This document discusses the history and evolution of corporate social responsibility (CSR) in India. It outlines four phases:
1) Pre-1850s: CSR focused on charity and philanthropy through religious causes and aid during famines.
2) 1850s-1947: Industrial families established trusts for education and development under Gandhi's influence.
3) 1960-1980: The mixed economy model and public sector development emerged alongside increased regulation.
4) Post-1980: Globalization encouraged CSR integration into business strategies and compliance with international standards.
The Companies Act of 2013 now mandates companies over certain thresholds to spend 2% of profits annually on CSR activities. This document also outlines plans for Lions Club District
Samhita launched a landmark report on corporate social responsibility (CSR) supported by The Rockefeller Foundation. This study was conducted to ascertain the current state of play of CSR, key challenges and opportunities and the ‘calls-to- action’ that can make the vision of the Companies Act, 2013 a reality.
Corporate Social Responsibility is a concept which suggests that commercial corporations must fulfill their duty of providing care to the society. For more information on CSR please visit: http://www.thetrendisblue.com/article.cms/corporate-social-responsibility-and...
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Understanding Corporate Social Responsibility
Corporate Social responsibility (CSR) is the continuing commitment by businesses to integrate social and environmental concerns in their business operations. Changes in the global environment increasingly challenge businesses around the world to look beyond financial performance. It also challenges the business to integrate social and environmental concerns into their strategic management.
Cairn India is committed to conducting its operations in a socially and environmentally responsible manner. This commitment is fundamental to the long term success and focus on creating value and making a difference where Cairn India operates through various community development initiative in Rajasthan, Gujarat, Andhra Pradesh and Sri Lanka. Corporate Social Responsibility (CSR) is therefore an integral part of Cairn India’s business strategy. Cairn India’s success is guided by the CSR vision, which is encapsulated in the 3 Rs – Respect, Relationships and Responsibility.
Samhita launched a landmark report on corporate social responsibility (CSR) supported by The Rockefeller Foundation. This study was conducted to ascertain the current state of play of CSR, key challenges and opportunities and the ‘calls-to- action’ that can make the vision of the Companies Act, 2013 a reality.
Corporate Social Responsibility is a concept which suggests that commercial corporations must fulfill their duty of providing care to the society. For more information on CSR please visit: http://www.thetrendisblue.com/article.cms/corporate-social-responsibility-and...
Follow The Trend Is Blue on Twitter: http://twitter.com/#!/thetrendisblue
Like The Trend Is Blue on Facebook: http://www.facebook.com/TheTrendIsBlue
Connect The Trend Is Blue on Linkedin: http://www.linkedin.com/company/the-trend-is-blue-ltd
Understanding Corporate Social Responsibility
Corporate Social responsibility (CSR) is the continuing commitment by businesses to integrate social and environmental concerns in their business operations. Changes in the global environment increasingly challenge businesses around the world to look beyond financial performance. It also challenges the business to integrate social and environmental concerns into their strategic management.
Cairn India is committed to conducting its operations in a socially and environmentally responsible manner. This commitment is fundamental to the long term success and focus on creating value and making a difference where Cairn India operates through various community development initiative in Rajasthan, Gujarat, Andhra Pradesh and Sri Lanka. Corporate Social Responsibility (CSR) is therefore an integral part of Cairn India’s business strategy. Cairn India’s success is guided by the CSR vision, which is encapsulated in the 3 Rs – Respect, Relationships and Responsibility.
India's ancient wisdom, which is still relevant today, inspires people to work for the larger objective of the well-being of all stakeholders. For example, our Rushees, Munees and Saints preached us to serve the society. The idea of CSR first came up in 1953 when it became an academic topic in HR Bowen’s “Social Responsibilities of the Business”. Since then, there has been continuous debate on the concept and its implementation. Although the idea has been around for more than half a century, there is still no clear consensus over its definition. Post 1991, there is increasingly a receding role of the state in the economic and social sphere. An increasing acceptance of CSR by large number of corporate, post liberalization can thus be seen in the context of the larger role being consciously carved for the private sector in an economy which was earlier largely controlled and managed by the State. The corporate world is keen to exploit the opportunities that are being provided by the new economic outlook of the State. Today, 93% of the world’s largest 250 companies now publish annual corporate responsibility reports, almost 60% of which are independently audited.
CSR has a long history associated with it impacts on organizations behavior. CSR is originally considered an American and European concept. During the 1990s the idea of CSR became almost universally approved, also CSR was coupled with strategy literature and finally, in the 2000s.
In India as in the rest of the world there is a growing realization the capital markets and corporations are. After all, created by society and must therefore serve it, not merely profit from it. And those consumers and citizens campaigns can make all the difference.
For over 50 years, Hindalco has worked in the hinterlands of India to better the quality of life of the underprivileged sections of society. This study is undertaken to provide a systematic analysis of:
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.
C.S.R: CORPORATE SOCIAL RESPONSIBILITY - All that you Need to Know.Satyaki Chowdhury
This Presentation on CSR will give you the very core idea of what is CSR, how it evolved, what are it's applications, its effect on the aspect of Business & Some examples of CSR's Involvement in and outside India!!!!
