1INDEX Sr.No Chapter1 Chapter2 Topic Corporate social responsibility 1.1 Introduction 1.2 CSR Policy As Per Companies Act 2013 1.3 Core Elements 1.4 Implementation Guidance 1.5 Issues And Challenges 1.6 Cost Benefit Analysis 1.7 Triple Bottom Line 1.8 Brand Differentiation 1.9 CSR In India 1.10 CSR Strategies Focusing On Protection Rather Than Competitive Advantage Corporate Social Responsibility In Amul 2.1 Introduction Of Amul 2.2 History 2.3 Corporate Social Responsibility Held By Amul 2.4 CSR Sensitive Organization Structure 2.5 CSR Sensitive Business Philosophy 2.6 CSR Oriented To Distributors & Retailers 2.7 Earnings Of GCMMF 2.8 CSR Oriented To Staff 2.9 Blood Donation 2.10 Amul Relief Trust 2.11 Tree Plantation 2.12 Tribhuvandas Foundation 2.13 Rural Sanitation 2.14 Swarnajayanti Gram Swarozgar Yojana (SGSY) Conclusion Bibliography CORPORATE SOCIAL RESPONSIBILITY INTRODUCTION Page No 5-20 5 8 9 11 12 15 16 16 17 19 21-37 21 22 24 24 26 26 28 29 29 30 31 33 36 37 39 40 2 Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship or sustainable responsible business/ Responsible Business) is a form of corporate self-regulation integrated into a business model. CSR policy functions as a self-regulatory mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards and international norms. With some models, a firm's implementation of CSR goes beyond compliance and engages in "actions that appear to further some social good, beyond the interests of the firm and that which is required by law." CSR aims to embrace responsibility for corporate actions and to encourage a positive impact on the environment and stakeholders including consumers, employees, investors, communities, and others. The term "corporate social responsibility" became popular in the 1960s and has remained a term used indiscriminately by many to cover legal and moral responsibility more narrowly construed. Proponents argue that corporations increase long term profits by operating with a CSR perspective, while critics argue that CSR distracts from business' economic role. A 2000 study compared existing econometric studies of the relationship 3 between social and financial performance, concluding that the contradictory results of previous studies reporting positive, negative, and neutral financial impact, were due to flawed empirical analysis and claimed when the study is properly specified, CSR has a neutral impact on financial outcomes. Critics questioned the "lofty" and sometimes "unrealistic expectations" in CSR or that CSR is merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations. Political sociologists became interested in CSR in the context of theories of globalization, neoliberalism and late capitalism. Some sociologists viewed CSR as a form of capitalist legitimacy and in particular point out that what began as a social movement against uninhibited corporate power was transformed by corporations into a 'business model' and a 'risk management' device, often with questionable results. CSR is titled to aid an organization's mission as well as a guide to what the company stands for to its consumers. Business ethics is the part of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. ISO 26000 is the recognized international standard for CSR. Public sector organizations (the United Nations for example) adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to similar principles, but with no formal act of legislation. DEFINITIONS commercial and public expectations that society has of business.” “Operating a business in a manner that meets or exceeds the ethical.” CSR POLICY AS PER COMPANIES ACT 2013 . legal.4 “Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large. 5 CORE ELEMENTS The CSR Policy should normally cover following core elements: . They should provide all employees with access to training and development of necessary skills for career advancement. 5. suppliers. Respect for Human Rights: Companies should respect human rights for all and avoid complicity with human rights abuses by them or by third party. employees. Respect for Workers' Rights and Welfare: Companies should provide a workplace environment that is safe. society at large etc. and create value for all of them. 4. inform them of inherent risks and mitigate them where they occur. Respect for Environment: Companies should take measures to check and prevent pollution. should not employ child or forced labour and provide and maintain equality of opportunities without any discrimination on any grounds in recruitment and during employment. They should uphold the freedom of association and the effective recognition of the right to collective bargaining of labour. corrupt or anti-competitive. have an effective grievance redressal system.6 1. unfair. They should not engage in business practices that are abusive. customers. Care for all Stakeholders: The companies should respect the interests of. hygienic and humane and which upholds the dignity of employees. project affected people. manage and reduce waste. 3. Ethical functioning: Their governance systems should be underpinned by Ethics. 2. recycle. Transparency and Accountability. including shareholders. on an equal and nondiscriminatory basis. should manage natural . They should develop mechanism to actively engage with all stakeholders. and be responsive towards all stakeholders. health. cultural and social welfare etc. Activities for Social and Inclusive Development: Depending upon their core competency and business interest. 