monitor CSR strategies. While there are no penalties for failing to spend on CSR, companies can be fined for failing to report on CSR activities or explain why spending was not done. The top CSR performing companies in India are also mentioned.
The document discusses corporate social responsibility (CSR) and provides definitions from various organizations. It outlines models of CSR including the classical economic model, socioeconomic model, Friedman model, Ackerman model, Carroll model, and others. The document discusses the CSR provisions in the Indian Companies Act of 2013, including applicability, requirements for CSR committees and expenditures. It lists eligible CSR activities and provides data on common CSR activities undertaken in India, with education and healthcare being major focuses.
CORPORATE SOCIAL RESPONSIBILITY IN INDIAShree Ganesh
CORPORATE SOCIAL RESPONSIBILITY IN INDIA
The published presentation gives complete information about the CORPORATE SOCIAL RESPONSIBILITY IN INDIA as well as the periodical study of few companies with the goal of sharing their corporate social responsibility actions and results.
Social Audit described fully and faithfully with every detailed information.
It includes Features/Characteristics,
Advantages,
Disadvantages,
Benefits, etc.
Challenges Of Corporate Social ResponsibilityElijah Ezendu
Issues in development of workable corporate social responsibility strategy and resolution of awe-inspiring stance for championing effective governance.
Corporate social responsibility in multi national companies(CSR)kdore
The document discusses corporate social responsibility (CSR) in multinational companies. It defines CSR and multinational companies, outlines the types and main concerns of CSR. The document also examines the advantages of CSR for multinationals, such as improved reputation and financial performance, and the potential disadvantages, like increased costs. Examples of CSR activities by multinational companies like Unilever and IBM are provided. In conclusion, the document states that CSR has become an important part of business and can benefit companies through sustainability and meeting social expectations, though some issues with engagement remain.
The document is a message from the Chairman of CII's Development Initiative Council introducing a handbook on corporate social responsibility (CSR) in India developed by PwC for CII. It notes that the Companies Act, 2013 formally introduced a CSR mandate for Indian companies and many companies will undertake CSR initiatives for the first time. It states that the handbook can play an important role in equipping companies for structured CSR engagement by providing guidance on developing CSR strategies and programs. The Chairman hopes the handbook will be a significant step towards building an equitable society and meeting the challenge presented by the new CSR requirements in the Companies Act.
Corporate social responsibility (CSR) refers to how businesses negotiate their role in society, while business ethics examines morally appropriate behaviors. While related, CSR does not guarantee ethical behavior. Interest in CSR is growing as companies are increasingly rated on social criteria. Companies engage in CSR to meet public expectations, hire and retain employees, and improve performance. Activities range from profit-maximizing to integrating social objectives into business goals. Businesses are developing global ethics through codes of conduct, certification, and following global standards to create consistent rules and reduce uncertainties in interconnected markets. Challenges include rules reflecting powerful interests and inhibiting innovation and adaptation to globalization.
The document discusses the key aspects of corporate social responsibility (CSR) requirements for companies according to the Companies Act 2013 in India. It defines CSR and outlines the applicability to companies with a net worth of 500 crore rupees or more, turnover of 1000 crore rupees or more, or net profit of 5 crore rupees or more. It specifies that applicable companies must spend 2% of their average net profits of the previous three years on CSR activities related to issues like poverty, education, healthcare, environment and more.
This document provides an overview of corporate social responsibility (CSR) including definitions of CSR, different views on CSR, and arguments for and against CSR. It defines CSR as a voluntary commitment by companies to behave ethically and improve quality of life for stakeholders. There are two main views on CSR - the shareholder view that a company's only responsibility is to maximize shareholder wealth, and the stakeholder view that companies should treat all stakeholders with dignity. The document also discusses whether companies should be involved in CSR and outlines some pros and cons of CSR engagement.
CSR has evolved from early philanthropy to now focus on sustainability. It began in the 1800s with responsible organizations, was defined in the 1950s, and grew in the 1990s with models like the CSR pyramid. Today, CSR addresses the UN's sustainable development goals through programs in environment, society and governance to benefit stakeholders and align business with social values.
The document discusses social audits, which involve jointly examining government programs and activities by government officials and the intended beneficiaries. Social audits aim to increase transparency and accountability. They allow people to scrutinize programs and ask questions about performance. The document outlines the need for social audits due to gaps between desired and actual impacts of development programs. Social audits can help strengthen demand from beneficiaries and make programs more effective. The scope of social audits includes assessing resource gaps, increasing awareness, and promoting transparency and public participation.
Corporate social responsibility, Stakeholders,Bottom of the Pyramid Opportuni...Satish Bidgar
This document provides an overview of course material for a Managing for Sustainability MBA course. It covers topics such as the introduction and concepts of corporate social responsibility (CSR), the nature and forces driving CSR, relevance and critics of CSR, limits and enforcement of CSR, barriers to implementing CSR, corporate citizenship, formulating and implementing CSR policies, stakeholders and their interests, and opportunities at the bottom of the pyramid. The document contains definitions, principles, frameworks, and examples related to these CSR and sustainability topics.
Power point used by Kai and Ibrahim during their presentation for the master of international business and corporate social responsibility in 2008 at de montfort University
Corporate social responsibility | 2015 - Recent TrendsAadhit B
This paper predominantly enumerates the role of Corporate Social responsibilities in the present scenario, its evolution, impact of Clause 135 of Companies Act, 2013, Role of CSRs in SMEs and also its Global Impact.
|Clause 135, Companies Act, 2013 | Companies (CSR policies) Rules, 2014 |
CSR 2.0: The Future of Corporate Social ResponsibilityWayne Visser
Describes the failure of corporate social responsibility (CSR 1.0) due to the Triple Curse, and introduces Wayne Visser's model of CSR 2.0, including its 5 Principles and 4 DNA Codes. Prof/Dr Visser is CEO of CSR International
This document discusses trends and opportunities in corporate social responsibility (CSR). It begins with an overview of increasing CSR expenditures in India from 2014-2019. Next, it outlines five CSR trends for 2020 according to Forbes, including addressing fake news, achieving carbon neutrality, supporting employees, pursuing long-term purpose, and exploring emerging issues. It then characterizes CSR as a strategic business tool that can satisfy diverse stakeholders. The document also notes challenges for traditional CSR due to COVID-19, such as reduced budgets and priorities shifting to pandemic relief. It concludes with instructions for accessing case studies of major CSR initiatives on the Indian government's CSR portal.
