R)

SUMMER TRAINING REPORT ON
Study on Corporate Social Responsibility and its current trends in India
Submitted for the partial fulfillment of the requirements for the award of the degree
Masters OF Business Administration
Under the Supervision of

Mr. Nishant Didar Singh
(Manager, Public Sector Advisory)
Submitted by: PRACHI VARSHNEY
17MBAA08
DEPARTMENT OF BUSINESS ADMINISTRATION
ALIGARH MUSLIM UNIVERSITY
ALIGARH
Declaration
I, PRACHI VARSHNEY, hereby declare that I have carried out summer internship in Grant
Thornton India LLP, Gurgaon, Haryana for two months starting from 4th June’ 2018 till 3rd
august’ 2018 on the topic Study on Corporate Social Responsibility and its current trends
in India.
I further declare that this project is my original work and no part of this report has been
published or submitted to anybody or university for award of any other degree or diploma.
Date: 3 August, 2018
Place: Gurgaon, Haryana
Prachi Varshney
i
Acknowledgement
The internship opportunity I had with Grant Thornton India LLP was a great chance for learning
and professional development. Therefore, I consider myself as a very lucky individual as I was
provided with an opportunity to be a part of it. I am also grateful for having a chance to meet so
many wonderful people and professionals who led me though this internship period.
Bearing in mind previous I am using this opportunity to express my deepest gratitude and special
thanks to Mr. Nishant Didar Singh, Manager, Grant Thornton India LLP who in spite of being
extraordinarily busy with her/his duties, took time out to hear, guide and keep me on the correct
path and allowing me to carry out my project at their esteemed organization and extending
during the training.
It is my radiant sentiment to place on record my best regards, deepest sense of gratitude to Mr.
Kunal Sood, Partner, Grant Thornton India LLP; Abhinav Puri, Associate Director, Grant
Thornton India LLP; Mr. Paras Sahni, Assistant Manager, Grant Thornton India LLP for their
careful and precious guidance which were extremely valuable for my study both theoretically
and practically.
I also wish to pay my gratitude to Prof. Parvaiz Talib and Dr. Asif Akhter, Department of
Business Administration, AMU, Aligarh for helping me to get into such a big organization for
my summer internship and for their valuable guidance and support during the internship
I perceive as this opportunity as a big milestone in my career development. I will strive to use
gained skills and knowledge in the best possible way, and will continue to work on their
improvement, in order to attain desired career objectives. Hope to continue cooperation with all
of you in the future,
Prachi Varshney
ii
Executive Summary
The internship report on Study on Corporate Social Responsibility and its current trends in India:
A Look from Grant Thornton India LLP as required by the Supervisor Mr. Nishant Didar Singh,
Manager, Public Sector Advisory, to provide advisory services to biggest client i.e Government
of India. The objectives of the study are to study & to analyze the Corporate Social
Responsibility investments trends in India and around the world and also identifying improving
areas in its compliance to finally give some useful recommendations for achieving the objective
of the study.
This report is divided into seven chapters. The first chapter of this study deals with the company
profile that presents the working of the company. In order to understand the Corporate Social
responsibility and its trends in Year 2014-15, Year 2015-16 and Year 2016-17 on which the
study is carried on, the second chapter of the study deals with some theoretical concept about
what actually Corporate Social Responsibility means, how it evaluated in India and all over the
world. Further it discusses the overview of Corporate Social Responsibility and current
obligations of corporates under the same. The third chapter is about the research methodology
followed while performing the research and what were the objectives, scope, methods of data
collection, duration and limitation of the study.
The fourth chapter is about main findings of the study that what trends top companies in terms of
revenue in India follow while performing Corporate Social Responsibility and what changes are
noticeable in their spending from Year 2014-15 till Year 2015-16 in respect of development
sector wise, further founded that which company among top companies prevails in which
development sector namely Education Sector, Environmental Sustainability Sector, Health Care
Sector and Other Sector. Findings are also made on how company’s structure of investment in
Corporate Social Responsibility changes from Year 2014-15 to Year 2015-16. Some case studies
regarding best practices followed by big corporates around the world and what incentives have
been provided in different countries against Corporate Social Responsibility spending for
motivation of corporates.
iii
Chapter fifth is about conclusions and interpretations about the study, which states the scenarios
of Corporate Social Responsibility spending in Year 2014-15, Year 2015-16 and Year 2016-17.
It was concluded that what were the top reasons for underspend and zero spend of Corporate
Social Responsibility by companies in India. Some recommendations of the study
are: Microloans; Institutional Investing; Blended Finance Task Force; Green Bonds or Green
Finance; Mandatory Climate Investments and Tax Benefits which could be taken to improve
Corporate Social Responsibility compliance and incentivizing large corporates on Corporate
Social Responsibility investments in government of India schemes and programs.
iv
Table of Contents
Certificate ....................................................................................................
Declaration ................................................................................................. i
Acknowledgement ..................................................................................... ii
Executive Summary .................................................................................iii
Chapter 1- About the company ................................................................. 1
Chapter 2- Corporate Social Responsibility............................................ 18
Chapter 3- Research Methodology.......................................................... 39
Chapter 4- Findings ................................................................................. 42
Chapter 5- Conclusions & Interpretations ............................................. 66
Chapter 6- Recommendations ................................................................. 71
Chapter 7- Bibliography .......................................................................... 74
Annexures ............................................................................................... 76
v
CHAPTER 1 -
ABOUT THE COMPANY
1
Grant Thornton International Ltd (GTIL) is a private company limited by guarantee,
incorporated in England and Wales. It is an umbrella organization that does not provide services
to clients. Services are delivered by Grant Thornton member firms around the world. Member
firms generally do not share any common ownership or control but all member firms share both a
common global strategy and a common global culture. Each member firm is a separate legal
entity. Membership in the global organization does not make any firm responsible for the
services or activities of other member firms. Member firms carry the Grant Thornton name,
either exclusively or as part of their national practice names. All major accounting organizations
are organized similarly as independent firms within a network and not one global partnership or
company. Grant Thornton is one of the world’s leading organizations of independent assurance,
tax and advisory firms. These firms help dynamic organizations unlock their potential for growth
by providing meaningful, forward-looking advice. Proactive teams, led by approachable partners,
use insights, experience and instinct to understand complex issues for privately owned, publicly
listed and public sector clients and help them to find solutions. More than 47,000 Grant Thornton
people across over 130 countries, are focused on making a difference to the clients, colleagues
and the communities in which we live and work.
Grant Thornton member firms service international work through their local International
Business Centres—located in 40 major commercial centres throughout the world.
2
Grant Thornton International Ltd carries out an annual global research project: the International
Business Report,[11] which surveys the views and expectations of over 11,500 privately held
businesses across 40 economies.
1.1 Grant Thornton India LLP

Grant Thornton in India is one of the largest assurance, tax, and advisory firms in India. With
over 3,000 professional staff across 14 offices, the firm provides robust compliance services and
growth navigation solutions on complex business and financial matters through focused practice
groups. The firm has extensive experience across a range of industries, market segments, and
geographical corridors. It is on a fast-track to becoming the best growth advisor to dynamic
3
Indian businesses with global ambitions. With shorter decision-making chains, more senior
personnel involvement, and empowered client service teams, the firm is able to operate in a
coordinated way and respond with agility. Over the years, Grant Thornton in India has developed
a host of specialist services such as Corporate Finance, Governance, Risk & Operations, and
Forensic & Investigation. The firm’s strong Subject Matter Expertise (SME) focus not only
enhances the reach but also helps deliver bespoke solutions tailored to the needs of its clients.
Fig 1.1.1
4
1.2 Vision and Values:
Our ambition is to drive global growth by serving dynamic organizations and unlocking the
potential of our clients and our people. Attracting, retaining and inspiring the best people is at the
heart of our people and culture strategy and requires an environment in which our employees
understand how their contribution makes a difference every day. Our global CLEARR values
underpin everything we do and serve as a declaration of who we intend to be and how we intend
to achieve our ambition.
Fig 1.2.1
1.3 Ambition:
Our ambition is to be the #1 full-service professional service provider for dynamic organizations.
A world-class player that distinguishes itself in its daily service provision: solid, flexible,
engaged and results-driven. With pragmatic, leading and above all effective solutions for our
clients as a result.
5
1.4 Missions:
• A commitment to achieving 100% customer satisfaction in all of our service lines.
• A commitment to going beyond the call of duty by providing clients with true solutions
as opposed to mere processes.
• A commitment to maintaining a work environment that encourages teamwork among

employees and across service lines to provide multidisciplinary solutions to our clients.
• A commitment to being the employer of choice for dynamic professionals.
• A commitment to promoting a healthy work-life balance so that our employees and their
families can pursue their goals and dreams both inside and outside of the office.
• A commitment to being a good corporate citizen and bettering the communities in which
we live and work.
1.5 History of Grant Thornton:

In 1924, 26-year-old Alexander Richardson Grant founded Alexander Grant & Co. in Chicago.
Grant, who had been a senior accountant with Ernst & Ernst (now Ernst & Young), chose to
leave the comfort of an established company to pursue his plan for public accounting. Alexander
Grant was committed to providing services to mid-sized companies, a commitment the firm still
holds today.
Despite the untimely passing of Grant in 1938, Alexander Grant & Co. continued to grow
nationally under the guidance of several dynamic and innovative chief executive officers. The
1950s and early 1960s were a time of both explosive growth and centralization for the firm. The
national office in Chicago was established and net revenue exceeded $5 million in 1961.
During the mid-1960s, the firm’s leadership decided it was the ideal time to expand
internationally. In 1969, with Wallace E. Olson at the helm, Alexander Grant & Co. joined with
firms from Australia, Canada and the United Kingdom to establish the organization of Alexander
Grant Tansley Witt. This organization operated successfully for 10 years.
6
By 1980, Alexander Grant & Co. joined with 49 other accounting firms, including Thornton
Baker in the UK, a firm with similar qualities, clients, personnel numbers and values, to form a
global organization, Grant Thornton International. Following its merger with Denver-based Fox
& Co. in 1985, Alexander Grant & Co. became the ninth largest accounting firm in the United
States, behind that era’s cadre of “Big Eight” firms.
In 1986, Alexander Grant & Co. changed its name to Grant Thornton, reflecting its affiliation
with the United Kingdom firm Thornton Baker, which also changed its name to Grant Thornton.
Today, Grant Thornton LLP is the U.S. member firm of Grant Thornton International Ltd, one of
the world’s leading organizations of independent audit, tax and advisory firms. These firms help
dynamic organizations unlock their potential for growth by providing meaningful, forward-
looking advice. Proactive teams, led by approachable partners in these firms, use insights,
experience and instinct to understand complex issues faced by privately owned, publicly listed
and public sector clients and help them to find solutions. More than 42,000 Grant Thornton
people, across more than 120 countries, are focused on making a difference to clients, colleagues
and the communities in which we live and work.
1.6 Leaders of Grant Thornton:

GLOBAL LEADER - ASSURANCE, QUALITY & RISK - Antony Nettleton
GLOBAL LEADER - OPERATIONS & PROJECTS - David Peneycad
GLOBAL LEADER - NETWORK CAPABILITIES - Francesca Lagerberg
OFFICE OF THE CEO - Hilary East
GLOBAL LEADER - SERVICE LINES & INDUSTRIES - Jason Ramey
GLOBAL LEADER – LEADERSHIP, PEOPLE AND CULTURE - Kim Schmidt
GLOBAL LEADER - MARKETS & CLIENTS - Paul English
CEO - Peter Bodin
CEO OF GRANT THORNTON INDIA - Vishesh C Chandiok
7
1.7 How Grant Thornton is different
Fig 1.7.1
1.8 Services provided:

1.8.1 Advisory:
At Grant Thornton, we offer a comprehensive range of advisory services to help you achieve
your goals. We help you create, transform and protect value. From finding ways to finance
growth to understanding how to manage risk and regulation; from identifying opportunities to
optimize operations, to getting the best from talent, our global network provides the expert
support you need to thrive in a fast-changing world.
8
Diagram 1.8.1.1
No. of Advisory Services:
• Business consulting services

• Business process solutions
• Business risk services
• Cybersecurity
• Forensic and investigation services
• Mergers and acquisitions
• Recovery and reorganization
• Transactional advisory services
• Valuations
1.8.2 Assurance:
International audits require common sense as well as technical expertise.
We have more than 18,000 people committed to delivering best-in-class assurance services in
more than 130 countries.
Our teams can provide you with innovative assurance services in:
• financial statement audits

• financial statement compilations
• financial statement reviews
9
• IFRS conversions
• reporting on controls at service organizations
We approach each audit with sharp thought, straight talk and common sense. In addition to
verifying that financial results are fairly presented and meet applicable professional standards,
we provide observations and insight into the real performance of your business.
We have a dedicated quality monitoring program that focuses on the six elements of
International Standard on Quality Control (ISQC) 1. Under this program, we review the audit
quality of all our member firms and provide feedback on the design, implementation and
operation of their assurance practice quality control.
This rigorous approach helps make sure we deliver consistent, quality services for our clients
worldwide over the longer term.
We use one audit methodology globally, which means we can offer you consistent, high quality
services wherever you are in the world.
Our audit methodology, Horizon, features a partner-led process that focuses our audit efforts on
those areas of your financial statements that represent the greatest risk.
Horizon also features integrated quality-control processes, including policies and procedures for
engagement quality-control review. The Horizon methodology is supported by the Voyager
suite: an integrated set of six proprietary software tools.
We continuously evaluate our audit methodology and software applications and provide updated
versions annually.
1.8.3 Tax:
Whether you’re a medium-sized dynamic business or a multinational company, we offer one-to-

one access to senior tax people across the globe. Our teams listen closely to your needs and
respond quickly with insightful solutions.
10
As a major global accounting organization, we can provide the benefits of working with a
respected global organization but we still maintain an in-depth local knowledge of the countries
in which we operate.
Across our global organization of more than 130-member firms, our people work towards a
common goal – setting Grant Thornton apart from the crowd through rigor and technical
excellence.
As well as having skills and experience in tax consulting and compliance, our teams can support
you in the following areas:
• corporate and business tax

• direct international tax
• global mobility services
• indirect international tax
• private client services
• tax policy
• transfer pricing.
1.8.4 Outsourcing:
At Grant Thornton, outsourcing represents more than US$250 million of our business. Whatever
the size of your organization or wherever you are in the world, we apply both reason and instinct
to make sure your business is running as effectively as possible. With more than 1,000 people
working across outsourcing services worldwide, our teams deliver seamless
and coordinated solutions globally.
When it comes to outsourcing, we don’t believe in off-the-shelf solutions. We listen carefully to

your business needs and deliver comprehensive, efficient and confidential services.
As an internationally respected organization with a presence in more than 130 countries, we can
bring our experience to any cross-border transaction. But we haven’t lost the local touch and can
11
also act on a national and regional basis. This means you’ll get the best of both worlds: a global
name at a local level.
At Grant Thornton, we offer clear and practical support across the following areas:
• Bookkeeping and financial accounting

• Tax compliance
• Payroll
• Human resource consulting
• Compilation of financial statements
• Business process outsourcing/processing and consulting.
1.9 Focus sectors:

Grant Thornton has extensive experience across many industries and businesses of differing
sizes. The firm runs focused practice groups in the following market segments, sectors and
corridors:
Fig 1.9.1
The firm has extensive experience across a range of industries, market segments, and
geographical corridors. It is on a fast-track to becoming the best growth advisor to dynamic
12
Indian businesses with global ambitions. With shorter decision-making chains, more senior
personnel involvement, and empowered client service teams, the firm is able to operate in a
coordinated way and respond with agility.
Over the years, Grant Thornton in India has added lateral talent across service lines and has
developed a host of specialist services such as Industrial Infrastructure & Cluster Development,
Corporate Finance, Governance, Risk & Operations, and Forensic & Investigation. The firm's
strong Subject Matter Expertise (SME) focus not only enhances the reach but also helps deliver
bespoke solutions tailored to the needs of its clients. The Cluster Development SME has ongoing
engagements with central ministries (Ministry of Food Processing Industries, DIPP, Ministry of
Textiles, Department of Chemicals and Petrochemicals), Industries departments / SIDCs of state
Governments (Andhra Pradesh, Telangana, Punjab, Haryana, Jammu and Kashmir, Tamil Nadu,
Madhya Pradesh, etc.) and private sector cluster stakeholders (BMOs, BDS providers, large
anchor firms, etc.). The team is assisting more than 100 cluster development initiatives across the
country.
Grant Thornton has aligned with Government of India for the World Class Infrastructure,
doubling of Farmers Income, Make in India, Skill India, Digital India and Enhancing Outcomes
of Public Investment
Fig 1.9.2
13
Fig 1.9.3
1.10 Grant Thornton experience in assisting Central, State

Governments and NITI Aayog:
Fig 1.10.1
14
Apart from significant experience in industrial infrastructure development Grant Thornton is also providing
a range of services in the domains of urban infrastructure, e-governance, social sector development etc.
1.11 Grant Thornton Rating history for last three years:
Table 1.11.1
Current Rating Chronology of Rating History for
(FY2019) the past 3 years
Date & Rating
S.No Instrument Type Amount Amount May Apr Date and Date and Date and
Rated Outstanding 2018 2018 rating in rating in rating in
(Rs. (Rs. crore) FY 2017 FY 2017 FY 2017
crore)
JAN NOV 2015 JUL
2017 2015
Fund based - Long Term 19.50 [ICRA]A [ICRA]A [ICRA]A [ICRA]A+ [ICRA]A
Working (Stable) (Stable) (Stable) (Stable) (Stable)
Capital
Facilities
Non-fund based Long Term 10.0 [ICRA]A [ICRA]A [ICRA]A

- BG (Stable) (Stable) (Stable)
- -
15
1.12 Key Financial Indicators of Grant Thornton:
Table 1.12.1
FY2016 FY2017
Operating Income (Rs. crore) 155.5 178.9
PAT (Rs. crore) 17.9 8.1
OPBDIT/OI (%) 12.3% 19.7%
RoCE (%) 128.3% 238.6%
Total Debt/TNW (times) 6.4 0.7
Total Debt/OPBDIT (times) 0.6 0.2
Interest Coverage (times) 11.7 22.4
1.13 Grant Thornton India LLP Locations:
• New Delhi
• Aerocity, New Delhi
• Ahmedabad
• Bengaluru
• Chandigarh
• Chennai
• Gurgaon
• Hyderabad
• Kochi
• Kolkata
• Mumbai
• Andheri, Mumbai
• Noida
• Pune
16
1.14 Awards and accolades:
Fig 1.14.1
17
CHAPTER 2 -
CORPORATE SOCIAL
RESPONSIBILITY
18
2.1 What is Corporate Social Responsibility (CSR)?
Fig 2.1.1
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. Corporate Social
Responsibility is a form of corporate self-regulation model integrated into a business
model. CSR policy functions as a built-in, self-regulating mechanism whereby a business
monitors and ensures its proper compliance with the spirit of the law, ethical standards, and
international norms. CSR is a process with the aim to encircle responsibility for the company's
actions and encourage a positive impact through its activities on the environment, consumers,
19
employees, communities, stakeholders and all other members of the public sphere who may also
be considered as stakeholders.
Fig 2.1.2
The term "corporate social responsibility" came into common use in the late 1960s and early
1970s after many multinational corporations formed the term stakeholder, meaning those on
whom an organization's activities have an important impact. Proponents argue that corporations
make more long-term profits by operating with an outlook, while critics argue that CSR distracts
from the economic role of businesses. Others argue CSR is merely a window-dressing or an
attempt by preempting the role of governments as a watchdog over powerful multinational
company. Traditionally in the United States, CSR has been defined much more in terms of a
20
philanthropic model. Companies make profits, unhindered except by fulfilling their duty to
pay taxes and thereafter they donate a certain share of the profits to charitable causes. It is
seen as tainting the act for the company to receive any benefit from the giving.
The European model is much more focused on operating the core business in a socially
responsible way, complemented by investment in communities for solid business case
reasons. This model is more sustainable because:
1. Social responsibility becomes an integral part of the wealth creation process - which if
managed properly should augment the competitiveness of business and maximize 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 related to the main business, it will always be the first
thing to go when push comes to shove.
On the other hand, the European Commission hedges its bets with two definitions wrapped
into one:
A concept whereby companies decide voluntarily to contribute to a better society and a

cleaner environment. A concept whereby companies integrate social and environmental
concerns in their business operations and in their interaction with their stakeholders on a
voluntary basis.
When we review each of these, they broadly agree that the definition now focuses on the
impact of how we manage our core business. Some go further than others in prescribing
how far companies go beyond managing their own impact into the terrain of acting
specifically outside of that focus to contribute to the achievement of broader societal goals.
The two phrases philanthropy and corporate social responsibility have become most
confusing words these days around the world. Those are outside especially confused by
what these two concepts mean to a company while there are many inside corporations who
remain confused too as to among these two concepts which one is better for the creation of
goodwill and a better public image of the company. Corporate philanthropy and corporate
social responsibility are closely related concepts, in that philanthropy is a slice of the bigger
21
corporate social responsibility pie. When integrated into a company’s mission and used to
guide a company’s actions, corporate social responsibility can benefit the communities, the
company itself and its employees.
2.2 Difference between Corporate Social Responsibility and

Philanthropy
2.2.1 Philanthropy: Philanthropy from a company’s perspective is donating to charities and

foundations that are involved in doing efforts to help individuals and groups in sufferings to help
improve the condition of their respective lives. Philanthropy as a deed is considered to be noble
and making one feel better of himself to have done something for the sake of humanity. People
do hard work to make a living, but it is only when they do something for others and they feel
better about themselves. Philanthropy is a step ahead of charity in the sense that it does not think
of immediate relief for the hungry but tries to teach him to earn a living to beat hunger forever.
In the context of the corporate sector, philanthropy brings alive images of Bill Gates, Nike,
Goldman Sachs, Citibank, and other such companies that have used and using it as a tool to earn
a name for themselves while doing good for the society and humanity at large. Philanthropy asks
investment of time, efforts, and money on the part of a company for charitable causes. Donating
to charities, orphanages, schools homeless, old age homes, countries hit by natural calamities,
sending money for food and clothing for people hit by Tsunami etc. are some of the very
common examples of the corporate philanthropy.
2.2.2 Benefits of Philanthropy: A company giving its time or money to charities and
nonprofits not only help those the donations serve but also helps the company through improved
employee engagement. As reported by Forbes magazine, research has found that companies who
encourage their employees to volunteer had a higher retention rate because employees who
enjoyed their workplaces were less likely to leave the organization. This directly affects the
company’s bottom line because it will spend less on recruiting, hiring and training new
employees.
22
2.2.3 Corporate Social Responsibility: Business in today’s world is not only to provide
value for money to customers and client and maintaining high quality in products and services.
Besides thinking about shareholders returns, value for money for the customer and employee
satisfaction, a company has got to think about returning back to the society a part of the huge profit
it makes by virtue of doing business in such society. Business ethics, environmental concerns and
moral values are some issues that form integral part of this corporate social responsibility. A
company can create a lot of wealth, but it has to keep in mind that it should not do any harm to the
society of which it operates.
Corporate social responsibility extends well beyond the legal and economic obligations of a
company as per the laws of a country and mainly concerns with social responsibilities of a
company. Apart from an economic and a legal face, a company needs to have an ethical face and
also philanthropic face. A company must not be seen as exploiting people or paying lower wages.
At the same time, it should not be seen as being socially irresponsible by creating pollution by
dumping waste chemicals into a place where it operates. Doing business in a legal and ethical way
and earning money is what is at the core of CSR.
2.2.4 Benefits of Corporate Social Responsibility: Beyond the good aspect of helping
communities, taking responsibility for their social impact helps businesses build trust with their
communities, consumers and other companies. This added trust can help to elevate the brand,
opening the possibility for increasing market share and increasing profit. Engaging the
community can also help generate new ideas and product innovations.
23
2.3 Sustainable Development Goals (SDGs): Leveraging CSR to
achieve SDGs
Fig 2.3.1
2.4 World Summit on Sustainable Development work program