6. promoting efficient use of energy and environment friendly technologies. should proactively respond to the challenges of climate change by adopting cleaner production methods. IMPLEMENTATION GUIDANCE . companies should undertake activities for economic and social development of communities and geographical areas.7 resources in a sustainable manner and ensure optimal use of resources like land and water. These could include: education. particularly targeting at disadvantaged sections of society. skill building for livelihood of people. particularly in the vicinity of their operations. To share experiences and network with other organizations the company should engage with well established and recognized programmes/platforms which encourage responsible business practices and CSR activities. activities and progress in a structured manner to all their stakeholders and the public at large through their website. The companies should disseminate information on CSR policy. Companies should allocate specific amount in their budgets for CSR activities. annual reports. cost of planned CSR activities or any other suitable parameter. This would help companies to improve on their CSR strategies and effectively project the image of being socially responsible. Companies may partner with local authorities.8 The CSR policy of the business entity should provide for an implementation strategy which should include identification of projects/activities. Independent evaluation may also be undertaken for selected projects/activities from time to time. and other communication media. This amount may be related to profits after tax. setting measurable physical targets with timeframe. organizational mechanism and responsibilities. ISSUES & CHALLENGES . time schedules and monitoring. business associations and civil society/nongovernment organizations. They may evolve a system of need assessment and impact assessment while undertaking CSR activities in a particular area. They may influence the supply chain for CSR initiative and motivate employees for voluntary effort for social development. Increased Customer Interest: There is evidence that the ethical conduct of companies exerts a growing influence on the purchasing decisions of customers. They imagine that customer satisfaction is now only about price and service. communities. more than one in five consumers reported having either rewarded or punished companies based on their perceived social performance. Growing Investor Pressure: Investors are changing the way they assess companies' performance. there was more than$2 trillion worth of assets invested in portfolios that used screens linked to the environment and social responsibility. (More on socially . The Social Investment Forum reports that in the US in 1999. governments have relied on legislation and regulation to deliver social and environmental objectives in the business sector. suppliers. Shrinking government resources. investors. The change is named as social responsibility which is an opportunity for the business. In a recent survey by Environics International. Some of the drivers pushing business towards CSR include: The Shrinking Role of Government: In the past.9 Many companies think that corporate social responsibility is a peripheral issue for their business and customer satisfaction more important for them. Demands for Greater Disclosure: There is a growing demand for corporate disclosure from stakeholders. employees. has led to the exploration of voluntary and non-regulatory initiatives instead. including customers. coupled with a distrust of regulations. but they fail to point out on important changes that are taking place worldwide that could blow the business out of the water. A separate survey by Environics International revealed that more than a quarter of share-owning Americans took into account ethical considerations when buying and selling stocks. and activist organizations. and are making decisions based on criteria that include ethical concerns. A CSR project can begin in response to a crisis or adverse publicity that a company may suffer. This is largely attributableto the fact that there exists little or no knowledge about CSR within the local communities as no seriousefforts have been made to spread awareness about CSR and instil confidence in the local communitiesabout such initiatives. Some are introducing codes of conduct for their suppliers. The motive for launching CSR can vary between philanthropy or notions of corporate citizenship. Dr Ratnam said the concept of CSR had different meanings depending on the stakeholder and that depending on the specific situation of the enterprises expectations can also vary. over time. many companies are taking steps to ensure that their partners conduct themselves in a socially responsible manner. Lack of Community Participation in CSR Activities: There is a lack of interest of the localcommunity in participating and contributing to CSR activities of companies. The situation is further aggravated by a lack of communication between thecompany and the community at the grassroots. and seeking out employers whose philosophies and operating practices match their own principles. In India. companies are being forced to improve working conditions. the expectations of the public has grown enormously with demands focusing on poverty alleviation. .10 responsible investment can be found in the 'Banking and investment' section of the site. Supplier Relations: As stakeholders are becoming increasingly interested in business affairs. fighting inequality or forcing companies to take affirmative action.) Competitive Labour Markets: Employees are increasingly looking beyond paychecks and benefits. In order to hire and retain skilled employees. tackling unemployment. to ensure that other companies' policies or practices do not tarnish their reputation. which is a key to thesuccess of any CSR initiative at the local level. impact assessment and utilization of funds.11 Need to Build Local Capacities: There is a need for capacity building of the local non-governmentalorganizations as there is serious dearth of trained and efficient organizations that can effectivelycontribute to the ongoing CSR activities initiated by companies. This reported lack of transparency negativelyimpacts the process of trust building between companies and local communities. This seriously compromises scaling upof CSR initiatives and subsequently limits the scope of such activities. COST-BENEFIT ANALYSIS .audit issues. This also builds the