Project Report

(Submitted for the Degree of B.Com. Honours in Accounting & Finance

under the University of Calcutta)

Corporate Social Responsibility

Submitted By
Name of the student : Jyoti Ray
Registration no :047-1211-0902-17
Name of the college : Sivanath Sastri
College Roll no :1172

Supervised by
Name of the Supervisor: Prof. Soummya Banerjee
Name of the College: Shivnath Shastri
Annexure- IA

Supervisor's Certificate

This is certify that Miss Jyoti Ray a student of B.Com(Honours) in Accounting &
Finance of Shivnath Shastri has worked under my supervision and guidance for the
project work and prepared the report with the title Corporate Social Responsibility.

The project report, which he is submitting, is his genuine and original work to the
best of my knowledge.

Signature:
Place: Kolkata Name: Prof. Soummya Banerjee
Date: Name of the College: Shivnath Shastri
 Acknowledgement

This project is done with the help of different journals, websites and
magazines. My supervisor teacher Mr. Soummya Banerjee has also helped me a
lot in pointing out my mistakes and channelized me in a proper way. He directed
me about how to proceed with the data. I am highly obliged to him for his kind
support and instructions. I am also thankful to the companies whose secondary
data has served my purpose. I hope my project will give an idea about
CORPORATE SOCIAL RESPONSIBILITY.
 Table Of Content

Topics Page
no.
1. Introduction 5
1.1. Objectives 6
1.2. Methodology 6
1.3. Limitations 6
1.4. India as a host location for CSR policies 7

2. Conceptual Framework 7
2.1. Need for Corporate Social Responsibility 8
2.2. Corporate Social Responsibility Policies 10
2.3. Key Developments 11
2.4. External Standards and Other Developments 12
2.5. Benefits of Corporate Social Responsibility 15

3.Presentation of Data, Analysis and 19

Findings
3.1. Infosys 19
3.2 ITC 21

4. Conclusion and Recommendation 24

5. Bibliography 25
 1. INTRODUCTION

According to me CORPORATE SOCIAL RESPONSIBILITY (CSR) is

required in the firms to sustain in the long run of the business as business is just
only a part of the society and it has to work with the society only. Corporate
Social Responsibility is closely linked with the principles of sustainable
development. It focuses on the idea that a business has social obligations above
and beyond making profit.

1. Social responsibility becomes an integral part of the wealth creation process -

which if managed properly should enhance the competitiveness of business
and maximise the value of wealth creation to society.
2. When times get hard, there is the incentive to practice CSR more and better - if
it is a philanthropic exercise which is peripheral to the main business, it will
always be the first thing to go when push comes to shove.

Corporate Social Responsibility (CSR) is a concept that organisations have

an obligation to consider the interests of customers, employees, shareholders,
communities and ecological considerations in all aspects of their operations.
Enterprises should make decisions based not only on financial factors such as
profits or dividends but also based on the immediate and long-term social and
environmental consequences of their activities. It is an integrated combination
of policies, programs, education and practices which extend throughout a
corporation’s operations and into the communities in which they operate, about
how companies voluntarily manage the business processes to produce an overall
positive impact on the society.
1.1. Objectives
The objectives of this project are-
1. To study the need for corporate social responsibility ,CSR
mechanism and key developments which has been brought about by
Corporate Social Responsibility.
2. To exhaustively study the contributions made by the Indian
Companies towards the society as a part of Corporate Social
Responsibility activities.

1.2. Methodology

This project is done adopting the qualitative analysis method. It is based on

secondary data as it is not possible to collect primary data within short period of
time. I have accessed various websites, journals, books and magazines to collect
different types of data.

1.3. Limitations

The hindrances faced by me while doing the project-

1. Due to shortage of time primary data could not be collected.
2. Transparency and monitoring of stringent rules of Corporate Social
Responsibility will prevent companies from polluting the society in the
upcoming years.
3. Business sometimes prevent the auditor of the company to detect a fraud,
which actually creates a bad image in the name of accountants.
4. Proper data regarding how much companies are polluting and as to what
percentage of their profit they are spending for the society is not revealed.
1.4. India as a host location for CSR policies

India is an ideal location in which to study CSR policies of international

companies. It is a country with substantial international presence and
investments, which implies that there will be many companies who can, and are
willing to, engage in CSR activities. Furthermore, India still face challenges of
for example poverty alleviation and development, which implies that there are
possibilities for CSR initiatives to contribute to positive effects for, and
development of, the host community. A brief overview of the economic and
social background of India will provide a more detailed introduction to the
country context.