Corporate social responsibility (CSR) refers to business initiatives that benefit society. CSR aims to balance economic, social and environmental interests with shareholders. In India, the Companies Act of 2013 mandates that large companies spend 2% of their net profits on CSR activities. Some key CSR activities done by ITC Ltd include empowering small farmers through education, social and farm forestry projects, integrated watershed development, and programs to empower and educate rural women. While CSR can improve reputation and attract investors, it also risks shifting focus from profit objectives and damaging company reputation if not implemented continuously. Both economic development and CSR are important, with CSR needing to be deeply ingrained in an organization's culture.
1) The document discusses the history and evolution of corporate social responsibility (CSR) in India, from ancient texts to modern laws.
2) It outlines the four phases of CSR in India and examines the Companies Act of 2013 which mandates that large companies spend 2% of profits on CSR activities.
3) While CSR spending has increased, challenges remain around a lack of transparency, clear guidelines, and ensuring activities benefit marginalized groups as intended by the law.
Corporate social responsibility: How economic is it to be socially responsible??kirmanialika
This document discusses corporate social responsibility (CSR). It defines CSR as companies managing business processes to have an overall positive social impact, and embracing responsibility for actions to encourage positive environmental, consumer, employee, community, and stakeholder impacts. CSR involves balancing economic, legal, ethical, and philanthropic responsibilities. The document outlines the historical development of CSR and key CSR issues. It discusses arguments for and against CSR, and provides an example of CSR practices at ITC Limited in India. In conclusion, it argues that while CSR limits profits, businesses impact many people and have a social responsibility to consider people and the planet, not just profits.
This document discusses corporate social responsibility (CSR) in India. It provides background on CSR, defining it as companies managing business processes to have an overall positive social impact. CSR was first discussed academically in the 1950s and is now mandatory for large companies in India under the Companies Act of 2013. The document outlines drivers and significance of CSR, as well as challenges in implementation, such as building local capacity and lack of transparency. It provides a checklist for evaluating CSR programs and concludes that while the Companies Act is a step forward, clear guidelines and transparency are still needed for CSR to be fully realized in India.
This document discusses corporate social responsibility (CSR) in India. It defines CSR as corporations fulfilling their duty to care for society. It notes that the 2011 Companies Bill mandates that companies spend at least 2% of their average profits over the previous three years on CSR initiatives like eradicating hunger, promoting education, gender equality, and environmental sustainability. Only a few large companies like Tata Steel and ITC currently meet the 2% threshold. The document outlines pros of CSR like increased societal development and brand reputation, and cons like reduced profits and added burden on companies. It recommends making CSR mandatory while allowing tax deductions, and choosing between executive compensation and CSR spending.
This document discusses CSR legislation in India according to Section 135 of the Companies Act 2013. It mandates that companies meeting certain profit thresholds must spend 2% of their average net profits of the previous three years on CSR activities focused on areas like poverty alleviation, education, gender equality, healthcare, environment sustainability and others. Companies are required to form a CSR committee to devise and monitor CSR strategies. While there are no penalties for failing to spend on CSR, companies can be fined for failing to report on CSR activities or explain why spending was not done. The top CSR performing companies in India are also mentioned.
The document discusses corporate social responsibility (CSR) and provides definitions from various organizations. It outlines models of CSR including the classical economic model, socioeconomic model, Friedman model, Ackerman model, Carroll model, and others. The document discusses the CSR provisions in the Indian Companies Act of 2013, including applicability, requirements for CSR committees and expenditures. It lists eligible CSR activities and provides data on common CSR activities undertaken in India, with education and healthcare being major focuses.
CORPORATE SOCIAL RESPONSIBILITY IN INDIAShree Ganesh
CORPORATE SOCIAL RESPONSIBILITY IN INDIA
The published presentation gives complete information about the CORPORATE SOCIAL RESPONSIBILITY IN INDIA as well as the periodical study of few companies with the goal of sharing their corporate social responsibility actions and results.
Social Audit described fully and faithfully with every detailed information.
It includes Features/Characteristics,
Advantages,
Disadvantages,
Benefits, etc.
Challenges Of Corporate Social ResponsibilityElijah Ezendu
Issues in development of workable corporate social responsibility strategy and resolution of awe-inspiring stance for championing effective governance.
Corporate social responsibility in multi national companies(CSR)kdore
The document discusses corporate social responsibility (CSR) in multinational companies. It defines CSR and multinational companies, outlines the types and main concerns of CSR. The document also examines the advantages of CSR for multinationals, such as improved reputation and financial performance, and the potential disadvantages, like increased costs. Examples of CSR activities by multinational companies like Unilever and IBM are provided. In conclusion, the document states that CSR has become an important part of business and can benefit companies through sustainability and meeting social expectations, though some issues with engagement remain.
The document is a message from the Chairman of CII's Development Initiative Council introducing a handbook on corporate social responsibility (CSR) in India developed by PwC for CII. It notes that the Companies Act, 2013 formally introduced a CSR mandate for Indian companies and many companies will undertake CSR initiatives for the first time. It states that the handbook can play an important role in equipping companies for structured CSR engagement by providing guidance on developing CSR strategies and programs. The Chairman hopes the handbook will be a significant step towards building an equitable society and meeting the challenge presented by the new CSR requirements in the Companies Act.
Corporate social responsibility (CSR) refers to how businesses negotiate their role in society, while business ethics examines morally appropriate behaviors. While related, CSR does not guarantee ethical behavior. Interest in CSR is growing as companies are increasingly rated on social criteria. Companies engage in CSR to meet public expectations, hire and retain employees, and improve performance. Activities range from profit-maximizing to integrating social objectives into business goals. Businesses are developing global ethics through codes of conduct, certification, and following global standards to create consistent rules and reduce uncertainties in interconnected markets. Challenges include rules reflecting powerful interests and inhibiting innovation and adaptation to globalization.
The document discusses the key aspects of corporate social responsibility (CSR) requirements for companies according to the Companies Act 2013 in India. It defines CSR and outlines the applicability to companies with a net worth of 500 crore rupees or more, turnover of 1000 crore rupees or more, or net profit of 5 crore rupees or more. It specifies that applicable companies must spend 2% of their average net profits of the previous three years on CSR activities related to issues like poverty, education, healthcare, environment and more.
This document provides an overview of corporate social responsibility (CSR) including definitions of CSR, different views on CSR, and arguments for and against CSR. It defines CSR as a voluntary commitment by companies to behave ethically and improve quality of life for stakeholders. There are two main views on CSR - the shareholder view that a company's only responsibility is to maximize shareholder wealth, and the stakeholder view that companies should treat all stakeholders with dignity. The document also discusses whether companies should be involved in CSR and outlines some pros and cons of CSR engagement.