case for investing in local communities by wayof building their capacities to undertake development projects at local levels. Issues of Transparency: Lack of transparency is one of the key issues brought forth by the survey. Non-availability of Well Organized Non-governmental Organizations: It is also reported that thereis non-availability of well organized nongovernmental organizations in remote and rural areas that canassess and identify real needs of the community and work along with companies to ensure successfulimplementation of CSR activities.There is an expression by the companies that there exists lack of transparency on the part of the localimplementing agencies as they do not make adequate efforts to disclose information on their programs. They concluded that managers can determine the appropriate level of investment in CSR by conducting cost benefit analysis in the same way that they analyze other investments. Reinhardt (1998) found that a firm engaging in a CSR-based strategy could only sustain an abnormal return if it could prevent competitors from imitating its strategy. However. TRIPLE BOTTOM LINE . McWilliams and Siegel (2001) examined CSR activities and attributes as a differentiation strategy. rare (R). According to Barney (1990) "formulation of the RBV. This imperfect mobility can produce competitive advantages for firms that acquire immobile resources. should competitors imitate such a strategy. RBV presumes that firms are bundles of heterogeneous resources and capabilities that are imperfectly mobile across firms. Firms that choose CSR for strategic financial gain are also acting responsibly.12 In competitive markets cost-benefit analysis of CSR initiatives." A firm introducing a CSRbased strategy might only sustain high returns on their investment if their CSRbased strategy could not be copied (I). sustainable competitive advantage requires that resources be valuable (V). inimitable (I) and non-substitutable (S). can be examined using a Resource-Based View (RBV). that might increase overall social benefits. However.. The Co-operative Group.g. "Planet" refers to sustainable environmental practices. This measure was claimed to help some companies be more conscious of their social and moral responsibilities. Some companies use their commitment to CSR as their primary positioning tool. critics claim that it is selective and substitutes a company's perspective for that of the community. helping them sustain a competitive advantage by using their social contributions as another form of advertising. including the cost of the capital (unlike accounting definitions of profit). BRAND DIFFERENTIATION CSR can help build customer loyalty based on distinctive ethical values. Profit is the economic value created by the organization after deducting the cost of all inputs. "People" refers to fair labour practices. The Body Shop and American Apparel. . Another criticism is about the absence of a standard auditing procedure. Some companies use CSR methodologies as a strategic tactic to gain public support for their presence in global markets. also known as the triple bottom line form one way to evaluate CSR. planet and profit". the community and region where the business operates.13 "People. e. defending attacks and increasing business competitiveness. many other organizations have been doing their part for the society. The basic objective of CSR in these days is to maximize the company's overall impact on the society and stakeholders. Companies have specialised CSR teams that formulate policies. CSR programs ranges from community development to development in education. For example. Provision of improved medical and sanitation facilities. have been involved in serving the community. to name a few. and empowering the villagers and in process making them more selfreliant by providing vocational training and a knowledge of business operations are . A growing number of corporates feel that CSR is not just another form of indirect expense but is important for protecting the goodwill and reputation. CSR policies. Maruti Suzuki India Limited. a more comprehensive method of development is adopted by some corporations such as Bharat Petroleum Corporation Limited. The programs are put into practice by the employees who are crucial to this process. corporates like the Tata Group. environment and healthcare etc. These programs are often determined by social philosophy which have clear objectives and are well defined and are aligned with the mainstream business. Ever since their inception. practices and programs are being comprehensively integrated by an increasing number of companies throughout their business operations and processes.and Indian Oil Corporation. building schools and houses. strategies and goals for their CSR programs and set aside budgets to fund them. the Aditya Birla Group.14 CSR IN INDIA CSR is not a new concept in India. Through donations and charity events. Partnerships between companies. CSR has gone through many phases in India. The ability to make a significant difference in the society and improve the overall quality of life has clearly been proven by the corporates. NGOs and the government should be facilitated so that a combination of their skills such as expertise. manpower and money to initiate extensive social change will put the socio-economic development of India on a fast track. Also. strategic thinking. Many of the companies are helping other peoples by providing them good standard of living. .15 the facilities that these corporations focus on. corporates increasingly join hands with non-governmental organizations (NGOs) and use their expertise in devising programs which address wider social problems. Not one but all corporates should try and bring about a change in the current social situation in India in order to have an effective and lasting solution to the social woes . Managing regulations. An Article On Corporate Social Responsibility In India: Putting Social-Economic Development on a Fast Track by