2.Conceptual Framework

In the contemporary debate on the modern corporation and its impact on

the economy, society and nation, the focus has shifted from growth with only
profitability to growth with sustainable development, which includes the
stakeholders. While there is considerable debate on the corporations' obligations
to civil society in the Western world, in the developing countries the debate is
sporadic; the present publication is an effort to initiate a nationwide discourse on
the concepts and practices of corporate social action in India. The book is divided
in two sections; section one contains papers, which analyze the conceptual
framework of Corporate Social Responsibility. The unique feature of this book is
the case studies on different aspects of CSR presented in section Two. The cases
focus on such segments as education, healthcare and environment, among others.
It is for the first time that under the aegis of UNDP-CII-AICTE-MDI the business
schools in the country participated in preparing cases from various industries
focusing on the process and decision making content implicit in the introduction,
implementation, and evaluation of various facets of Corporate Social
Responsibility. The cases are illustrative and they will help in identifying further
areas of research. The teaching notes have been developed by the individual
authors, and will be available on request.

Corporate social responsibility (CSR) and its action-oriented

offspring Corporate Citizenship (CC) currently trigger an intensifying
debate on ethics, role and behavior of companies within civil society. For
companies, CSR raises the question of what may be the “good reason(s)”
for acting responsible towards its members, customers or society. In order
to answer this question, we face the debate on CSR and its strategic
engagement drivers on the levels of corporate culture, social innovation,
and civil society. In this article, we provide a conceptual framework based
on the analytic distinction of legitimation and sense-making. It provides
measures and instruments to make complex CSR processes more visible
and manageable. To win loyalty in today's markets, companies have to
focus on building and maintaining customer loyalty. CSR has become a
useful tool, however, the relationship between CSR and customer
loyalty is largely unexplored.

2.1. Need for Corporate Social Responsibility-

CSR is pursued by business to balance their economic, environmental and
social objectivities while at the same time addressing stakeholder expectations
and enhancing shareholder value. Over the past decade, CSR has risen in global
prominent and importance. More companies than ever before are engaged in
serious efforts to define an integrate CSR into all aspects of their business, with
their experiences being strengthened by a growing body of evidence that csr has a
positive impact on business economic performance.
 CORPORATE SOCIAL REPONSIBILTY
_________________________________________________________
2
Economic Responsibilities Discretionary
Responsibilities

Legal Responsibilities Ethical Responsibilities

New voluntary CSR standards and performance measurement tools continue to

grow amidst the ongoing debate about whether and how to formalize legal CSR
requirements for companies. Stakeholders including shareholders, analysts,
regulators, activists, labour unions, employees, community organizations and the
news media are asking companies to be accountable not only for their own
performance but for the performance of their entire supply chain. This is taking
place against the backdrop of a complex global economy with continuing
economic, social and environmental imbalance. Corporate Governance scandals
such as those at WorldCom, Enron, Daewoo, etc. profoundly affected major
capital markets worldwide and placed issues such as ethics, accountability and
transparency firmly on the business, regulation and policy agenda. Additionally
issues such as peace, sustainable development, security, poverty alleviation,
environmental quality and human rights are having a profound effect and the
business environment. While CSR does not have a universal definition, many see
it as a way f integrating the economic, social and environmental necessity of
business activities.
 2.2. CSR policies-

Corporate Social Responsibility (CSR) refers to operating a business in a

manner that accounts for the social and environmental impact created by the
business. CSR means a commitment to developing policies that integrate
responsible practices into daily business operations and to reporting on progress
made towards implementing these practices.