refers to corporate responsibility in the following four places:
❖ Sustainable patterns of consumption and production that enhance corporate

environmental and social responsibility and accountability through actions such as
24
voluntary initiatives, standards, reporting, dialogue, financial institutions engagement,
cleaner production initiatives.
❖ Sustainable development in a globalizing world that actively promotes full development
and effective implementation of intergovernmental agreements, initiatives, partnerships,
regulations, and continuous improvement in corporate practices in all countries.
❖ Health and sustainable development, a linkage between health and environmental
protection, reduction of environmental health threats, access to health care services, safer
technologies for drinking water and waste management, reduction of occupational
injuries and illnesses, a link between public health promotion and reduction and
elimination of HIV/AIDS, tuberculosis, and malaria, phasing-out of lead in gasoline and
paint.
❖ Strengthening of institutional frameworks that promote corporate responsibility and
accountability and exchanging of best practices.
SDGs and the Indian CSR regulation both were implemented or formulated around the same
time and seemingly have a tremendous potential to develop a good sustainable growth model.
The CSR regulation sets a broad framework and gives a direction for better sustainable future and
the SDGs set tangible well defined targets to measure the outcome of activities. As an evolution
from the MDGs (Millennium Development Goals), SDGs explicitly call for business to apply
their creativity and innovation to solve thedevelopment challenges. SDGs have more
opportunities for private sector participation. The goals bring together players from all sectors for
attaining the common vision of sustainable development and address the socio-economic and
environmental challenges.
The guidance in the form of Schedule VII of the Act also brings in opportunity of
collaboration with SDG. The last three-year assessment of corporates, shows an increased
spending of CSR funds on the sectors like education, healthcare and rural development. The
SDGs draw a more elaborate plan and have set out a wider range of targets to be achieved.
These range from ending poverty, reducing inequality and exploring collaboration between
different agencies for a cumulative harmonized growth. For example, when a company
picks up rural development as a focus area (as listed in Schedule VII), depending on the
nature of intervention, it can link its spending to multiple SDGs like ending poverty,
25
building resilient infrastructure, promoting sustainable industrialization and promoting
sustainable use of terrestrial ecosystems.
In last three years there has been a gradual increase in the financial commitments towards CSR
compared to the previous years. Compared to 2014-15 (the first year of introducing the mandate
towards CSR), there is an increase in the prescribed CSR expenditure to the rate of 14 per cent in
2016-17. Additionally, against the prescribed CSR expenditure, twenty-one companies have
committed higher CSR expenditure (CSR budget outlay), up by 17 per cent as compared to 2014-
15. The CSR expenditure during the year 2016-17 has increased by 41 per cent as compared to
2014-15. This is a clear indication of the growing investments by the companies towards
implementing CSR projects. We have also seen a growing trend in companies’ interest to invest
into unique flagship projects. It also can be seen as a trigger for investment into innovative ways
of taking up sustainable development challenges. Schedule VII explicitly gives overall direction
to corporates and the SDG targets are measurable outcomes from the CSR projects.
The business community needs to strategize itself for achieving SDGs via CSR as a impulse of
shared growth. The innovation in the CSR initiatives and the impacts created are key founding
blocks that a company can dwell upon while working towards SDGs. It is only through an active
and holistically planned CSR program through which a positive social impact can be created.
National and multi-national companies can contribute towards these goals by utilizing not just
their capital but also their reach, resources, technology, research, knowledge and innovation.
26
2.5 Evolution of Corporate Social Responsibility Policies in India
Diagram 2.5.1
Adoption of inclusive growth 11th five year plan

2007
Voluntary guidelines on corporate social responsibility 2009

2009
Parliamentary standing committee on finance- 21st report on

2010 companies bill 2009
National voluntary guidelines(NVGs) on social, environmental,

2011 and economic responsibilities of business 2011
Business responsibility reporting

2012
Mandatory provision of CSR under section 135 of the companies

2014 act, 2013 coming into effect from 01/04/2014
The importance of inclusive growth is widely recognized as an essential part of India's quest for
development. It reiterates our firm commitment to include those sections of the society in the
growth process, which had hitherto remained excluded from the mainstream of development. In
line with this national endeavor, Corporate Social Responsibility (CSR) was conceived as an
instrument for integrating social, environmental and human development concerns in the entire
value chain of corporate business. Ministry of Corporate Affairs had issued 'Voluntary
27
Guidelines on Corporate Social Responsibility, 2009' as a first step towards mainstreaming the
concept of Business Responsibilities. This was further refined subsequently, as 'National
Voluntary Guidelines on Social, Environmental and Economic Responsibilities of Business,
2011'.
The National Voluntary Guidelines (NVGs) on Social, Environmental and Economic Responsibilities
of Business released by the Ministry of Corporate Affairs (MCA) in July 2011, is essentially a
set of nine principles that offer Indian businesses an understanding and approach to inculcate
responsible business conduct. These nine principles are:
(i) Conduct and govern themselves with ethics, transparency and accountability.
(ii) Provide goods and services that are safe and that contribute to sustainability throughout their
life cycle.
(iii) Promote the well-being of all employees.
(iv) Respect the interests of, and be responsive towards all stakeholders, especially those who are
disadvantaged, vulnerable and marginalized.
(v) Respect and promote human rights.
(vi) Protect and make efforts to restore the environment.
(vii) When engaged in influencing public and regulatory policy, they should do so in a
responsible manner
(viii) Support inclusive growth and equitable development
(ix) Engage with and provide value to their customers and consumers in a responsible manner.
These guidelines not being prescriptive in nature, nevertheless seek to guide Indian businesses to
take into account Indian social and business realities and the global trends, while promoting their
businesses.
Principle (viii) of the NVGs on 'inclusive growth and equitable development' focuses on
encouraging business action on national development priorities, including community
development initiatives and strategic CSR based on the shared value concept. This principle of
28
NVG was subsequently translated into a mandatory provision of Corporate Social Responsibility
(CSR) in Section 135 of the Companies Act 2013.
The 21st Report of the Parliamentary Standing Committee on Finance is one of the prime movers
for bringing the CSR provisions within the statute. It was observed by the Standing Committee,
that annual statutory disclosures on CSR required to be made by the companies under the Act
would be a sufficient check on non-compliance. Section 135(4) of the Companies Act
2013 mandates every company qualifying under Section 135(1) to make a statutory disclosure of
CSR in its Annual Report of the Board. Rule 9 of the Companies (Corporate Social Responsibility
Policy), Rules, 2014prescribes the format in which such disclosure is to be made.
29
2.6 Overview of Corporate Social Responsibility (2014-15, 2015-16,
2016-17)
Table 2.6.1
Years/particulars FY 2014-15 FY 2015-16 FY 2016-17
Total no. of companies 14,944 19,184 6,286
Total amount spent in

9,565 13,828 4,719
CSR (INR Cr.)
Total no. of CSR

7,959 17,423 11,597
Projects
30
2.7 Corporate Social Responsibility Spent: Development Sector
Wise in India (2014-15, 2015-16, 2016-17)
Graph 2.7.1
CSR Spent: Development Sector- Wise
INR 50,000,000,000.00
INR 45,000,000,000.00
INR 40,000,000,000.00
INR 35,000,000,000.00
INR 30,000,000,000.00
INR 25,000,000,000.00
INR 20,000,000,000.00
INR 15,000,000,000.00
INR 10,000,000,000.00
INR 5,000,000,000.00
INR 0.00
Education Health Care Environmental Others
Sustainbility
FY 2014-15 FY 2015-16 FY 2016-17
31
2.8 Current obligations of corporates under Corporate Social
Responsibility
AS PER MINISTRY OF CORPORATO AFFAIRS NOTIFICATION