Ramya Sathish mentioned that many CSR initiatives are executed by corporate in partnership with Non-governmental organizations (NGOs) who are well versed in working with the local communities and are experts in tackling specific social problems.In order to leverage its CSR/sustainability strategy for competitive advantage. social accountability and stakeholder engagement. corporate have clearly exhibited their ability to make a significant difference in the society and improve the overall quality of life. In the current social situation in India. risk and legitimacy (license to operate) is also reflected in the main capabilities emphasized by the respondents: ethical behavior. These two capabilities are building sustainable business models that will lead to future sustained competitive advantage. CSR has come a long way in India. strategic thinking. manpower and money to facilitate . it is difficult for one single entity to bring about change. clothing. an NGO that works for the betterment of the poor and the needy throughout India. where they provide food.16 CSR STRATEGIES FOCUSING ON PROTECTION RATHER THAN COMPETITIVE ADVANTAGE A CSR strategy that is focused on avoiding regulatory liability and maintaining a license to operate in the current business will neither lead to current competitive advantage nor an imagination of future business models. Together. SAP India in partnership with Hope Foundation. they also started The SAP Labs Center of HOPE in Bangalore.has been working on short and long-term rebuilding initiatives for the tsunami victims. medical care and education. From responsive activities to sustainable initiatives. For example. shelter. an organization needs the advanced capabilities of organizational learning and sustainable innovation. as the scale is enormous. a home for street children. Corporate have the expertise. 17 extensive social change. Yet. A phenomenon that has preceded the coining of the term ‘CSR’. authors mentioned Spirituality and Corporate Social Responsibility have had a deep-rooted connection in India. before we present India’s case. An Article On Trust And Corporate Social Responsibility: Lessons from India. India can proudly flaunt a head start in this arena. the link between the ‘karma’ as espoused by sacred Indian texts and initiatives anchoring corporate as responsible citizens has been amply evident in India since the early days. This is widely divergent from the perspective of corporate social responsibility in Western economies as reflected in the observation by Arthur Page. While the global spotlight today focuses on debates on corporate trust. let’s briefly scan some recent happenings.” Viewed from this perspective. followed by health (67. vice president of public relations at AT&T for around 20 years and former advisor to the US President: “… all business in a democratic country begins with public permission and exists by public approval …. Education is the most preferred area of CSR for Indian companies. with 85% of the companies surveyed engaged in it. worldwide. . particularly in the US.5 per cent) and rural development and livelihoods (57. NGOs and the government will place India’s social development on a faster track.5 %). Effective partnerships between corporate. public relations professionals are the custodians of trust for the corporate world. that led to an erosion of trust in Corporate Inc. founder-chairman of the GCMMF for more than 30 years (1973–2006).18 CORPORATE SOCIAL RESPONSIBILITY IN AMUL INTRODUCTION OF AMUL Amul is an Indian dairy cooperative. based at Anand in the state of Gujarat. Dr Verghese Kurien. . which made the country the world's largest producer of milk and milk products. the Gujarat Cooperative Milk Marketing Federation Ltd. The word AMUL is derived from the Sanskrit word Amulya. is credited with the success of Amul. which today is jointly owned by 3 million milk producers in Gujarat. meaning rare. In the process Amul became the largest food brand in India and has ventured into markets overseas. The co-operative was initially referred to as Anand Milk Federation Union Limited hence the name AMUL. Amul spurred India's White Revolution. it is a brand managed by a cooperative body. India. valuable. Formed in 1946. (GCMMF). led to the first modern dairy of the cooperative at Anand. in the small city distances to deliver milk. at most. Kurien's brother-in-law K. the milk farmers of the area went on a strike which led to the setting up of the cooperative to collect and process milk. the farmers of Kaira approached Sardar Vallabhbhai Patel under the leadership of local farmer leader Tribhuvandas K. with Kurien's help. to Polson. which would compete against established players in the market. Moreover. In 1946. the government had given monopoly rights to Polson to collect milk from mikka and supply it to Bombay city.19 HISTORY Amul the co-operative registered on 1 December 1946 as a response to the exploitation of marginal milk producers by traders or agents of the only existing dairy. as most producers were marginal farmers who could deliver.M. which often went sour in summer. the Polson dairy. Dalaya's innovation of making skim milk powder from buffalo milk (for the first time in the world) and a little later. Philip sensitized Kurien to the needs of attending to the finer points of marketing. Angered by the unfair trade practices. He advised them to form a cooperative and supply milk directly to the Bombay Milk Scheme instead of Polson (who did the same but gave them low prices). 