CSR has evolved from early philanthropy to now focus on sustainability. It began in the 1800s with responsible organizations, was defined in the 1950s, and grew in the 1990s with models like the CSR pyramid. Today, CSR addresses the UN's sustainable development goals through programs in environment, society and governance to benefit stakeholders and align business with social values.
The document discusses social audits, which involve jointly examining government programs and activities by government officials and the intended beneficiaries. Social audits aim to increase transparency and accountability. They allow people to scrutinize programs and ask questions about performance. The document outlines the need for social audits due to gaps between desired and actual impacts of development programs. Social audits can help strengthen demand from beneficiaries and make programs more effective. The scope of social audits includes assessing resource gaps, increasing awareness, and promoting transparency and public participation.
Corporate social responsibility, Stakeholders,Bottom of the Pyramid Opportuni...Satish Bidgar
This document provides an overview of course material for a Managing for Sustainability MBA course. It covers topics such as the introduction and concepts of corporate social responsibility (CSR), the nature and forces driving CSR, relevance and critics of CSR, limits and enforcement of CSR, barriers to implementing CSR, corporate citizenship, formulating and implementing CSR policies, stakeholders and their interests, and opportunities at the bottom of the pyramid. The document contains definitions, principles, frameworks, and examples related to these CSR and sustainability topics.
Power point used by Kai and Ibrahim during their presentation for the master of international business and corporate social responsibility in 2008 at de montfort University
Corporate social responsibility | 2015 - Recent TrendsAadhit B
This paper predominantly enumerates the role of Corporate Social responsibilities in the present scenario, its evolution, impact of Clause 135 of Companies Act, 2013, Role of CSRs in SMEs and also its Global Impact.
|Clause 135, Companies Act, 2013 | Companies (CSR policies) Rules, 2014 |
CSR 2.0: The Future of Corporate Social ResponsibilityWayne Visser
Describes the failure of corporate social responsibility (CSR 1.0) due to the Triple Curse, and introduces Wayne Visser's model of CSR 2.0, including its 5 Principles and 4 DNA Codes. Prof/Dr Visser is CEO of CSR International
Present Scenario of Corporate Social Responsibilities in BangladeshMasum Hussain
The purpose of business is to make money. However, the profit motive is sometimes viewed as less than virtuous because it emphasizes self-interest. Nevertheless, self-interest is not the same as selfishness, which emphasizes one's own interests at others' expense. Self interest is simply a concern for financial reward and is arguably necessary if society is to be maximally productive and efficiently allocate its resources. Business is an inseparable and embedded part of the society. In addition to its economic role in society, business also has several other roles and responsibilities towards society viz. responsible conduct of business activities while pursuing economic gains; the social and environmental responsibilities of the business towards its stakeholders; and business’s contributions that would benefit the society at large. Companies around the globe are recognizing the importance of engaging in Corporate Social Responsibility (CSR) that is crucial to their survival and growth. It is evident that when an organization integrates appropriate CSR practices in its strategy that embed the societal and environmental concerns, these practices undoubtedly bring tangible benefits to the business along with a sustainable competitive advantage.
It is mandatory for companies to conform to the legal responsibilities as they are prescribed by law. So, organizations have no alternative but to comply with the basic law of the land. On the other hand, Ethical responsibilities of corporations are taken as additional responsibilities going beyond legal compliance and profit making and include those that firms believe are the right things to do. Ethical responsibility originates from humanistic, religious and moral orientation of corporations. The voluntary responsibilities to the society refer to the discretionary nature of obligations rooted in the altruistic principles which are not required by law. The motivation for such sense of responsibilities arises from the reciprocal obligation of giving back to the society in exchange of profit and power that companies receive from society. This school of thought gave rise to CSR which is seen as continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce, their families, local community, and society at all, including the environment. Even though Bangladesh is one of the world’s poorest countries, CSR activities in Bangladesh have risen significantly in importance. It is believed that the interest in CSR initiatives in Bangladesh has been fueled by MNCs’ global activities.
This document discusses CSR trends and challenges in India. It notes that inequity and poverty drive CSR initiatives in India. Business faces challenges like inadequate infrastructure and reactive rather than proactive CSR approaches. CSR implementation is also impacted by corruption and varying governance structures. There are differences in CSR approaches between large multinational corporations, small and medium enterprises, public and private sector companies, and different industry sectors. Emerging trends include regular CSR discussions, embedding CSR in organizations, demand for measurement and reporting, and partnerships between business, government and civil society. The conclusion is that opportunities exist for businesses to help drive CSR to the next level in India.
Human resource development in Public Sector pptJyotsna Gupta
This document discusses the role of human resource development (HRD) in the public sector in India. It provides background on the definition of HRD and its importance for organizational growth, developing employee potential, and improving work culture. The document then outlines some major HRD mechanisms like performance appraisal, career planning, training, potential appraisal, rewards, and welfare programs. It also discusses some issues in public sector HRD and how the field has evolved from the 1970s-1980s to the present day.
The Future of Corporate Social Responsibility - employee volunteering. Cross-sector initiatives to accelerate social innovation. A presentation of Social Entrepreneurs Melbourne.
Faculty presentation was done by Dr. Nalin Abesyekera on “CSR and future of Open University” by highlighting following projects done by Department of Management Studies.
1. Community Service Project at National Cancer Institute Maharagama-MBA Cohort eight
2. CSR (Corporate Social Responsibility) project at RVS (Rana Viru Sevana) in Ragama-IPM MBA-Batch three
3. CSR for Udugama Khanisita Vidyalaya,Padukka- MBA Cohort eight
4. CSR for needy people in Sabaragamuwa(cataract surgery project)- MBA Cohort nine
The document summarizes the findings of a survey of 600 corporate social responsibility reports from companies in various regions including North America, Europe, and Australia. Some of the key findings included that CSR reporting is now seen as a core business function, climate change is a dominant issue addressed in reports, and companies are working to more deeply engage stakeholders through various communication channels such as websites, videos, and social media. The document also provides examples of best practices identified among CSR reports including addressing materiality, governance, and performance measurement.
The document discusses several topics related to human resources and organizations in South Africa, including:
1. It introduces a presentation by Marius Meyer on new HR competency models, standards, and metrics for South Africa.
2. It outlines the value proposition of SABPP, including providing professional registration, resources like guides and workshops, and conducting research.
3. It summarizes findings from an IBM CEO study that the top factors impacting organizations are technology, people skills, and market factors.
4. It identifies scarce and critical skills in South Africa, with industrial engineers, medical technicians, and training professionals among the most scarce.