Common CSR policies include:

Adoption of internal controls reform in the wake of Enron and other

accounting scandals;
Commitment teams that view employees and barring discrimination;
Management teams that view employees as assets rather than costs;
High performance workplaces that integrate the views of line employees
into decision-making processes;
Adoption of operating policies that exceeds compliance with social and
environmental laws;
Advanced resource productivity, focused on the use of natural resources in
a more productive, efficient and profitable fashion(such as recycled content
and product recycling); and
Taking responsibility for conditions under which goods are produced
directly or by contract employees domestically or abroad.
 2.3. Key Developments-

Several factors have converged over the last decade to shape the direction
of the SCSR domain;

Increased Stakeholder Activism: Corporate accounting

scandals have focused attention more than ever on companies’
commitment to ethical and socially responsible behavior. The
public and various stakeholders are increasingly seeking
assistance of the private sector to help with myriad complex
and pressing social and economic issues. Companies are
focusing on meaningfully engaging with their various
stakeholders.

Accountability Throughout the Value Chain: Over the past

several years, the CSR agenda has been characterized by the
expansion of boundaries of corporate accountability.
Stakeholders increasingly hold companies accountable for the
practices of their business partners throughout the entire value
chain with special focus on suppliers, environment, labour and
human rights practices.

Convergence of CSR and Governance Agenda: In the past

several years there has been a growing convergence of
corporate governance and CSR agenda. Most recently an
increasing number of corporate governance advocates have
begun to view companies’ management of a broad range of
CSR issues as a fiduciary responsibility alongside traditional
risk management. In addition more and more CSR activities
have begun to stress the importance of board and management
accountability, governance and decision-making structures as
imperative to the effective institutionalization of CSR.
 Growing Investor Pressure and Market: Based incentives:
CSR is now more and more part of the mainstream investment
scene. The last few years have seen the launch of several high-
profile socially and/or environmentally screened market
instruments. This activity is a testament to the fact that
mainstream investors increasingly view CSR as a strategic
business issue. Many socially responsible investors are using
the shareholder resolution process to pressure companies to
change policies and increase disclosure on a wide range of
CSR issues, including environmental responsibility, workplace
policies, community involvement, human rights practices,
ethical decision-making and corporate governance.

Advances in Information Technology: The rapid growth of

information technology has also served to sharpen the focus on
the link between business and corporate social responsibility.
Just as email, mobile phones and the internet speed the pace of
change and facilitate the growth of business, they also speed
the flow of information about a company’s CSR record.

2.4. External Standards and Other Developments-

The increased interest in CSR has been accompanied by substantial growth

in the number of external standards for business by governmental, non-
governmental, advocacy and other types of organisations. These various
standards are designed to support, measure, assists in implementation and
enhance accountability for corporate performance on CSR issues. While many of
the standards produced are based on a single issue, others like Social
Accountability 8000 address a range of CSR issues.