(New Delhi, the 27th February' 2014)
G.S.R, 129(E). - In exercise of the powers conferred under section 135 and sub-sections (1)
and (2) of section 469 of the Companies Act, 2013 (18 of 2013), the Central Government hereby
makes the
following rules. namely: -
2.8.1 Short title and commencement. –

(1) These rules may be called the Companies (Corporate Social Responsibility Policy Rules.
2014.
(2) They shall come into force on the 1st day of April, 2014.
2.8.2 Definitions. –
(l) In these rules, unless the context otherwise requires, –
(a) "Act" means the Companies Act, 2013;
(b) "Annexure" means the Annexure appended to these rules;
(c) "Corporate Social Responsibility (CSR)" means and includes but is not limited to
(i) Projects or programs relating to activities specified in Schedule VII to the Act or
(ii) Projects or programs relating to activities undertaken by the board of directors of a

company (board) in pursuance of recommendations of the CSR Committee of the
Board as per declared CSR policy of the company subject to the condition that such
policy will cover subjects enumerated in Schedule VII of the Act.
32
(d) "CSR Committee" means the Corporate Social Responsibility Committee of the Board
referred to in section 135 of the Act.
(e) "CSR Policy" relates to the activities to be undertaken by the company as specified in
Schedule VII to the Act and the expenditure thereon, excluding activities undertaken in
pursuance of normal course of business of a company);
(f) "Net profit" means the net profit of a company as Per its financial statement prepared in
accordance with the applicable provisions of the Act, but shall not include the following,
namely: -
(i) any profit arising from any overseas branch or branches of the company, whether
operated as a separate company or otherwise; and
(ii) any dividend received from other companies in India, which are covered under and
complying with the provisions of section 135 of the Act: Provided that net profit in
respect of a financial year for which the relevant financial statements were prepared
in accordance with the provisions of the Companies Act, 1956, (1 of 1956) shall not
b€ required to be re-calculated in accordance with the provisions of the Act:
Provided further that in case of a foreign company covered under these rules, net
profit means the net profit of such company as per profit and loss account prepared
in terms of clause (a) of sub_ section (l) of section 381 read with section 198 of the
Act.
(2) Words and expressions used and not defined in these rules but defined in the Act shall have
the same meanings respectively assigned to them in the Act.
2.8.3 Corporate Social Responsibility. –
(1) Every company including its holding or subsidiary, and a foreign company defined under
clause (42) of sector 2 of the Act having its branch office or project office in Indi4 which fulfills
the criteria specified in sub-section (l) of section 135 of the Act shall comply with the provisions
of section 135 of the Act and these rules:
33
Provided that net worth, turnover or net profit of a foreign company of the Act shall be
computed in accordance with balance sheet and profit and loss account of such company
prepared in accordance with the provisions of clause (a) of sub-section (1) of section 381 and
section 198 of the Act.
(2) Every company which ceases to be a company covered under sub-section (1) of section 135
of the Act for three consecutive financial years shall not be required to –
(a) constitute a CSR Committee and
(b) comply with the provisions contained in sub-section (2) to (5) of the said section' till such
time it meets the criteria specified in sub-section (1) of section 135.
2.8.4 CSR Activities. -
(1) The CSR activities shall be undertaken by the company, as per its stated CSR Policy, as
projects or programs or activities (either new or ongoing), excluding activities undertaken in
pursuance of its normal course of business.
(2) The Board of a company may decide to undertake its CSR activities approved by the CSR
committee, through a registered trust or a registered society or a company established by the
company or its holding or subsidiary or associate company under section 8 of the Act or
otherwise:
Provided that-
(i) if such trust, society or company is not established by the company or its holding or
subsidiary or associate company, it shall have an established track record of three years in
undertaking similar programs or projects;
(ii) the company has specified the project or programs to be undertaken through these entities,
the modalities of utilization of funds on such projects and programs and the monitoring and
reporting mechanism.
34
(3) A company may also collaborate with other companies for undertaking projects or programs
or CSR activities in such a manner that the CSR committees of respective companies are in a
position to report separately on such projects or programs in accordance with these rules.
(4) Subject to provisions of sub-section (5) of section 135 of the Act the CSR projects or
programs or activities. undertaken in India only shall amount to CSR expenditure
(5) The CSR projects or programs or activities that benefit only the employees of the company
and their families shall not be consider as CSR activities in accordance with section 135 of the
Act.
(6) Companies may build CSR capacities of their own personnel as well as those of their
Implementing agencies through Institutions with established track records of at least three
financial years but such expenditure shall not exceed five percent. of total CSR expenditure of
the company in one financial year.
(7) Contribution of any amount directly or indirectly to any political party under section 182 of
the Act, shall not be considered as CSR activity.
2.8.5 CSR Committees. -
(1) The companies mentioned in the rule 3 shall constitute CSR Committee as under-
(i) An unlisted public company or a private company covered under sub-section (1) of section
135 which is not required to appoint an independent director pursuant to sub-section (4) of
section 149 of the Act, shall have its CSR Committee without such directors;
(ii) A private company having only two directors on its Board shall constitute its CSR
Committee with two such directors;
(iii) With respect to a foreign company covered under these rules, the CSR Committee shall
comprise of at least two persons of which one person shall be as specified under clause (d) of
sub-section (1) of section 380 of the Act and another person shall be nominated by the foreign
company.
35
(2) The CSR Committee shall institute a transparent monitoring mechanism for implementation
of the CSR projects or programs or activities undertaken by the company.
2.8.6 CSR Policy. -
(1) The CSR Policy of the company shall, inter-alia, include the following, namely –
(a) a list of CSR projects or programs which a company plans to undertake falling within the
purview of the Schedule VII of the Act, specifying modalities of execution of such project or
programs and implementation schedules for the same; and
(b) monitoring process of such projects or programs:
Provided that the CSR activities does not include the activities undertaken in pursuance of
normal course of business of a company.
Provided further that the Board of Directors shall ensure that activities included by a company in
its Corporate Social Responsibility Policy are related to the activities included in Schedule VII of
the Act.
(2) The CSR Policy of the company shall specify that the surplus arising out of the CSR projects
or programs or activities shall not form part of the business profit of a company.
2.8.7 CSR Expenditure. -
CSR expenditure shall include all expenditure including contribution to corpus, the projects or
programs relating to CSR activities approved by the Board on the recommendation of its CSR
Committee, but does not include any expenditure on an item not in conformity or not in line with
activities which fall within the purview of Schedule VII of the Act.
36
2.8.8 CSR Reporting. -
(1) The Board's Report of a company covered under these rules pertaining to a financial year
commencing on or after the first day of April, 2014 shall include an annual report on CSR
containing particulars specified in annexure.
(2) In case of a foreign company, the balance sheet filed under sub-clause (b) of sub-section (1)
of section 381 shall contain an Annexure regarding report on CSR.
2.8.9 Display of CSR activities on its website. -
The Board of Directors of the company shall, after taking into account the recommendations of
CSR Committee, approve the CSR Policy for the company and disclose contents of such policy
in its report and the same shall be displayed on the company's website, if any, as per the
particulars specified in the Annexure.
2.8.10 Format for The Annual Report on CSR Activities to Be Included in The
Board’s Report. –
(1) A brief outline of the company's CSR policy, including overview of projects or programs
proposed to be undertaken and a reference to the web-link to the CSR policy and projects or
programs.
(2) The Composition of the CSR Committee.
(3) Average net profit of the company for last three financial years.
(4) Prescribed CSR Expenditure (two per cent. Of the amount as in item 3 above)
(5) Details of CSR spent during the financial year.
(a) Total amount to be spent for the financial year;
(b) Amount unspent, if any;
(c) Manner in which the amount spent du ng the financial year is detailed below
37
Table 2.8.10.1
(1) (2) (3) (4) (5) (6) (7) (8)

S. CSR Sector in Projects or Amount outlay Amount spent Cumulative Amount
project which the programs (budget) on the projects expenditure upto spent:
No
or project is (1) Local area or Project or or to the reporting Direct or
activity covered (2) Specify Programs wise programs period through
identifie the State and Sub-heads: implement
d district where (1) Direct ing
projects or expenditure agency
programs were on projects
undertaken or programs-
(2) Overheads:
1
2
3
TOTAL
*Give details of implementing agency:
(6) In case the company has failed to spend the two per cent of the average net profit of the last
three financial years or any part thereof, the company shall provide the reasons for not spending
the amount in its Board report.
(7) A responsibility statement of the CSR Committee that the implementation and monitoring of
CSR Policy, is in compliance with CSR objectives and Policy of the company.
Table 2.8.10.2
Sd/- Sd/- Sd/-

(Chief Executive Officer or (Chairman CSR (Person specified under
Managing Committee) clause (d) of
Director or Directors) sub-section (1) of section 380
of the Act
(wherever applicable)
38
CHAPTER 3 -
RESEARCH
METHODOLGY
39
3.1 Objectives of Study:
• To understand the current scenario of CSR investments in India.