1–2 litres of milk per day. Dalaya. He sent Morarji Desai to organise the farmers. Patel. including the creation and popularization of a brand. The prices of milk were arbitrarily determined. The cooperative was further developed and managed by Dr. Cooperatives were formed for each village. Milk collection was decentralized.M.Verghese Kurien with H. too. making it on a commercial scale. This led to the . a chemist who worked in the dairy laboratory suggested Amul. transferred it to GCMMF. Punjab Agricultural University Ludhiana). A milk pasteurization system at the Research Centre of Punjab Agricultural University (PAU) Ludhiana was then formed under the guidance of Kashyap. it was awarded the "Best of all" Rajiv Gandhi National Quality Award. which came from the Sanskrit word "amulya". . Bondurant (visiting faculty) and Dr Feryll (former student of Dr Verghese Kurien). The Kaira Union.To combine forces and expand the market while saving on advertising and avoid competing against each other. Dr. Bheemsen. In a brainstorming session. which had the brand name Amul with it since 1955. In 1999. five unions in other districts – Mehsana." The trio's (T. was set up in 1973. Madan Mohan Kashyap (faculty Agricultural and Engineering Department. Adding to the success. Sabarkantha and Surat – were set up. an apex marketing body of these district cooperatives. Shivdayal Pathak (ex-director of the Sardar Patel Renewable Energy Research Institute) in the 1960s. Kurien and Dalaya's) success at the cooperative's dairy soon spread to Anand's neighbourhood in Gujarat. Banaskantha. Baroda. Patel. K.20 search for an attractive brand name. which means "priceless" and "denoted and symbolised the pride of swadeshi production. the GCMMF. Dr. Within a short span. visited the Amul factory in Gujarat as a research team headed by Dr. the consumer.000 co-operatives in villages of Gujarat.the Gujarat Co-operative Milk Marketing Federation (GCMMF) .21 CORPORATE SOCIAL RESPONSIBILITY HELD BY AMUL Corporate social responsibility (CSR) has been defined as the ―commitment of business to contribute to sustainable economic development working with employees. the civil society. But AMUL has shown the way. the supplier. Indeed. managing the co-operative through a democratically elected 9-member managing committee. the worker. of which. a very tough task. and doing business by purchasing milk from members and selling it to the district level co-operative. The first tier is the co-operative society at the village. and society at large to improve their quality of life. To meet with the CSR it is expected that a business in its entire procurementproduction-processing-marketing chain should focus on human development involving the producer. The second tier is the district co-operative that processes milk into milk products. milk producers are voluntary members. CSR-SENSITIVE ORGANISATIONAL STRUCTURE AMUL is a three tier co-operative organisation. and the environment. There are more than 11. their families. Third tier is the state level co-operative . the local community. in ways that are both good for business and good for development. Most businesses would certainly flounder in not being able to achieve at least one or many of those expectations. There are 12 district co-operatives each being managed by a 15-member board elected by the college comprising the nominated representatives or chairmen of the village co-operatives. markets locally and sells surplus to the state co-operative for national and international marketing. 22 responsible for national and international marketing of milk and milk products produced and sold to it.000 rural workmen in more than 11. 10. 35. communicators and performers. Since men are the basis for achieving the CSR. reliable. The GCMMF is managed by the boar democratically elected by and from amongst the chairmen of the district co-operatives. 750 marketing professionals. Every function involves human intervention: 23.60 lakh primary milk producers.000 workers in 15 dairy plants. credible.400 village societies. The GCMMF is sensitive towards CSR.500 salesmen in distribution network and 600.000 salesmen in retail network. the GCMMF lays emphasis on their development into competent. 12. responsive . The entire three-tier structure with the GCMMF at its apex. Accumulation of human capital is sine qua non for the development and growth of any enterprise or economy. It believes that technology and capital are replicable inputs but not the human capital. courteous. is a unique institution because it encompasses the entire chain from production of raw material to reaching the consumer with the end product. Amul Yatra. Invariably the price paid to the memberproducers in Gujarat is higher by 15 per cent than the national average. CSR-ORIENTATION TO DISTRIBUTORS & RETAILERS The GCMMF has identified the distributors and retailers are its important link in its vendor supply chain. to provide quality products to consumers as value for money. The GCMMF has developed and trained all its distributors through Value-MissionStrategy Workshops. to serve the interests of milk producers and second. computerisation. and electronic commerce activities. The GCMMF realised that it was a corporate social responsibility to strengthen the core business processes of its distributors so as to keep them in mainstream business and compete with those with formal training in management. Through surveys the GCMMF found that 90% of the distributors do not get any opportunity of exposure to latest management practices. competence building. village and the ecological balance is fulfilled. Competency Building Module of the GCMMF is meant to infuse professional selling skills by making the distributors and their salesmen aware of latest sales management tools . The milk producers are paid for their milk in accordance with market forces and realisation of value for their produce. Amul Quality Circle meetings.23 CSR-SENSITIVE BUSINESS PHILOSOPHY The first step towards discharging the CSR is the business philosophy of the GCMMF. Evolution of an organisational system has ensured that the corporate social responsibility towards the primary milk producers. It is two-fold: one. Under Amul Yatra the distributors and their salesmen are taken on a visit to Anand. the practices adopted for clean milk production. They feel proud that they are participants in development of rural society and thus in nation building. enhance their knowledge of products. . their upkeep. they are