Various performance and reporting standards have been introduced. Some

are explained below-

The Global Reporting Initiative: It is a reporting standard established in

1997 with the mission of designing globally applicable guidelines for
preparing enterprise-level sustainability reports including both social and
environmental indicators. The GRI is convened by CERES(Coalition for
Environmentally Responsible Economies) incorporates the active participation
of corporations, non-governmental organizations, international organizations
United Nations agencies, consultants, accountancy organizations, business
associations, universities and other stakeholders from around the world. The
GRI first released its Sustainability Reporting Guidelines in 1999 and is now a
permanent, independent, international body with a multi-stakeholder
governance structure. An international network of thousands from business,
civil society, labor and professional institutions create the content of the
Reporting Framework in a consensus-seeking process.
AA1000: Launched in 1999, AA1000 based on John Elkington’s triple bottom
line (3BL) reporting is an accountability and performance by learning through
stakeholder engagement. The AA1000 Stakeholder Engagement Standard
(AA1000SES) is a generally applicable, open-source framework for
improving the quality of the design, implementation, assessment,
communication and assurance of stakeholder engagement. The AA1000
Assurance Standard was launched in 2003 as the world’s first sustainability
assurance standard and applies to the principles of Materiality, Completeness
and Responsiveness.
Social Accountability 8000: Globalisation of business, whilst providing
significant benefits to organisations, has brought new challenges and risks. As
supply chains become more complex, it is increasingly difficult to ensure
transparent management practices in practices in every market. Recently many
high profile multi-nationals like Nike have been implicated in scandals
involving the use of child labour, discriminatory work practices of enforced
labour within their supply chains. Consumer pressure, NGO scrutiny and the
media amongst others are all placing business under the microscope. SA 8000
is a comprehensive, global, verifiable performance standard for auditing and
certifying compliance with corporate responsibility. SA8000 is an
international standard for improving working conditions. This standard is
based on the principles of the international human rights norms as described in
International Labour Organisation conversations, the United Nations
Convention on the Rights of the Child and the Universal Declaration of
Human Rights. The requirements of this standard apply regardless of
geographic location, industry sector or company size.
United Nations Global Compact: The Global Compact is a voluntary
international corporate citizenship network initiated to support the
participation of both the private sector and other social actors to advance
responsible corporate citizenship and universal social and environmental
principles to meet the challenges of globalization. The UN Global Compact
was formally launched in September 2000. UN Secretary-General Kofi Annan
called on world business leaders to voluntarily “embrace and enact” a set of
nine principles in their individual corporate practices.
Organisation for Economic Cooperation and Development (OECD)
Guidelines for Multinational Enterprises: The guidelines were first
published in 1976 and updated most recently in June 2004. The guidelines are
recommendations addressed by governments to multinational enterprises and
are voluntary principles and standards, not legally enforceable. Governments
adhering to the Guidelines encourage the companies operating within the
countries to observe the guidelines wherever they operate.
Benchmarks for Measuring Business Performance: The Interfaith Centre
on Corporate Responsibility (ICCR) has published “Principles for Global
Corporate Responsibility” which is not a standard but a “collective distillation
of the issues of concern” for institutional investors developed by groups in the
U.S., Canada and the U.K. The ICCR is comprised of more than 275 religious
institutions that use their investments to promote social change. The principles
cover the entire spectrum of CSR issues, including workplace, community, the
environment, human rights, ethics, suppliers and consumers. The principles
are published as a reference tool that companies (and investors) can use to
benchmark or monitor their own policies or those of the companies in which
they invest.
The Caux Round Table (CRT): It promotes principled business leadership
and the belief that business has a crucial role in identifying and promoting
sustainable and equitable solutions to key global issues affecting the physical,
social and economic environments. The CRT has produced “Principles for
Business”, a document which seeks to express a worldwide standard for
ethical and responsible corporate behaviour for dialogue and express a
worldwide standard for ethical and responsible corporate behaviour for
dialogue and action by business and leaders worldwide. The principles include
the social impact of company operations on the local community, a respect for
rules and ethics, support for multilateral trade agreements that promote the
“judicious liberation of trade”, respect for the environment and “avoidance of
illicit operation”, including bribery, money laundering and other corrupt
practices.
The Global Sullivan Principles: Introduced in 1999, the Global Sullivan
Principles expand upon the original Sullivan Principles, which were
 developed by the late Reverend Leon H. Sullivan in 1977 as a voluntary code
of conduct for companies doing business in apartheid South Africa. According
to Rev. Sullivan, “The objectives of the Global Sullivan Principles are to
support economic, social and political justice by companies where they do
business; to support human rights and to encourage equal opportunity at all
levels of employment including racial and gender diversity on decision-
making committees and boards; to train and advance disadvantaged workers
for technical, supervisory and management opportunities; thereby helping to
improve the quality of life for communities, workers and children with dignity
and equality.”
Asian-Pacific Economic Cooperation (APEC) Business Code of Conduct:
APEC is known as the primary international organization for promoting open
trade and economic cooperation among 21 member countries. The Code,
issued as draft in 1999, is a standard that draws significantly on a variety of
other internationally recognized codes and standards. The drafting of the Code
was initiated by business leaders from companies operating in APEC
countries and is designed to supplement and support companies’ existing
codes of conduct. In addition to providing recommendations for specific “
company action” on a range of issues, the Code addresses policy
recommendations to APEC country governments.