• To understand the Corporate Social Responsibility trends among companies operating in
different parts of the world.
• To identify improving areas in respect of corporate social responsibility compliance.
3.2 Scope of Study:
• To provide advisory services to Grant Thornton India LLP’s biggest client i.e
Government of India.
• To identify what incentives can be given to large Corporate on CSR investments in
Government of India schemes & programs.
• To identify best practices across the world for spending CSR in a most impactful way.
3.3 Methods of Data Collection:

Secondary data has been used which was collected from various company’s official website,
Ministry of Corporate Affairs website and specially from CSR portal by Ministry of Corporate
Affairs. Data was collected from various institutes and organization’s reports and last but not the
least some data was also provided by Grant Thornton India LLP itself.
3.4 Duration of Study:

2 months (4th June’ 2018 to 3rd Aug’ 2018)
40
3.5 Limitation of Study:
• Apart from India, there is so such country where disclosure of CSR spending by the
companies are mandatory in a proper format, therefore it was quite difficult to do
comparative study.
• 2016-17 data for the companies was available on provisional basis.
• Distribution of different schemes in which companies spend in four sectors i.e
Educational Sector, Health Care Sector, Environmental Sustainability Sector and Other
Sector.
41
CHAPTER 4 -
FINDINGS
42
4.1 Top Companies in Terms of Revenue (2017) In India
Table 4.1.1
Total revenue
Rank Company
(in US$ billion)
1 Indian oil corporation limited 58
2 Reliance industries 49
4 Tata motors 46
5 Rajesh exports 43
6 Bharat petroleum corporation limited 37
7 Hindustan petroleum 32
Oil and natural gas corporation

8 30
limited
9 Coal India limited 21
10 Tata consultancy services 19
20 Infosys limited 19
43
4.2 Development Sector
Areas in which Corporate Social Responsibility is conducted have been divided into 4 sectors
namely Education Sector, Environmental Sustainability Sector, Health Care Sector & Other
Sector
Fig 4.2.1
EDUCATION HEALTH CARE
1 Education 1 Health care
2 Vocational skills 2 Safe drinking water
3 Special education 3 Sanitation
Environmental sustainability
1 Enviromental sustainability
2 Swachh bharat kosh
3 Conservation of natural resources
Others
1 Others
2 Training to promote sports
3 Rural development projects
4 Art and culture

5 Proverty, eradicating hunger and malnutrition
6 Other central government funds
7 Homes and hostels for women
8 Socio-economic inequalities
9 Gender equality
10 Livelihood enhancement projects
11 Slum area development
12 Technology incubators
13 Armed forces, veterans, war widows/dependants
14 Prime minister's national relief fund
15 Empowerment of socially and economically backward groups
16 Restoration of heritage site
17 Contribution by corporates in their own foundation
18 Zila sainik welfare office
19 Rehabilition of homeless and orphans

Measures for the benefits of armed forces and their dependents,relief to
20
martyr's families
44
4.3 Total amount spent by top 10 companies
Graph 4.3.1- (Year 2014-15)

Education
Enviromental Sustainability EDUCATION
Health Care 13%
OTHER
Other 28%
ENVIRONMENTAL
SUSTAINABILITY
17%
HEALTH CARE
41%
In above graph it is visible that Health Care Sector leads with 41% followed by Other Sector
(28%), Environmental Sustainability Sector (17%) and Education Sector (13%) in Year 2014-15.
Graph 4.3.2- (Year 2015-16)

Education
Enviromental Sustainability
Health Care EDUCATION
Other 25%
OTHER
38%
ENVIRONMENTAL
SUSTAINABILITY
5%
HEALTH CARE
32%
In above graph it is visible that Other Sector leads with 38% followed by Health Care Sector
(32%), Education Sector (25%) and Environmental Sustainability Sector (13%) in Year 2015-16.
45
Graph 4.3.3- Year 2016-17
Education
Enviromental
Sustainability
Health Care
OTHER
Other 27%
EDUCATION
48%
HEALTH CARE
10%
ENVIRONMENTAL
SUSTAINABILITY
15%
In above graph it is visible that Education Sector leads with 48% followed by Other Sector
(27%), Environmental Sustainability Sector (15%) and Health Care Sector (10%) in Year 2016 -
17.
46
4.4 Total Amount spent by top companies in various sectors for
years 2014-15, 2015-16 & 2016-17
Graph 4.4.1- Education Sector (2014-15)

Indian oil
Reliance Industries INFOSYS LTD. IND OIL

39% 7% RIL
Tata Motors 8%
TATA M
Rajesh Exports 5%
Bharat Petroleum corporation lmd. HP
9%
Hindustan Petroleum
RAJESH
Oil & Natural Gas Corporation Lmd. EXPORTS
0%
Coal India Ltd.
Tata Consutancy Services BPCL

CIL 0%
Infosys Ltd. 0% TCS ONGC
13% 19%

Indian oil
Reliance Industries
IND OIL
Tata Motors INFOSYS LTD 7%
9%
Rajesh Exports TCS
14%
Bharat Petroleum corporation lmd.
CIL
Hindustan Petroleum 4%
Oil & Natural Gas Corporation Lmd.

RIL
Coal India Ltd. ONGC 44%
13%
Tata Consutancy Services
Infosys Ltd. HP RAJESH

4% BPCL TATA M EXPORTS
2% 3% 0%
47
Indian oil
Reliance Industries
Tata Motors IND OIL

INFOSYS LTD 4%
Rajesh Exports 11%
TCS
Bharat Petroleum corporation lmd. 15%
RIL
Hindustan Petroleum 38%
Oil & Natural Gas Corporation

Lmd. CIL
Coal India Ltd. 0%
Tata Consutancy Services RAJESH

ONGC EXPORTS
Infosys Ltd. 18% 0%
TATA M
HP BPCL 2%
6% 6%
Graph 4.4.4- Environmental Sustainability Sector (2014-15)

Indian oil
Reliance Industries
Tata Motors
TCS IND OIL
Rajesh Exports 3% 9% HP
3% TATA M
0%
BPCL
Hindustan Petroleum
0%
Lmd. RAJESH
Coal India Ltd. EXPORTS
0%
Infosys Ltd. INFOSYS LTD. RIL

0% 0%
ONGC CIL
85% 0%
48
Indian oil
Reliance Industries
Tata Motors
ONGC CIL
7% TCS
Rajesh Exports 3% 0%
Hindustan Petroleum IND OIL

46%
Lmd.
Coal India Ltd.
HP
39%
RAJESH
Infosys Ltd. EXPORTS
INFOSYS LTD. RIL 0%
BPCL TATA M 1%
0%
3% 1%

Indian oil
Reliance Industries
Tata Motors IND OIL TATA M BPCL

INFOSYS LTD. 1% 3% 2%
Rajesh Exports 60%
HP
Bharat Petroleum corporation lmd. 19%
Hindustan Petroleum
Oil & Natural Gas Corporation ONGC

Lmd. 8%
Coal India Ltd.
CIL
Tata Consutancy Services 7%
RAJESH RIL
Infosys Ltd. TCS 0%
EXPORTS 0%
0%
49
Graph 4.4.7- Health Sector (2014-15)
Indian oil
Reliance Industries INFOSYS LTD