5. It discusses priorities for South African HR, including talent
The document discusses human resource development (HRD) and its relationship to human resource management (HRM). It defines HRD as the part of HRM focused on training and developing employees. HRD uses systems like performance appraisal, training programs, and career planning to develop employee skills and abilities. The document also outlines emerging trends in HRD like talent management, outsourcing, and Six Sigma approaches. It discusses how HRD is implemented specifically in industries like information technology, public sectors, government organizations, and non-governmental organizations through practices like recruitment, training, performance reviews, and skill development.
This document discusses the role of training and development in improving employee competitiveness. It provides an overview of key aspects of training and development including: defining training vs. development; external and internal influences on training; factors influencing training and development; methods of training such as classroom, on-the-job, and e-learning; evaluating training impact; and integrating training with other HR strategies and the overall business strategy.
1. The document discusses the need for cyber law in India and provides an overview of the key aspects of the Information Technology Act 2000, which was enacted to address this need.
2. It defines important terms related to cyber law like electronic record, digital signature, and explains concepts such as attribution of electronic records and acknowledgement of receipt.
3. It also summarizes provisions of the Act around offenses and penalties for cybercrimes, functions of the Controller of Certifying Authorities, and directions that can be issued to subscribers and certifying authorities.
This document provides a summary of a training and development project report compiled by five students. It includes an index listing the topics covered in the report such as the nature of training and development, importance of training, training process, and methods of training. It also includes two case studies on training at Hotel Taj President and Hotel Hilton Towers. The document encourages visiting a website for more projects, reports and information on topics related to management, marketing, human resources and other business areas.
This document outlines key aspects of effective corporate social responsibility (CSR). It defines CSR as achieving a balance of economic, environmental and social imperatives to address stakeholder expectations. It discusses stakeholders in business and presents a CSR pyramid showing different levels of responsibility from economic to ethical. It explores reasons for the increased importance of CSR, how companies can implement CSR through various forms, and the potential business benefits of an effective CSR strategy.
The document provides an overview of competency mapping. It discusses the key components of competency including knowledge, skills, and attitudes. It classifies competencies into basic competencies and professional competencies. The document outlines different types of organizational competencies such as generic competencies, managerial competencies, and functional/technical competencies. It also discusses competency mapping, its advantages and disadvantages, and provides examples of competency mapping models and their implementation.
The document provides guidelines for a 10-week project that MBA students must complete after their third semester. The project has two parts: Part A focuses on corporate exposure through a 4-week internship, while Part B is an in-depth 6-week study of an issue or problem in the student's area of specialization. Students must seek guidance from both an internal faculty guide and an external guide from the company. The project report cannot exceed 75 pages and must follow specific formatting guidelines. Suggested topics for the different specializations of HR, Finance, and Marketing are also provided.
Corporate Social Responsibility, or CSR, has received growing attention in the past decade. We’ll take a look at the roots of the concept, what it involves and some of the benefits which include lowered costs, improved employee satisfaction and a more positive impact on our world. We’ll also briefly discuss how many external vendors, from local energy auditors to FrontStream with our portfolio of tools, can help you accomplish CSR goals.
Human resources management in public administrationJordi Torner
The document discusses the roles of human resource management in public administration. It describes three main roles:
1. The administrative role involves processing records, maintaining employee files, and submitting required reports.
2. The operational role focuses on ensuring compliance with laws and filling openings through interviews and training.
3. The strategic role emphasizes that people are valuable organizational resources and requires HR to focus on the long-term implications of HR practices and how they can provide a competitive advantage. Framing HR strategically justifies investing in people development.
This document summarizes the Secretariat of the Convention on Biological Diversity's engagement with business. It outlines the Aichi Biodiversity Targets and National Biodiversity Strategic Action Plans that countries agreed to implement by 2020. It also discusses the Nagoya Protocol on access and benefit sharing of genetic resources. The Secretariat is working to encourage business participation through its Global Platform for Business and Biodiversity, national workshops, and the Global Partnership for Business and Biodiversity. It is also planning business events at the upcoming COP 11 conference in Hyderabad, India in October 2012.
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Corporate social responsibility (CSR) refers to businesses contributing to sustainable development by considering employees, communities, and society. The Companies Act of 2013 in India mandates that large companies constitute a CSR committee to formulate a CSR policy and recommend activities to improve societal welfare. Eligible companies must spend at least 2% of average net profits on CSR. Implementing CSR provides benefits like strengthened branding, improved employee retention, increased sales and investor appeal. Examples of CSR activities include IBM's education initiatives, Avon's cancer fundraising, and Tata Group's health and disaster relief programs. Institutionalizing CSR yields long-term benefits and is regarded as important by businesses globally.
This document summarizes a webinar on environmental auditing conducted by RMS Polytechnic Vadodara. It discusses the importance of environmental audits and sustainable development. It provides an introduction to environmental auditing practices in India, including the objectives and components of environmental audits. The key steps of an environmental audit procedure are outlined. The document also covers 5S methodology, which is a technique used for quality improvement. It describes the five pillars of 5S - sort, set in order, shine, standardize, and sustain. Finally, a case study example is presented on applying a 5S quality management framework to achieve a green campus at a university.
Tata Power follows corporate governance guidelines and has a board of directors, committees, and policies. It focuses on corporate social responsibility through initiatives in education, healthcare, livelihood, and infrastructure. Tata Power strives for sustainability and uses various renewable sources for energy generation including hydro, solar, wind, and waste gas. It aims to increase renewable capacity but does not currently meet its target to spend 2% of profits on corporate social responsibility. The document provides an overview of Tata Power's governance, social responsibility efforts, and sustainability practices.
The document discusses corporate social responsibility initiatives of Tata Group companies like Tata Steel and Tata Motors. It provides details of their CSR activities in areas like health, education, skill development, environment protection, and community development. Tata Group has a long history of CSR since the times of Jamshedji Tata and currently spends hundreds of crores annually on such initiatives across India.
corporate social responsibility on common property resource management in tam...MEHAA ZABEEN
This document discusses corporate social responsibility (CSR) initiatives related to common property resource management in Tamil Nadu, India. It provides background on CSR in India becoming mandatory for large companies and outlines some drivers for businesses adopting CSR programs, like demands for disclosure, customer and investor interests, and labor markets. The document then discusses trends in India showing education receiving the most CSR funding and outlines some positive outcomes of CSR. It focuses on CSR activities in Tamil Nadu, particularly related to common property resources (CPRs), and stresses the importance of participatory project identification and community involvement in management of CPRs.