2.5. Benefits of Corporate Social Responsibility-

Corporate Social Responsibility is the commitment of businesses to behave

ethically and to contribute to sustainable economic development by working with
all relevant stakeholders to improve their lives in ways that are good for business,
the sustainable development agenda and society at large. Social responsibility
becomes an integral part of the wealth creation process-which if managed
properly should enhance the competitiveness of business and maximise the value
of wealth creation in the society. There is a growing body of data, quantitative
and qualitative, that demonstrates many benefits of socially responsible corporate
performance.

The Iron Law of Responsibility: The institution of business exists only

because it performs invaluable services for society. Society gives business
its license to exist and this can be amended or revoked at any time if it
fails to live up to society’s expectations. Therefore, if a business intends to
 retain its existing social role and power, it must respond to society’s needs
constructively. This is known as the Iron Law of Responsibility. In the
long-run those who do not use power in a manner that society considers
responsible, will tend to lose it.
Achievement of Long Term Objectives: Businesses have been delegated
economic power and have access to productive resources of a community.
They are obliged to use those resources for the common good of society
which delegated these to them to generate more wealth for its betterment.
Technical and creative resources of a business if applied to social
problems can help in resolving them. A business organization, sensitive to
community needs would, in its own self-interest, like to have a better
community in which to conduct its business. To achieve that, it would
implement special programmes for social welfare. The resulting benefits
would be:
❖ Decrease in crime.
❖ Easier labour recruitment.
❖ Reduced employee turnover and absenteeism.
❖ Easier access to international capital, better conditions for
loans on international money markets.
❖ Dependable and preferred as supplier, exporter/importer,
retailer of responsibly manufactured components and
products.

A better society would produce a better environment in which the business

may gain long-term profit maximization.

Enhanced Brand Image and Reputation: Customers are drawn to

brands and companies with good reputations. A company considered
socially responsible can benefit both from its enhanced reputation
with the public as well as its reputation within the business
community, increasing a company’s ability to attract capital and
trading partners. Proactive CSR practices would lead to a favourable
public image resulting in various positive outcomes like consumer
and retailer loyalty, easier acceptance of new products and services,
niche market access and preferential allocation of investment funds.
Checks Government Regulation/Controls: Regulation and control
are costly to business, both in terms of energy and money and
restrict its flexibility of decision-making as failure of businessmen to
assume social responsibilities invites government to intervene and
regulate or control their activities. Businessmen have learnt that once
a government control is established, it is seldom removed even
though the warranting conditions change. If these are the facts, then
the prudent course for business is to understand the limit of its power
and to use that power responsibly, giving government no opportunity
to intervene. By their own socially responsible behaviour, they can
prevent government intervention.
Helps Minimize Ecological Damage: The effluents of many
businesses damage the surrounding environment. By their own
socially responsible behaviour, they can prevent government
intervention if they are proactive in recognizing their ecological
responsibility towards society. Companies recognize that a strategy
for corporate responsibility can play a valuable role not only in
meeting the challenges of globalization by mitigating risks
domestically and internationally, but also in providing benefits
beyond risk management.
Improved Financial Performance: Business and investment
communities have long debated whether there is real connection
between socially responsible business practices and positive
financial performance. In the last decade an increasing number of
studies have been conducted to examine this link. A DePaul
University study in 2002 showed that overall financial performance
of the 2001 Business Ethics Best Citizen companies was
significantly better than that of the remaining companies in the
Standard and Poor (S&P) 500 Index, based on the 2001 Business
Week ranking of total financial performance. The ranking was based
on eight statistical criteria, including total return, sales growth and
profit growth over the one-year and three-year periods, as well as net
profit margins and return on equity.
Reduced Operating Costs: Some CSR initiatives can reduce
operating costs dramatically. For example, many initiatives aimed at
improving environmental performance, such as reducing emissions
of gases that contribute to global climate change or reducing use of
agrochemicals also lower costs. Many recycling initiatives cut
waste-disposal costs and generate income by selling recycled
materials. In the human resources arena, flexible scheduling and
other work-life programs that result in reduced absenteeism and
increased retention of employees often save costs through increased
productivity and reduction of hiring and training costs.
Increased Sales and Customer Loyalty: A number of studies have
suggested a large and growing market for the products and services
of companies perceived to be socially responsible. While businesses
must first satisfy customers’ key buying criteria, such as price,
quality, availability, safety and convenience; studies also show a
growing desire to buy (or not buy) because of other values-based
criteria, such as “sweatshop-free” and “child-labour-free” clothing,
lower environmental impact and absence of genetically-modified
materials or ingredients.
Increased Productivity and Quality of Work Life: Efforts to
improve working conditions, lessen environmental impacts or
increase employee involvement in decision-making often lead to
increased productivity and reduced error rate in a company. For
example, companies that improve working conditions and labour
practices among their suppliers often experience a decrease in
merchandise that is defective or can’t be sold.
Increased Ability to Attract and Retain Employees: Companies
perceived to have strong CSR commitments often find it easier to
recruit and retain employees, resulting in a reduction in turnover and
associated recruitment and training costs. Even in difficult labour
markets, potential employees evaluate a company’s CSR
performance to determine whether it is right “fit”.
3. Presentation of Data, Analysis and Findings