discharging a social responsibility towards a large number of poor farmers whose livelihood depends upon their skill and integrity. The visit leaves an everlasting impression on their minds that by selling AMUL products. international standards of hygiene and quality. During this visit they are shown dairy plants. positioning and segmentation strategies for various products. Through one to one talk with the farmers. and above all the cooperative philosophy.24 and techniques. the distributors and salesmen realise AMUL is a large business of small farmers. Discharge of this responsibility is reflected in the manner in which the GCMMF conducts its business and shares its earnings. the amount between the interim price and the final price. To fulfill its corporate social responsibility towards its milk producers and co-operatives the GCMMF works on razor thin profits and retention of funds.31 crore. Before the GCMMF closes its financial accounts the co-operatives are paid ‘price difference‘.947 crore. True! Every business organisation follows the same principle. Further out of the net profit of Rs 7.is the first mission of the GCMMF. The milk from the village co-operatives is purchased at an interim price.25%. Rs 4 crore was given as share dividend to the co-operatives. The net profit (PADT) of the GCMMF during 2003-04 was Rs 7. But the GCMMF follows it with the central interest of the producers. the final price is declared higher than the interim price being paid. During the fiscal.25 EARNINGS OF GCMMF Nurturing its primary members .31 crore against a turnover of Rs 2. a meagre 0. So as to maximise the earnings of the milk producers the GCMMF changes the product profile during the fiscal and directs its sales and marketing activities towards those products that would bring in maximum returns. as the GCMMF finds that from its earnings it is possible to pay more to the producers for milk. Thus profit of the GCMMF is very low. .the milk producers . Similarly camps are organized in Amul dairy campus wherein employees and their family members join in donating blood. . be responsive to customer requirements. It has developed in-house modules for training and competence building to improve and upgrade of their knowledge. They are recognised for their contribution (Climate Survey) CSR-AMUL WAY.26 CSR-ORIENTED TO STAFF The GCMMF hires and trains people to take advantage over its competitors. Amul has made a trend in donating blood to the society. Blood donation camps are organized regularly in rural areas through village dairy co-operative societies. and communicate clearly for trouble shooting of problems. encourage and initiate humanitarian services to minimize. The structure of salary and perquisites is altogether different. alleviate and prevent human suffering at all times to contribute for “humanity to peace”. In addition. friendly. and considerate to the customer. Amul organizes donation of blood on emergency. They are expected to be courteous. The first and foremost the staff must get satisfaction from the job they. communication skills to understand the customer. Towards this objective Amul initiated blood donation campaign since 1987. BLOOD DONATION Amul in association with the Indian red cross society aim to inspire. respectful. To improve the credibility and trustworthiness of the managers it is important they perform consistently and accurately every time and at all times. The Trust reconstructed 6 schools damaged by the above earthquake at a cost of Rs.9) hit Gujarat on 26th January 2001. A school reconstructed by Amul Relief Trust in the earthquake affected Toda Village in Mundra Taluka of Gujarat. Four of these schools started re-functioning from the last two academic sessions and the other two schools from the current session. A school reconstructed by Amul Relief Trust in the earthquake affected Kathada Village in Mandvi Taluka of Gujarat. A school reconstructed by Amul Relief Trust in the earthquake affected Ratadia Village in Mundra Taluka of Gujarat. A school reconstructed by Amul Relief Trust in the earthquake affected Nana Asalia Village in Mundra Taluka of Gujarat. A school reconstructed by Amul Relief Trust in the earthquake affected Devpar Village in Mandvi Taluka of Gujarat. tens of thousands were injured. . 41. The epicenter of the quake was located in Kutch district. hundreds of thousands were rendered homeless and damage of billions of Rupees was done.27 AMUL RELIEF TRUST A devastating earthquake (Richter scale – 7. GCMMF formed a specific organization named "Amul Relief Trust" (ART) under the Chairmanship of Dr. It caused death of thousands of people. 50 Millions for reconstruction of the school buildings damaged in the 2001 earthquake in the Kutch area. Kurien in 2001 with a donation of Rs.1 millions in Kutch area. V. A school reconstructed by Amul Relief Trust in the earthquake affected Moti Bhadai Village in Mandvi Taluka of Gujarat. 98 lakhs trees. The state level apex body of dairy farmers in Gujarat gave a serious thought in this direction and discovered a novel idea for giving back to nature. making India green and thereby reducing the effects of global warming.To put this idea in to the practice a design team constituting of representatives of member unions were formed. Then the idea was communicated to farmer members and they all welcomed it and enthusiastically agreed to implement the idea. the design . The most striking feature of these entire programmes was that it has been initiated by milk producer members of the dairy cooperatives.28 TREE PLANTATION Green Gujarat Tree Plantation Campaign By Milk Producers Of Dairy Cooperatives Amul Co-ops plant more than 311. The idea was "one member one tree" plantation on our 60th Independence day . For smooth implementation of the idea. The milk producers of Gujarat Dairy Cooperatives are conducting mass tree plantation drive every year on Independence Day for last five years. due to intensive agriculture and dairying various natural resources are getting consumed