Hope you will get a basic idea of CSR from the presentation.
Thank You.
A Report On Corporate Social Responsibility : The Tata GroupNavitha Pereira
A report highlighting the various corporate social responsibility initiatives taken by the Tata Group and their subsidiaries. Tata sustainability policy has also been mentioned.
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
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NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
3. EVOLUTION OF CSR IN INDA
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
4. 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 godowns and money
and thus securing an integral position in the society. With the arrival of
colonial rule in India from 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 but also driven by selfless and religious
motives but also influenced by caste groups and political objectives.
5. 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.
Mahatma 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 reforms which sought to abolish untouchability,
encourage empowerment of women and rural development.
6. 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.
7. 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 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 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
and labour and environmental standards in the developing countries,
Indian companies who export and produce goods for the developed
world need to pay a close attention to compliance with the
International Standards.
8. COMPANIES ACT 2013
The ministry of corporate affairs (MCA) has notified Section 135 and
Schedule VII of the Companies Act, 2013, which relate to corporate
social responsibility (CSR) that will be effective from April 1, as part of
the new Companies Act.
Under the new Companies Act, 2013, passed by Parliament in August
2013, profitable companies must spend every year at least 2 per cent
of their average net profit over the preceding three years on CSR
works.
This mandatory CSR-spend rule will apply from fiscal 2014-15 onwards.
Those companies that have a turnover of Rs. 1,000 crore or more or
net worth of Rs. 500 crore or more or net profit of Rs. 5 crore or more
will have to comply.
Ministry of Corporate Affairs , Government of India on(27 Feb 2014)
Notified the Companies (Corporate Social Responsibility Policy) Rules
2014 under the Section 135 of the new Companies Act 2013. All the
provisions of Section 135 of the Companies Act 2013 shall be bound by
the above rules.
9. Reverse Osmosis Water Purification is one of the best water purification
method invented till today. Reverse Osmosis is a process in which
dissolved inorganic solids (such as salts) are removed from a solution
(such as water). This is accomplished by household water pressure
pushing the tap water through a semi permeable membrane. The
membrane (which is about as thick as cellophane) allows only the
water to pass through, not the impurities or contaminates. These
impurities and contaminates are flushed down the drain.
By the above method polluted drinking water with high flouride, TDS,
Harmful Pathogens, Arsenic etc are converted into Portable safe
drinking water.
RO WATER PLANT
10.
11. RO WATER PLANT INSTALLATIONS IN
DISTRICT 316-C
District 316-C entered into a Agreement with M/s Tata Projects
Limited and M/s CVK Mind Source Consulting Services Ltd Bangalore
for setting up 100 RO water plants in the 5 revenue districts of Andhra
Pradesh i.e Adilabad, Karimnagar, Warangal, Ranga reddy and
Hyderabad.
The Modus Operandi
1. Responsibility of Lions clubs
• Clubs shall identify the location assessing the need.
• Clubs shall provide a room of 10x10 size
• Clubs shall provide the water source i.e Borewell, well, Municipal water
etc.
• Clubs shall provide electricity connection. Single phase for plants upto
a capacity of 1000 litres per hour.
• Clubs shall have to bear the expenditure of rent if it is a rented
premises, the electricity charges for pumping the water from the
source to the tank.
• Clubs to display the club name board outside and give publicity.
12. RESPONSIBILITY OF TATA PROJECTS
LIMITED
Testing the water sample and decide the plant to be set up.
Install the water purification unit.
Provide the technical know how.
Provide the internal piping between the raw water storage tank to the
purification unit.
Provide piping from product water plant to consumer point, including
ATW(Any time Water).
Providing training to the operator.
Maintenance and service for 1 and half year free and thereafter on
chargeable basis by way of AMC(Annual maintenance contract).
Guarantee ISI Certification for the plant.
13. RESPONSIBILTY OF MIND SOURCE
Collection of water sample for testing.
All statutory clearances if necessary.
Disposal arrangement for rejected water.
Site bush cleaning and fencing.
To maintain the plant for 7 years.
Enter into separate agreement with the site/room owner/club for
maintenance.
Indentify the operator and pay his salary.
Take care of distribution arrangement.
Provide product water cans.
Make cash collection arrangement including ATW(Any time water)
Maintenance of the unit regularly to provide uninturrepted supply.
To sell the water at the rate of Rs 3 for 20 litres to generate the
maintenance charges.
14. The average expenditure to be incurred by M/s Mind source for
maintenance of the plant per annum.
The cost of replacement of 3 filters every month. 1000x12=Rs12,000/-
The cost of replacement of Ozonisation filter once in a year
=Rs90,000/-
Salary of the Operator Rs 6000x12 =Rs72,000/-
Electricity charges Rs 6000pm i.e Rs 6000x12 =Rs72,000/-
All statutory payments Rs.12,000 p.a
All the above expenditures has to be met by Mind Source by selling the
water @ Rs.3/Rs.4, per 20 litres for a period of 7 years.
After 7 years the club will be at liberty to take appropriate decision
about the project.
AVERAGE EXPENDITURE