3.1. Infosys
 Corporate social responsibility is securely rooted, Infosys shares the
organization CSR values with employees and promoting them to nature to
attribute of working for the better society .Infosys is initiated special awards for
employee rewards and recognition to individual contribution to social
responsibility.
Infosys CSR budget is based on the grants managed by a dedicated team at
Infosys Foundation, 26 full time members are working at Infosys the details of
granted amount. One percent of Infosys’ profit goes to the foundation, the
company strengthened its commitment to social causes like aiding the destitute
and the disadvantaged people.
(Currency in US $ Billions)

SOCIAL PROGRAMS 2007-08 2006-07 2005-06

INFOSYS
FOUNDATION 5 4 3
OTHER CSR
INITIATIVES 3 4 2
TOTAL 8 8 5

The above data shows the amount of money spent by Infosys for its
foundation and other CSR activities. It increased from 2005-06 to 2006-07, but
remained constant in the next financial year, 2006-07 to 2007-08.
About 15000 libraries established in schools across India since 2006, 3.72
million square feet of office space in TIER2 cities across India in the year 2007-
08 and 830000 government school children benefitted by free mid-day meal
initiative.
 In 1996, Infosys created the Infosys Foundation in the state of Karnataka,
operating in the areas of health care, social rehabilitation and rural uplift,
education, arts and culture. Since then, this foundation has spread to the Indian
states of Tamil Nadu, Andhra Pradesh, Maharashtra, Kerala, Orissa and Punjab.
The Infosys Foundation is healed by Mrs. Sudha Murthy, wife of chairman
Narayana Murthy.
Since 2004, Infosys has embarked on a series of initiatives to consolidate
and formalize its academic relationships worldwide under the umbrella of a
person called AcE- Academic Entente. Through case study writing, participation
in academic conferences and university events, research collaborations, hosting
study trips to Infosys Development Centres and running the Instep Global
Internship Programs, the company communicates with important stakeholders in
the academia.

3.2. ITC
 ITC's Agri Business Division, one of India's largest exporters of agricultural
commodities, has conceived e-Choupal as a more efficient supply chain aimed at
delivering value to its customers around the world on a sustainable basis.

e-Choupal

The e-Choupal model has been specifically designed to tackle the challenges
posed by the unique features of Indian agriculture, characterised by fragmented
farms, weak infrastructure and the involvement of numerous intermediaries,
among others.

'e-Choupal' also unshackles the potential of Indian farmer who has been
trapped in a vicious cycle of low risk taking ability > low investment > low
productivity > weak market orientation > low value addition > low margin > low
risk taking ability. This made him and Indian agribusiness sector globally
uncompetitive, despite rich & abundant natural resources.

Such a market-led business model can enhance the competitiveness of Indian

agriculture and trigger a virtuous cycle of higher productivity, higher incomes,
enlarged capacity for farmer risk management, larger investments and higher
quality and productivity.