at faster pace in Gujarat state of India.15th August 2007. Over the years. The team accepted the idea by heart and immediately decided to spread it among farmer members of village dairy cooperative societies. The unique fact about the programme was that the milk producer members took up the oath to protect tree saplings till it survives and grows into tree.98 lakhs trees). Milk Producer members of Gujarat Dairy Cooperatives.better known as AMUL have been celebrating the nation's Independence Day in a novel manner by planting lakhs of saplings across Gujarat and have taken up an ambitious plan to save the environment by planting trees. In last five years (2007 to 2011) the milk producers have planted around 311. They have taken necessary care to ensure that this sapling survives and they also reported regarding the survival to village level coordinator and district milk unions after five months.9 lakh trees were planted on 15th August 2007. etc. Through various communication media farmer members were made aware of benefits of tree plantation and tree plantation activity schedule. after the flag hoisting ceremony. . Execution teams were formed at district union level to give final shape and put the plan in action. The entire plantation activity was coordinated at all the three tiers of Anand pattern at village. In this way. 18.29 team chalked out the road map for various activities. the Village Dairy Cooperative Societies of Gujarat as a mark of respect for our nation decided to conduct such event on every Independence Day and accepted 15th August (Independence Day) as a "Green Revolution Day by Afforestation to Protect Mother Earth from Pollution. on Farm bunds. Various awareness materials were prepared. On 15th August. Climate change and Global Warming". near their home. This was just the beginning. district and state level dairy cooperatives. each member took an oath to plant saplings and ensure that they grew in to trees. 2007. Village level coordinators were identified and they were trained to streamline activity of tree plantation. Then individually they planted sapling on their own at their identified locations like their farm. Henceforth. Inspired by the great success of round the clock health care services to the livestock of dairy farmers of Kaira. It is headquartered at Anand with sub-centers spread over the district Anand and Kheda. the Founder Chairman of Amul felt the need of such a service to the rural populace too as he could learn and experience the afflictions brought to them by absence of medical services in rural villages of Kaira. neonatal and infant care . Nutritional rehabilitation centers for undernourished children and vulnerable . Antenatal.postnatal care. Treatment of tuberculosis and anaemia . The Foundation derives its uniqueness from the fact that it is a need-based programme for villagers and is run by the villagers themselves. Apart from providing primary treatment for various common ailments. for his life time service to them. Triple Vaccine. Kurien also played an active role in this set up. It fulfills the basic health care needs of the villages. Immunization through vaccination – BCG. The Foundation has a dedicated Team of Medical Officers. Polio. Nurses. Tetanus. the Foundation is also actively involved in promoting preventive health practices. on July 1975. to set up this Foundation. Dais (Traditional Birth Attendants) and Village Health Workers to provide the following services: Treatment of common ailments. Anti rabies at subsidised rate. Dr V. Administrative staff. Measles.30 TRIBHUVANDAS FOUNDATION Tribhuvandas Foundation is an Integrated Rural Health & Development Programme of Amul. It was registered as a Charitable Trust under the Public Trust Act 1950. Shri Tribhuvandas Patel. He donated the prize money of his Ramon Magsaysay Award and the fund he received from kaira farmers on his retirement. The Safe Delivery Kit is supplied to various health centres of the government of Gujarat The success of the initiative has been manifested by drastic fall in neonatal tetanus. and infant mortality. Education and counseling on reversible and permanent methods of family planning. The Foundation has pioneered in large scale implementation of the concept of ‘Safe Delivery Kit’ in India ensuring a hygienic and safe delivery of pregnant mother. neonatal. and maternal. breast feeding. The Foundation in partnership with Government of Gujarat.31 mothers. tuberculosis. Distribution of contraceptive tablets and condoms through regular camps. Building partnership with government for family planning programmes in rural areas. detection camp and treatment at Shri Krishna Hospital. in groups and at the Dairy Co-operative Societies Centres with confidence. growth monitoring. It also provides continuous training and retraining to Village Health Workers who are chosen from villages with the help of the Dairy Co-operative Societies. Balwadis (Day Care Centres) for pre-school play and learning activities for children of three to five years. Laparoscopic TL and minilap operations. health education sessions and referral of critical cases to secondary and tertiary care centers. insertion of Copper-T (IUD). pregnancy and the delivery period. and Tubectomy. . has made ‘Safe Delivery Kits’ accessible to inhabitants of remote rural interiors who had been unable to access such services from state or private agencies. Identification of suspected cases of cancer and referrals . new born care and care of the weak child. waterborne disease. malaria. This enables the Village Health Workers to carry out health education and primary health care from door-to-door. Cancer awareness programme. Training is also imparted on other topics as the need arises. know your body. Karamsad. common disease of childhood. The training focuses on primary health care. Tribhuvandas Foundation has become one of Asia’s largest community healthcare service providers covering more than 700 villages. the Foundation has helped in performing 2000 surgeries free of cost for the vision impaired patients.32 In association with Sankara Eye Hospital. . The efforts on to organise camps for detection and improvement of vision of the rural people. Anklav and Anand talukas of Anand District and Balasinor and Virpur talukas of Kheda District for a period of one year from 20092010. The Foundation still strives to extend its services to as much villages as possible. The Foundation has been identified by Government of Gujarat providing training inputs to members of Village Health and Sanitation Committees of Village Panchayats of all the villages of Umreth. 