This document discusses stakeholder engagement practices at an Indian power company. It outlines the company's process for identifying and engaging various stakeholder groups, including customers, local communities, suppliers, and government bodies. It also describes the company's efforts related to human rights, environmental stewardship, community development, and addressing consumer issues. The company aims to operate transparently and responsibly through stakeholder consultations and compliance with relevant laws and standards.
This document discusses stakeholder engagement practices at an Indian power company. It outlines the company's process for identifying and engaging various stakeholder groups, including customers, local communities, suppliers, and government bodies. It also describes the company's efforts related to human rights, environmental stewardship, community development, and addressing consumer issues. The company aims to operate transparently and responsibly through stakeholder consultations and compliance with relevant laws and standards.
This document discusses stakeholder engagement practices at an Indian power company. It outlines the company's process for identifying and engaging various stakeholder groups, including customers, local communities, suppliers, and government bodies. It also describes the company's efforts related to human rights, environmental stewardship, community development, and addressing consumer issues. The company aims to operate transparently and responsibly through stakeholder consultations and compliance with relevant laws and standards.
A step-by-step guide for the Indian Diaspora to create and implement corporate social responsibility (CSR) strategy for fostering impactful projects and strong stakeholder relationships.
Laurie Flores (environmental conservation and action)laurie flores
This document discusses several ways that tourism can contribute to environmental protection and conservation. It explains that tourism can help identify valuable natural areas worthy of protection through the creation of national parks. It also discusses how regulatory measures like limiting visitor numbers can help reduce negative environmental impacts. Additionally, tourism can raise environmental awareness by exposing people to nature. Finally, the document stresses the importance of sustainable tourism practices and improved environmental management planning to maximize the benefits to natural areas while minimizing harm.
The document discusses India's policies and efforts around the 3Rs (Reduce, Reuse, Recycle) for waste management. It outlines India's waste hierarchy and national policies promoting the 3Rs. Significant achievements include the Charter on Corporate Responsibility for Environmental Protection partnership between the government and industry. Recommendations focus on assessing waste generation impacts, prioritizing reduction and strict enforcement of waste tracking and authorization. The success of 3R initiatives depends on integrating policies around investment, production, and public participation.
This presentation was presented by me and my friend during our last year of Graduation, in the district level Paper Presentation Competition, in which, we stood 2nd.
It was our 1st attempt to handle Management related (Non Technical) subject, and we succeed.
The prime objective of this presentation is to create awareness about basic concepts of C.S.R (Corporate Social Responsibility) among audience.
It focuses on concepts,rules and examples regarding C.S.R.
The document discusses corporate social responsibility practices of various companies. It provides details on CSR models like Friedman model, Ackerman model, and Carroll model. It also gives examples of CSR activities undertaken by companies like Coca-Cola, Tata Group, and Tesco. Coca-Cola's CSR includes initiatives related to water conservation, energy reduction, healthcare, education, etc. Tata Group supports self-help groups, social organizations, and economic empowerment programs. Tesco's CSR involves contributions to charities, computer donations to schools, and sponsoring youth sports competitions.
The Green Rating Project (GRP) was started by the Centre for Science and Environment (CSE) as a civil society initiative to develop an alternative form of governance to control industrial pollution in India. Using a carrot and stick approach, GRP rated companies within sectors to motivate improvements. It involved industry, civil society, and government experts to ensure credibility and motivate large companies. The ratings were made public to encourage more participation and further industry's environmental improvements. GRP aimed to address drawbacks like a lack of transparency and centralized environmental performance data for industries in India.
- ITW Chemin is a business unit of ITW Inc. USA located in Medak District, Andhra Pradesh with a turnover of Rs. 80 crore.
- Medak District faces many social issues due to industrialization such as agriculture becoming unviable, contaminated water, and increased health disorders.
- ITW Chemin has identified potential CSR activity areas like the environment, health, community empowerment, and education to address the district's issues. The company budgets 2% of annual turnover, around 1.60 crores, for CSR activities each year.
Corporate social responsibility (CSR) involves businesses identifying stakeholder groups and incorporating their needs into strategic and operational decision making. CSR encompasses economic, legal, ethical, and philanthropic responsibilities to society. Implementing CSR requires top management commitment, appointing a CSR officer, developing stakeholder relationships, auditing CSR policies, and linking compensation to CSR policies to reinforce them.
Similar to National & International Trends in CSR (20)
Consumer driven marketing focuses on understanding customers and their needs through online engagement. By interacting directly with consumers online, marketers can gain valuable insights to better tailor products and services. This approach puts the customer at the center of marketing efforts to build stronger relationships.
The document discusses business newspapers in India. It lists the top business newspapers as Economic Times, Business Standard, Business Line, Mint, Financial Express, and Financial Chronicle. It notes that Economic Times, Business Standard, and Business Bhaskar also have editions in Hindi. Most regional newspapers also have segments on financial news. It then provides circulation figures and rankings for the top papers from 2012 to 2011. Finally, it highlights some of the top-rated business newspapers, including the Economic Times, Business Standard, and Financial Express, discussing their focus and readership.
Leadership in Organizations - Amul (Case Study)Ishan Parekh
Dr. Verghese Kurien was a transformative leader who revolutionized India's dairy industry. He took charge of the struggling Amul dairy cooperative in 1950 and transformed it using a cooperative model that empowered farmers. Under his leadership, Amul grew to become one of India's largest food brands. He also established the National Dairy Development Board to replicate the cooperative model nationwide. As a result of his efforts, India became the world's largest milk producer, growing from a milk-deficient to a milk-surplus nation. Dr. Kurien was a visionary innovator who created the highly successful Amul brand and cooperative business model that continues to benefit farmers across India.
Project Communications Management - Information TechnologyIshan Parekh
This document discusses project communication management processes. It covers communication planning, which determines stakeholder information needs and suitable means of meeting those needs. The communication plan documents the efficient and effective approach. Information distribution is about implementing the communication plan by making relevant information available to stakeholders as planned. This involves using technology like project management systems and selecting appropriate communication mediums. Performance reporting involves collecting and distributing performance information.
This document discusses various aspects of service marketing for a movie theater chain. It covers the 7 P's of services marketing as applied to the theater, including their product offerings, pricing strategies, promotion methods, and employee training processes. It also discusses service blueprinting and the gaps model in services. Different strategies for managing variable demand and capacity constraints are outlined, including shifting shows and prices and using part-time staff. The role of physical environment and employee roles in service delivery are also addressed.