7%
Tata Motors CIL IND OIL
ONGC 3% 8%
Rajesh Exports 5%
TATA M TCS
0% 0%
Hindustan Petroleum HP
0%
Lmd. BPCL
Coal India Ltd. 0%

RAJESH
Infosys Ltd. EXPORTS
RIL 0%
77%

Indian oil
Reliance Industries
INFOSYS LTD.
IND OIL
Tata Motors
CIL 9%
13%
Rajesh Exports
6%
BPCL
0%
Bharat Petroleum corporation lmd. ONGC
19%
Hindustan Petroleum

Lmd. HP
Coal India Ltd. 2%
RIL
RAJESH
Tata Consutancy Services 50%
EXPORTS
Infosys Ltd.
0%
TATA M TCS
1% 0%
50
Indian oil
Reliance Industries
Tata Motors IND OIL

INFOSYS LTD. 1%
Rajesh Exports 7%
Bharat Petroleum corporation lmd. TCS
16%
Hindustan Petroleum
CIL
Oil & Natural Gas Corporation 6%
Lmd. RIL
Coal India Ltd.
49%
ONGC
Infosys Ltd. 10%
HP
2% BPCL Rajesh Exports TATA M
8% 1% 0%
Graph 4.4.10- Other Sector (2014-15)

Indian oil
Reliance Industries
INFOSYS LTD. IND OIL
Tata Motors 1% RIL
14%
23%
Rajesh Exports
RAJESH
Bharat Petroleum corporation
EXPORTS
lmd.
Hindustan Petroleum
1%
BPCL
Lmd.
Coal India Ltd. TCS
32% TATA M
0%
HP
Infosys Ltd.
0%
CIL ONGC
1% 22%
51
Indian oil
Reliance Industries
Tata Motors IND OIL

INFOSYS LTD. 1% RIL
Rajesh Exports 13% 15%
BPCL
11%
Hindustan Petroleum
HP
Lmd.
Coal India Ltd.

TCS RAJESH
Infosys Ltd. 28% EXPORTS
CIL 0%
1% ONGC TATA M
30% 0%

Indian oil
Reliance Industries
Tata Motors IND OIL

INFOSYS LTD.
7%
Rajesh Exports 9% RIL
16%
Bharat Petroleum corporation lmd. TCS
TATA M
18%
1%
Hindustan Petroleum
BPCL
6%
Lmd.
Coal India Ltd.
CIL HP
Tata Consutancy Services 8% 3%
Infosys Ltd.
RAJESH
ONGC EXPORTS
32% 0%
52
Explanations:
• From above graphs 4.4.1, 4.4.2 & 4.4.3 it is visible that Infosys Ltd. and Reliance ltd are
the companies which spends most in Education Sector whereas Rajesh Exports do not
spend any amount in Education Sector among all other top companies.
• From above graphs 4.4.4, 4.4.5 & 4.4.6 it is visible that oil and petroleum companies like
ONGC, Hindustan Petroleum and Infosys Ltd spend most in Environmental
Sustainability Sector but Reliance Ltd. is lagging behind in this sector.
• From above graphs 4.4.7, 4.4.8 & 4.4.9 it is visible that Reliance Ltd. spends most in
Health Care Sector in comparison to other top companies.
• From above graphs 4.4.10, 4.4.11 & 4.4.12 it is visible that it is a mix kind of situation in
Other Sector as no one company as such leads in this sector with their spending on CSR.
53
4.5 From the study conducted, steps to create best practices for
Corporate Social Responsibility have been identified as below
Diagram 4.5.1
1) Set Measurable Goals: Start with small changes close to home, such as improving
employee policies that decrease turnover and improve recruitment. Simple steps, like minimizing
waste and resource use are changes that can be developed into company’s overall corporate
strategy.
2) Stakeholder Engagement: Include your stakeholders from the start of the consultation
process and sidestep moving forward with developments in which they would otherwise have
54
little influence over or information about. Stakeholders can help in the regulatory approvals
process, improving relationships proactively, or solving CSR roadblocks and potential crises.
3) Sustainability Issues Mapping: Use of interactive maps to help prioritize and narrow
down key issues, saving company time and money during the initial research stage.
4)Sustainability Management Systems: Start by identifying and prioritizing

sustainability aspects and impacts. Take it one step further by looking at legal requirements
related to these impacts and evaluate your company’s current compliance. Collaborating with an
environmental consultant can help during this process.
5) Lifecycle Assessment: A cradle-to-cradle approach exhibits your company’s creativity and