500 per unit.4600 for BPL/APL families.100 per month deducted from his/her bill. Amul has prepared a model low-cost toilet block that costs Rs.11.4300 returnable in four years’ time. Amul will provide its members an interest free loan worth Rs. The Dairy with the support of District Rural Development Agency (DRDA) will provide interest free loans to its milk producers in Anand and Kheda districts to set up ‘pucca’ toilet blocks.33 RURAL SANITATION CAMPS Amul Dairy has launched a novel scheme for total rural sanitation and set a target for itself whereby not a single milk producer will attend to nature’s call in the open.4500 and Rs. . which will not only help women milk producers avoid embarrassment but will also ensure hygiene. A member can pay up this loan by getting Rs. While DRDA will support this initiative through subsidy ranging between Rs. The mission is not just about bringing a cultural change by imbibing good habits among milk producers but also targeted towards encouraging hygienic practices in the milk supply chain. As part of this . helping them in selection of key activities.34 SWARNJAYANTI GRAM SWAROZGAR YOJANA (SGSY) Amul in its continued endeavor to improve the socio-economic conditions of rural people extended its expertise in implementation of the Swarnjayanti Gram Swarozgar Yojana (SGSY) of The Government of India (Ministry of Rural Development) on their Special Project on “Improving Socio-economic Conditions of BPL Families of Kheda District through Animal Husbandry and Dairying” – DAIRYING AS A TOOL FOR POVERTY ALLEVIATION. The basic objective of the programme is to bring below poverty line families above poverty line by providing them in generating assets to become self-employed.755 beneficiaries to whom milch animals were distributed in the District of Kheda and stood as guarantor for the bank loans. building infrastructure. It is a holistic self-employment programme as it supports all facets of selfemployment like organizing them into Self Help Groups. banks. The purchase of assets is facilitated through a mix of government subsidy and bank credit. and providing them marketing support. The programme is implemented through District Rural Development Agencies (DRDAs) with active involvement of Panchayati Raj Institutions. The Swarnjayanti Gram Swarozagar Yojana is a holistic self-employment programme for the rural poor of India. Amul has covered under this programme more than 8. line departments of the Government and development institutions. providing them appropriate training and exposure. building their capacities. These beneficiaries were then given membership of dairy cooperatives in order to bring these poor households into mainstream economy by transforming dairying into active income-generation enterprises. introducing them to new technology. distribution of chaff cutters and stainless steel cans. development of green fodder plots.35 programme 12. 56 bore wells were dug. A Mobile Diagnostic Laboratory has also been put in operation to provide effective health services along with round the clock service of veterinary doctors. More than 50 mobile Artificial Insemination units are pressed in operation for these farmers to deliver services at the doorstep. To provide ground water availability. This initiative has considerably helped in improving the socioeconomic conditions and quality of life of a large number of BPL families.647 women and men were trained in dairy husbandry in addition to construction of number of cattle sheds. . If a company chooses to follow the way of CSR. Thus companies consider the interests of society by taking responsibility for the impact of their activities on customers. which should be the joint efforts of corporates. Such concerted efforts can expectedly produce the desired results. communities and other stakeholders. employees shareholders. The groundwork is essential. suspicious recipient. This implies that the corporate units function in such a way that their CSR activities in all likelihood actually reach out to the beneficiaries –the society in general. obstructive unwilling. It would be useless to even try to initiate action where the response generated would be negative. since an unresponsive. it will integrate ethical concerns in its activities and in its interaction with all the stakeholders. This is seen to extend beyond the statutory obligation to comply with legislation as organizations are voluntarily taking further steps to improve the quality of life for employees and their families as well as for the local community and society at large. that is the government. . in this case the society.36 CONCLUSION Corporate Social Responsibility (CSR) is about how companies manage the business processes to produce an overall positive impact on society. will actually deter all efforts directed towards development and cause unnecessary delay and confusion. suppliers. as well as the environment. Providing employment and spreading literacy will actually see the commencement of CSR. non-governmental organisations and definitely the monitoring authority. This is why prior to corporate social responsibility lies the work of preparing the society for the same. com .co.wikipedia.google.in/search?q=csr+companies+act+2013 http://en.org/wiki/Amul http://www.amuldairy.amuldairy.com/index.37 BIBLIOGRAPHY http://en.php/csr-initiatives www.wikipedia.org/wiki/Corporate_social_responsibility https://www.