The Osborne Effect - A Case of Nokia (Research Paper)Ishan Parekh
This research paper examines the Osborne Effect using Nokia as a case study. The Osborne Effect refers to when a company announces a future product prematurely, it can negatively impact sales of the current product as customers wait for the new one. The paper provides background on the Osborne Effect and examples. It then discusses Nokia's partnership with Microsoft and declining market share. Primary survey data is collected to understand consumer perceptions of Nokia. The paper aims to analyze how the Osborne Effect impacted Nokia and the lessons learned for companies.
This document discusses an organization's integrated marketing communications plan. It identifies the organization's strengths as its strong brand equity, status as a publisher of comics, and film production cost advantages. The plan leverages the organization's brand and comic characters through advertisements across television, print, outdoor, and digital media. It aims to sustain growth by segmenting customers and capitalizing on opportunities while maintaining strengths against competitors.
Entrepreneurship Management - Adventure Training CenterIshan Parekh
This document summarizes a business plan for an adventure training center (ATC) that would provide training courses in various adventure activities. It outlines the opportunity for such a business due to growing interest in adventure sports. The ATC would have a unique facility and offer a wide range of courses taught by experienced instructors. Financial projections estimate revenues from course fees and assume initial losses that would be offset by an investment of $4 million. The management team has extensive experience in adventure training and business.
Energy Management - Biomass Based CogenerationIshan Parekh
This document provides an overview of 3 biomass-based cogeneration case studies in India:
1. Arvind Mills Cogeneration Plant - A 27MW plant in Gujarat that meets the company's power, heating and cooling needs through a biomass-fueled CHP system. It has a payback period of 4 years.
2. DSL, Himachal Pradesh - A 5MW biomass CHP plant that provides reliable steam and power for a textile manufacturing plant. It uses biomass from local sources.
3. Jemara, Odisha - A 20kg/hr biomass gasifier system that provides electricity to 115 households in a remote
Business Models in a Digital Economy - On Demand WebinarsIshan Parekh
This document outlines a group project for an online learning platform with 3 verticals: economy, technology, and interviews. It will host webinars on hot topics voted on by customers over a 7-day period. The value proposition is customer-centric co-creation where webinar topics are selected based on customer votes. The business model follows a value chain from research and development to customer service. A profit and loss statement projects revenues from subscriptions, sponsorships, and ads to exceed costs by FY2014-15, indicating the platform will break even with 10-15% annual growth.
Brand Management - Walt Disney (Case Study)Ishan Parekh
The document provides an overview of Walt Disney's brand management strategies. It discusses Disney's vision, mission, values and situational analysis. It then examines how Disney builds a strong brand through elements like perceptual positioning, brand awareness, image, logos, slogans and pop culture integration. The document also analyzes Disney's brand positioning strategies like strategic planning, marketing mix, competitive advantage and targeting of specific markets. It provides recommendations around balancing heritage with innovation, avoiding overexposure and structuring the corporate brand.
FMEA provides a structured approach to identify and prioritize potential failure modes in a process. It examines how process variables like materials, equipment, and environment can affect quality. A PFMEA helps assess risk, troubleshoot problems, guide improvements, and capture learning. It determines where to focus time and resources. Scoring with RPN prioritizes failure modes. Graphs and poka yokes help define and take corrective actions to ensure ongoing process control.
a presentation on the work done during the Management Internship Program done at Vitruvian Technologies, a company developing IT products directed at the Real Estate sector
Study of the Nokia - Microsoft Deal (Research Project)Ishan Parekh
The document analyzes the implications of Nokia's 2011 deal with Microsoft where it would use Windows Phone instead of its own operating systems. It aims to study how the deal affected Nokia's market share, sales, average selling price (ASP), and revenues over 2011. The hypothesis is that Nokia's loss in market share is directly associated with the deal signed with Microsoft. Data is presented showing Nokia's declining market share from 28% to 12%, sales from 29 million to 17 million, ASP from $146 to $116, and revenues from €4.3 billion to €2 billion from Q1 2011 to Q4 2011. The conclusion is that the deal has been the worst possible outcome for Nokia and its long-term future looks ble
Management of Technology - Service IndustryIshan Parekh
This document discusses technology management and the service industry. It defines technology management as using management disciplines to create competitive advantage through technology fundamentals. It lists typical technology management concepts like technology strategy, forecasting, and roadmapping. It also discusses key aspects of the service industry like its focus on intangible goods and customer interaction over transforming physical goods. Finally, it provides examples of how technology is used in hospitals to improve operations and in Walmart to integrate suppliers and provide real-time inventory data.
Intellectual Property Management - Case Study (Dummy Project)Ishan Parekh
Hindustan Unilever Limited registered a trademark in Mumbai for their new ice cream parlour concept under Class 30 and Category 8.1.18. The parlour will serve sundaes made with Unilever's patented cryogenically produced ice creams containing Ice Structuring Proteins and topped with freshly roasted fruits in balsamic vinegar and evaporated milk or syrups. Hindustan Unilever Limited is the Indian subsidiary of Unilever which produces foods, beverages, cleaning agents and personal care products.
The document discusses the Indian telecommunications industry and Finolex, an Indian manufacturer of telecom cables. Some key points:
- The Indian telecom industry has grown rapidly in recent years and is expected to reach 500 million subscribers by 2010. Finolex is a major player in the Indian optical fiber cable market with around 22-25% share.
- Finolex manufactures different types of optical fibers as well as electrical cables. It has a large distribution network and global customers.
- Financial ratios show Finolex has strong profitability, liquidity, and management efficiency. It uses market-oriented pricing and integrated marketing communications.
- Opportunities for the company include the growing fiber
The document discusses the implementation of ERP systems in the Indian automotive industry. It provides background on the size and growth of the industry. It then describes some key needs of the automotive industry that ERP systems can address, such as full traceability, quality management, inventory optimization, and integrated financials. Two company case studies are presented: Tata Motor's implementation of SAP, and Hero Honda's implementation of an SMS-based solution to provide real-time information to field staff. Both implementations helped improve operations and customer service.
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
3. The Government understands that ―CSR is at
heart a process of managing the cost and
benefits of business activity to both -
Internal stakeholders (employees, shareholders
investors)
External stakeholders (public governance
, community members)
4. Government of India conducted a limited review
and the main focus of the review was –
CSR policy
System of planning for CSR activities
System for fixation of targets for CSR activities.
Budget allocation and its utilization for CSR
activities.
Monitoring mechanism for implementation for
CSR activities.
5. The government has created a framework for
delivering CSR activities to fill the time – gap between
the growth and distribution.
The government has developed the Voluntary
Guidelines for CSR for India as well as for multi- and
trans-national and it can benefits for their overseas
production.