Further, a growth in rural incomes will also unleash the latent demand for industrial
goods so necessary for the continued growth of the Indian economy. This will
create another virtuous cycle propelling the economy into a higher growth
trajectory. The network currently comprises 6500 e-choupals reaching out to more
than 4 million farmers in 40000villages in the states of Madhya Pradesh, Uttar
Pradesh , Haryana, Uttaranchal, Rajasthan, Maharashtra,Karnataka, Andhra
Pradesh, Tamil Nadu and Kerala.

Wasteland Development: Social Forestry

During 2008-09, 2392 hectares were brought under Social Forestry

Plantations, expanding the cumulative total to 14360 hectares. The social forestry
project today covers 34 mandals, 454 villages and 16061 poor households. ITC’s
social and farm forestry programmes have greened over 90000 hectares of land.

Integrated Agriculture Development

These interventions aim to improve farm productivity, contributing to

higher incomes, by promoting a package of efficient farm practices and
technologies. During 2008-09, 65 group irrigation projects and sprinkler sets
were installed, 550 composting units were constructed and 898 demonstration
plots were promoted covering 1750 farmers.
Economic Empowerment of Women

These programmes aim to create sustainable income opportunities for

women. Till 2008-09, 1296 active self-help groups (SHG) with 18032 members
had mobilized small savings of rupees one thirty five lacs. During the year, 6610
women have been gainfully employed either through micro-enterprises (931) or
as self-employed (5679) through income generation loans.

“Carbon Positive”-4th Year in a Row

ITC continued to enlarge its positive carbon footprint through significant

efforts in energy conservation, enhanced use of renewable energy resources and
large scale sequestration through farm and social forestry initiatives. Through a
rigorous process supported by benchmarking and stringent audits, specific energy
consumption reduced by 9.2 percent in the Bengaluru cigarette factory, 14.2
percent in Surya Nepal’s Simra factory, 2.9 percent in Tribeni Speciality Paper
unit, 7.6 percent in the Munger Packaging Unit, 6.3 percent in ITC Hotel Maurya,
4.1 percent in Windsor and by 6.1 percent in Sherrton Chola.

ITC “Water Positive”-7th Year in a Row

ITC units drew 32.7 million kilolitres of fresh water in 2008-09 (27.5 MKL
in 2007-08). Various units that achieve reduction in specific water consumption
were: Munger Packaging and Printing Unit-22.4 percet; Chirala Leaf Threshing
plant-9.6 percent; Cigarette Units at Bengaluru-14.3 percent; Kidderpore-16.6
percent and Saharanpur-23.4 percent; ITC Windsor-12.7 percent,Sheraton-16.8
percent and New Delhi-10.6 percent.

ITC continued to invest in rainwater harvesting potential in socially

relevant areas as well as at Company Premises. Total rainwater harvesting
potential so far created by the company is more than twice hew total water
consumed by its operations.
 4.Conclusion and Recommendation
While successfully completing this project, I have identified that Corporate
Social Responsibility drives for boosting up economic growth of any country. In
India, INFOSYS, ITC, and some other also are playing an anchor role to
contribute a part of their substantial profit to the stakeholders. No company in
this world contributes towards the society without keeping in mind the objective
of Profit Maximization. When a company contributes a part of their profit
towards the society, they also create a brand value of their own name.
 5.Bibliography
This project has been done with the help of different books, magazines,
journals and websites. My supervisor sir has also suggested some suggestions.
Summerising them the concept of Corporate Social Responsibility has been
highlighted.

• Bansal, P.; Roth, R. (2000). "Why Companies Go Green: A model of

Ecological Responsiveness".The Academy of Management Journal
• Bhattacharya, CB, Sankar Sen and Daniel Korschun (2011) Leveraging
Corporate Social Responsibility: The Stakeholder Route to Business and
Social Value, Cambridge University Press, Cambridge: UK.
• Bulkeley, H. (2001). "Governing Climate Change: The Politics and Risk
Society". Transactions of the Institute of British Geographers, New Series,
Vol.26, No.4, pp. 430–447.
• Brand Strategy (2007). "10 key things to know about CSR". London. pg.47.
• Catalyst Consortium (2002). "What is Corporate Social Responsibility?
• ITC's 100 glorious years". rediff.com. 24 August 2010. Retrieved 15
September 2013.
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