6. • Kendriya Vidyalaya schoolsEducation
• Seeds, fertilizer, farm equipments, warehousing, cold
chains, food processing and organic foods.
Agriculture
& Food
industry
• Send various documents/notices through electronic
mode.
• Audio visual electronic communication i.e video
conference
Go Green
• NICNET (1987)National Satellite-based Computer
Network
• Offered free hardware and software to the State
Governments.
E-
Governance
7. The CSR policy should normally cover the following core
elements:
1) Care for all stakeholders.
2) Ethical functioning.
3) Respect for workers rights and welfare.
4) Respect for environment.
8. 5) Activities for social and inclusive development.
6 ) Respect for human rights.
9. 1) Identification of projects, setting measurable physical
targets with timeframes, time schedule and monitoring.
2) allocate specific budgets for CSR activities
3) To share experiences and network with other
organizations.
4) Disseminate information on CSR policy and activities.
10. Govt Initiatives in drawing the rules and
regulations for CSR activities in Industrial Sector
11. Govt. of India has drawn more than 24 Acts
and Rules since the disastrous event of
Bhopal Gas Tragedy in 1984.
These Acts are important as part of
government initiative in order to protect the
environment from devastating events
The Govt. of India has also formed bodies or
organizations which keeps a check on the
environmental pollution
12. Drawn Immediately after the Bhopal Gas
Tragedy, 1984
The gases escaped from the unit caused
death of thousands of people
Apart from death of people, certain lethal
diseases also got genetically transmitted in
the families living nearby.
This enforced the government to draw
environment protection Acts and Rules so
that these incidents don‘t repeat again.
13. It mandates certain policies for every industry
to follow in order to protect the environment
surrounding it
Main agenda under this Act was
◦ To co-ordinate the activities of the various
regulatory agencies already in existence
◦ To appoint environment officers to check
environmental pollution
◦ To improve the quality of life by protection of
environment
◦ To protect the forest and wildlife in the country
14. Standards for emission or discharge of
environmental pollutants were drawn under
this Act
In order to protect environment from the
hazardous impact, government initiated
organizations are formed to enforce the
environmental reforms.
15. Basically drawn for industrial projects
It mandates waste disposal policies and
necessary standards for keeping a check on
environmental pollution
It mainly focused on providing legislations on
◦ Forest and wildlife protection
◦ Water protection laws
◦ Air protection laws
◦ General environmental laws
16. The products which fulfill the quality requirement
of a product standard are provided with a
―ECOMARK‖
The objectives of the scheme was
◦ To provide an incentive for manufacturers and importers
to reduce adverse environmental impact of their
products
◦ To reward genuine initiatives from the companies to
reduce the adverse environmental impacts
◦ To encourage citizens to purchase products which are
eco-friendly
◦ To improve the quality of environment and to encourage
optimum usage & management of resources
17. A steering committee
◦ Determines the product categories for coverage under
the scheme
◦ Formulate strategies for
promotion, implementation, future development, and
improvements in the working of the scheme
A technical committee (set up by CPCB)
◦ Identifies the product to be selected and individual
criteria of process to be implied
Bureau of Indian Standards
◦ To assess and certify the products
◦ Drawing of contracts with the manufacturers allowing
the use of label on payment of a fee
18. Inviting objections from the public within sixty
days from the date of publication of the said
notification, against the intention of the Central
Government to impose restrictions and
prohibitions on the expansion and modernization
of any activity or new projects being undertaken
in any part of India unless environmental
clearance has been accorded by the Central
Government or the State Government in
accordance with the procedure specified in that
notification
Ex- Navi Mumbai Airport project was halted due
to EIA report
19.
20. These rules apply to following hazardous
conditions
◦ Waste being disposed in water bodies or land
◦ Wastes arising out of the operation from the ships
◦ Radio-active wastes as covered under the
provisions
21. Under this CSR Act, government of India
prohibited the usage and handling of Azo
dyes
These dyes are mainly used in textile industry
for providing colors to the fabric
This dyes is carcinogenic in nature
Azo dye is also having a slow disintegration
rate and excess use can cause soil infertility
22. These rules apply to all persons who
generate, collect, receive, store, transport, treat,
dispose, or handle bio medical waste in any form.
It shall be the duty of every occupier of an
institution generating bio-medical waste which
includes a hospital, nursing
home, clinic, dispensary, veterinary
institution, animal house, pathological
laboratory, blood bank by whatever name called
to take all steps to ensure that such waste is
handled without any adverse effect to human
health and the environment.
25. TCCI – Tata council of community initiatives
Created in 1996
CII (Confederation of Indian Industry) had
approached Mr. J.R.D Tata and Mr. R.N Tata
for the same
Context was to see how Indian business
world respond to its responsibilities.
Tata's first decided to look into their own
group of companies first and design a
framework for them.
The significance of can be seen from the
involvement of the 2 senior directors
incharge of the project
26. Its not just setting up foundation or trust to
pursue philanthropic activities but to embed TCCI
into business.
The theoretical concept of CSR needs to be
integrated into day to day activity.
TCCI also helps in exploring strategies that can
lead to community development
The methodology adopted was not of forceful
pushing down of norms but building a consensus
among the companies and creating a passion for
inclusive growth.
27. It was never about finding solutions to the ills
but about creating sensitivity about them
and sharing ideas and expertise to find the
most feasible solution.
Over 28088 registered volunteers.
Some of the key changes brought are :-
28. Setting goals and indicators of human
development thus bridging gap between
everyday activity and overall growth.
Improve quality of life for all
All the efforts and stories are documented for
future reference and learning .
29. TCCI put together key perspectives and common
threads and brought out guidelines.
Companies enlisted their core competencies to find
imaginative and creative ways to meet society needs.
Example –
TCS led an initiative of adult literacy programme.
TCCI took this at group level to take it across 9 states
benefiting 1,11,265 people.
MBBS course of Maharashtra government has
included a course on learning disability for helping
children with learning disability.
30. TCCI encouraged all major companies to
uniformly adopt environmental management
system such as ISO 14000 series, the global
reporting initiatives, and SA 8000.
It had an impact on over 85% of companies
and 90% of employees.
31. This reinforces the belief that CSR is about
building livelihoods.
TCCI helped to reorient programmes to
encourage the creation of
microenterprises, self employment, and to
promote social entrepreneurship.
They did not help in providing eye
operations, etc but they helped in forming
SHG, increase income levels, provided
skills, etc.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
46.
47. Early forms of CSR were financial grants for
various causes
These were to indicate the virtues of the
company.
Few instances eg. BITS Pilani, the approach
was philantrophical.
48. Philanthropy ------> Stakeholder
Programs in alignment with their vision and
mission statement.
Main reasons for shifting were :
Confinement of investment.
Negligible Community participation
Low levels of accountability and transparency
issues in implementation phase
49. CSR Lite
CSR compliant
CSR strategic
CSR Integrated
Deep CSR
51. Companies aligning advertisement campaigns
with CSR programs
CSR to be initiated by employees of all levels.
CSR will be looked upon as a tool for
competitive advantage.
52.
53.
54. AOL Time Werner - $98.7 Bn
Enron - $11 Bn to shareholders, overestimated profits by
$500 Mn
Deutsche Telekom - $28 Bn
55. One of the 1st to debate question of corporate governance.
The largest companies opted for dual strategic leadership
pattern.
Cadbury code of 1992 was 1st code of governance.
1. The CEO and Chairman of companies should be separated.
2. Boards should have at least three non-executive
directors, two of whom should have no financial or personal
ties to executives.
3. Each board should have an audit committee composed of
non-executive directors.
56. Institutional investors controlled about 80 % of UK equity
market as of 31/12/2003
Revised Statements of Principles set by Institutional
Shareholders Committee (ISC) in 2002 & 2005
57. Association of British Insurers (ABI) issued its Disclosure
guidelines on Socially Responsible investment.
These update and replace the Socially Responsible
Investment (SRI) guidelines, launched by the ABI in
2001, which call on Boards of companies to confirm that they
have assessed and are managing environmental, social and
governance risks.
The changes to the guidelines highlight aspects of
responsibility reporting on which shareholders place
particular value.
They also take into account new EU and UK
legislation, including the Business Review.
58. Encourages oil, gas, & mining companies to
increase transparency over payments by companies to
governments for extracting valuable resources.
Countries rich in natural resources such as oil, gas, and
mining have tended to under-perform economically.
Higher incidence of conflict, & poor governance.
59. It is hoped that by encouraging greater transparency in
countries rich in these resources, some of the potential
negative impacts can be mitigated.
Benefits for implementing countries include an improved
investment climate by providing a clear signal to investors
and international financial institutions that the government is
committed to greater transparency.
EITI also assists in strengthening accountability and good
governance, as well as promoting greater economic and
political stability.
This, in turn, can contribute to the prevention of conflict
based around the oil, mining and gas sectors.
60. Companies earlier used to be skeptical about CSR.
Today there is a conscious effort to consider CSR in mainstream
activities.
Certain companies however practice CSR as a PR activity whilst
having no real contribution.
20 of the largest fund managers for UK pension industry & top 7
in the Charity sector are members of the UK Social Investment
Forum.
Such Coalitions in UK have resulted in emphasizing of many
social issues such as climate change, HIV/AIDS, supply chain
labor conditions.
61. Government must intervene the marketplace more.
Constant updates on CSR initiatives from all partners.
Inclusion of business ethics in curriculum of business schools
& universities.
62. 5,000 ‗red and yellow vans‘ on the road everyday.
The company acknowledged that its current business
model, based on fossil fuels, is far from sustainable.
63. The first phase of the company‘s approach to carbon
management has been developed in partnership with the
Carbon Trust.
evidence base was used within a facilitated workshop
presentation to the Express UK Sustainability Board to identify
and prioritize work streams going forward.
DHL Express UK‘s carbon impacts fall predominantly into two
areas: energy from buildings and the fleet/transport network.
A comprehensive carbon management plan was then
developed for the UK across each of the areas of impact and a
detailed calculation of the company‘s carbon footprint
undertaken
1. Premises: 28,463 CO2 tonnes;
2. Road transport: 104,883 CO2 tonnes;
3. Total emissions: 133,346 CO2 tonnes.
64. This approach also recognized the importance of gaining
employee ownership in implementing any carbon management
programmes.
Previous attempts at similar initiatives had been restricted by
either budgeting or resources and also by not necessarily taking
a holistic approach to the issue within and across the business.
Project plans per work stream were produced by the teams who
will be implementing them and these were presented by those
teams at the Sustainability Board where they were signed off.
Across the Fleet/Transport work streams, the company sees the
opportunity for innovation, especially in alternative fuels and
technology.
65. This program is seen as part of the company‘s corporate code
and core values. It also is seen as working across sustainable
development themes, i.e. linking environmental, social and
community – accepting where the company is in the
community and what steps it takes to address the impacts it
understands its business creates.
Suzanne Worrall, DHL Express UK‘s Corporate Responsibility
Manager explained, ―Through efficiency measures and
robust, innovative management, cutting carbon can translate
into cutting costs and real business benefits. If we can get
this right it will fundamentally affect the business model and
how we undertake our business and serve our customers‖
66. Emphasis on stakeholder theory
Sustainability
Corporate citizenship
Ethical and responsible leadership
Corporate governance
Acts
69. Closer understanding on managing ethical risks
Compliance to government laws and adherence
to corporate governance
Ethics training receiving much attention at
business leadership level
70. Integrity in all activities and conduct of the
leader
Companies promoting ethical business
practices
Consumers identifying with these companies
Companies publicizing general strategy of
CSR practices
72. Need
Promotion of Social Responsibility among
business organizations started because of the
business scams centering around accounting
frauds like
• Enron
• World Com
• Tyco
• Bhopal Gas Tragedy
and many more
73. Sarbanes-Oxley Act passed in 2002
Financial reporting, independent
audits, accounting services
Child Labour Deterrence Act
74. Gap in sharing of Best practices among
industries and regions.
Challenge of Global Sustainability.
Urgent need to promote through leadership.
Business organizations cannot avoid issues
related to morality and good governance.
75. According to the Economist,
―The simple solution is that the business should
concentrate on the sweet spot where initiatives
are good for both profits and welfare.‖
76.
77. ―At Microsoft, we have a passion for
technology. One of the best ways we can
serve our communities is by working with our
partners in the public and private sectors to
find ways technology can help solve some of
today‘s most pressing societal challenges.
The possibilities are really exciting and our
ambitions are big.‖
— Jean-Philippe
Courtois, President, Microsoft International
Editor's Notes
CPCB – central pollution control board
as a safeguard against frauds like Enron.It accomplishes quality and transparency in public companiesSafeguarding children against unfair exploitation.Children losing their job and be impoverished. Need to design CSR strategy carefully
Challenge need to be attended GSAnalyses issues of corruption & poverty wich create a gap betwn privileged and under privileged sections od society Encouragement of Holistic Growth, more than just making profits for shareholders