innovation and can, consequently, improve your bottom line. Whether it’s re-using your product
or designing it in a manner that will keep it out of the landfill, build customer rapport and brand
loyalty by taking the pressure off the disposal process for your products.
6) Sustainability/CSR Reporting: It’s important that your consumer base has easy access
to your latest and greatest efforts, in a way that doesn’t minimize what you’re doing. A simple
and environmentally-friendly way to do this is to post your CSR reports on your website, in an
easy to download PDF file or another accessible format. Try to get a feedback from your
ultimate stakeholders.
7) Sustainability Branding: The market for natural cleaning products has since increased,
paving the way for smaller brands like Seventh Generation and Method to reach to a broader
customer base.
55
4.6 Case studies founded after studying about the Corporate Social
Responsibility initiatives by big companies around the world
1. UNILEVER:
A major goal of the Sustainable Living Plan is to halve the company’s environmental footprint in
the manufacturing and use of its products by 2030, specifically through substantial reductions in
greenhouse gas emissions, waste production and water usage, and by sourcing all of its raw
materials sustainably. And Unilever following its path for achieving its goals. In 2015,
the company reported a 39% reduction per ton of production in CO₂ emissions from energy, and a
37% reduction per ton production in water consumption. Additionally, as of 2015, Unilever is
sourcing 60% of its raw materials sustainably and because of these steps Unilever marked overall
business growth.
2. STARBUCKS:
In 2008, notwithstanding a recession that was threatening its very existence, Starbucks
committed to a set of ambitious environmental goals, including improvement in the ethical
sourcing of it coffee, and decreasing the environmental footprint of its coffeehouses. By 2015,
the company had made impressive gains on those commitments. According to its 2015 Global
Responsibility Report, 99% of Starbuck’s coffee met its ethical sourcing criteria. Also, Starbucks
rigorous green building practices had resulted in over 800 of its locations meeting the highly-
recognized Leadership in Energy and Environmental Design (LEED) certified rating.
Starbucks continues to lead the way among major companies in its corporate social responsibility
practices, establishing new goals for 2020 that include increasing its investments in farmers and
their communities, and expansion of green retail buildings and operations.
56
3. PNC Financial Services Group:
PNC has invested $350 million in Grow Up Great, a multi-year, bilingual initiative that
provides leadership, advocacy, funding, tools and volunteers to help parents, caregivers and
communities prepare young children for success in school and life. The Harvard Business
Review has noted admiringly how PNC has "pruned its disparate CSR programs" and zeroed
in on early education with Grow Up Great. In so doing, PNC has made its community
involvement easily identifiable to its own employees, which may be the most important
element of any CSR initiative. Case in point: PNC employees have volunteered more than
650,000 hours and donated more than 933,000 classroom items as part of Grow Up Great.
Since 2004, Grow Up Great has distributed more than $121 million in grants that help young
children prepare for school by focusing on readiness in vocabulary development, math,
science, financial education and the arts. Through these grants to nonprofit organizations, the
program has impacted approximately 3 million children throughout 19 states and the District
of Columbia.
4. JetBlue:
Since launching the award-winning Soar with Reading program in 2011, JetBlue has provided
more than $2.25 million worth of books to children throughout its network. The program started
as a way to beat the "summer slide," the tendency for students, especially those in low-income
areas, to lose some of the achievement gains made during the previous year over the summer
break.
Important goals for the 2016 campaign were to continue to build program awareness and
distribute more books to children in need via vending machines and simultaneously make a
positive impact on children’s reading habits in Detroit. To launch the program and spread the
message about the program and the vending machines, JetBlue set out to create buzz via national
media attention and social engagement and again enlisted celebrity ambassador Victoria Justice,
to engage her fanbase and inspire kids to read.
The two-month program garnered more than 325 million earned, traditional and social media
impressions. Top media placements included ABC’s "Good Morning America," Extra TV
57
online, Huffington Post, Entertainment Weekly, Bustle, DCist, Detroit Free Press and The Sun
Sentinel. The program also received an outpouring of support from education experts and
nonprofits, including New York Times chief book critic Michiko Kakutani, New York
University and CSPAN’s Book TV.
5. Verizon:
Verizon “is proud to support the generosity of their employees.” The Verizon Matching Gifts
program matches employee financial donations 1:1 to qualified organizations. The spirit of
giving doesn’t stop there. They also encourage employees to volunteer. If employees log more
than 50 hours with an organization they can apply for a $750 grant awarded to the organization
from Verizon.
6. XEROX:
The biggest and longest running program, XCIP provides the means to channel funds to local
teams of employees to select and work on specific community projects that they identify in their
communities. With XCIP, the company gives employees the opportunity to work on social
projects of their choice.
And what’s more, as part of the program, employees could take a paid leave of absence to be able to
focus entirely on the social project (under the Social Service Leave Program).
7. Chipotle and Intermarche:
Food waste statistics are nothing but shocking. According to the data from Food and Agricultural
Organization of the United Nations:
Approximately one-third of food produced in the world gets lost or wasted every year.
Food losses and waste amount to roughly $680 billion in industrialized countries and $310
billion in developing countries.
Fruits and vegetables have the highest wastage rates. Luckily, some food companies have begun
58
taking action to tackle that problem. Take Chipotle’s and Intermarche’s ingenious “The Inglorious
Fruit and Vegetable” campaign, aimed at reducing waste of less-than-perfect looking food. How?
By selling the “inglorious” produce at a 30% discount, and heavily publicizing the initiative with
posters and visuals like those shown above.
8. TOMS Shoes:
By witnessing the hardships of Argentinian children having to grow up without shoes, Mycoskie
launched TOMS with a simple idea - to match every pair of shoes sold with a new pair for a
child in need.
But what started as just a shoe company has grown into an amazing, socially responsible
organization that, as the company describes themselves:
It addresses need and advance health, education and economic opportunity for children and their
communities around the world. Since their launch, TOMS has given 60 million shoes to children.
But Mycoskie hasn’t stopped there. He continuously launches new initiatives to address other
challenges faced by communities around the world. For example: Through TOMS Eyewear they
helped restore sight to over 400,000 people. TOMS Roasting Co. provided over 335,000 weeks
of safe water in 6 countries. And TOMS Bag Collection helps support safe birth services by
providing training for skilled birth attendants and distributing birth kits containing items that
help a woman safely deliver her baby.
9. Ben & Jerry’s:
Founders of Ben & Jerry’s, Ben Cohen and Jerry Greenfield, have always been focused on
giving back in any way possible. At the same time, they have kept true to themselves the value of
connecting the company with its employees. To accomplish various CSR goals, Ben & Jerry’s
created the “Ben & Jerry’s Foundation.” The company has set the bar high by giving 7.5% of its
pretax profits to charitable organizations around the world. Ben and Jerry’s strive “to show a
deep respect for human beings” whether they work for the company or not. They have donated
59
over two million dollars to multiple organization it the hopes to have a positive impact on
society.
10. Dow Jones:
Dow is collaborating with a wide range of stakeholders to identify business models that enable a
more circular economy. Last year, Dow launched quantitative studies to reduce plastic waste in
Japan and helped the Indonesian government to turn plastic waste into sustainable roads.
To help achieve its goal to maintain its total recordable injury and illness at industry-leading
levels, Dow also implemented new technologies to remove workers from higher-hazard
activities. Technologies include robotics to eliminate the need for confined space entry and
drones to bypass certain elevated work.
11. Google:
Organized crime and corruption are present all over the world, but they are not always easy to
expose because of lack of information. However, all illicit networks, such as human trafficking,
drug trading, and weapons smuggling, tend to leave a trail of registered dummy companies.
Since 2012, Google has worked with the nonprofit Organized Crime and Corruption Reporting
Project to build a database, called Investigative Dashboard, that allows journalists, researchers,
and members of civil society to search public records. The main concept is that—by mapping
connections between companies and exposing them—the users of the database can help disrupt
transnational organized crime and corruption.
The idea of Investigative Dashboard was developed during the 2012 Google Ideas Info Summit,
when experts, technologists, and survivors of human trafficking came together to discuss the
problem. Google Ideas connects users, experts, and engineers to develop technology driven
initiatives that contribute to solving critical issues faced by people in times of conflict,
instability, or repression. Those solutions are often open sourced, thereby enabling others to
repurpose them for new markets or different problems.
60
12. Canon:
Canon, the technology company famous for its cameras, has partnered with the Kyoto Culture
Association to help preserve Japanese cultural assets, including paintings on folding screens
and sliding doors. Canon contributes to the Tsuzuri Project with its input, color-matching, and
output technologies.
Begun in 2007, the project has resulted in the creation of 21 high-quality facsimiles of
ancient Japanese art. This initiative allows the originals to be carefully preserved while the
reproductions go on display or are used for educational purposes.
13. Novelis:
In 2011, Novelis, a world leader in rolled aluminum products, reinforced its sustainability
efforts by committing to increase the use of recycled inputs to 80 percent by 2020. Recycled
aluminum avoids 95 percent of the greenhouse gas emissions associated with primary aluminum
production. In 2011, the company’s use of recycled inputs was 33 percent, and in 2013, this
number had grown to 43 percent.
Novelis already maintains recycling centers in Brazil and the United Kingdom, and in 2013,
it opened a new one in Vietnam. This structure allows the company to connect with small
aluminum collectors, who work on the streets of cities all over the world, instead of relying only
on large dealers. With this strategy, Novelis not only moves closer to achieving its goal but also
generates new jobs and supports the livelihoods of individual collectors and people working in
small collection centers.
14. Barilla:
The Double Pyramid is a model developed by the Barilla Center for Food and Nutrition,
Barilla’s think tank, to serve as a reference model for its production chain and to educate people
on improving their eating habits.
The model consists of two pyramids: one for the food of the Mediterranean diet and the
other for the environment. In the Food Pyramid, foods are distributed in relation to what
61
people should be eating. At the base of the pyramid are foods to be consumed daily, at the
apex those to be consumed in moderation. In the Environment Pyramid foods are positioned
according to their impact on the planet. An estimate of the environmental impact associated
with each food was calculated by using the life-cycle assessment method. This pyramid takes
into account the main stages of product life (from the cultivation of raw materials to the time
of consumption), considering three environmental indictors: the carbon footprint, the water
footprint, and the ecological footprint. Using this method, the Barilla Center for Food and
Nutrition demonstrated that the foods at the base of the Mediterranean diet are also those
with the lowest environmental impact.
The Barilla Center for Food and Nutrition has been disseminating the model through
webinars, workshops, and international forums in areas of work such as health, sustainable
growth, food culture, and accessibility to food.
15. Aligned Intermediary:
Aligned Intermediary connected long – term investors to climate change solutions. Aligned
Intermediary seeks to bolster the capacity of LTIs in order that they deploy capital more
efficiently into climate infrastructure investments. They are helping to reduce the resource
requirements LTI face when contemplating direct investment programs, especially in the
complex areas of climate infrastructure projects and companies.
By helping LTIs achieve strong financial returns, they seek to bring climate infrastructure into
the mainstream of institutional investor portfolios.
62
4.7 Incentives in different countries against CSR spending for
motivation
1. United Arab Emirates:

• UAE companies will have to allocate funds and be involved in social responsibility
initiatives by end of 2017, a top official said.
• the percentage of funds that companies will be required to allocate to CSR initiatives,
whether monetary or in-kind, is yet to be announced.
• An award system will be introduced to give financial privileges and exemptions for
outstanding companies in the area of social responsibility.
• "Financial privileges include partial exemption from bank guarantee for workers,
corresponding to the value of the community contribution. Outstanding companies
will also be given a priority in government contracts,"
• Al Shehhi noted that companies will be required to register in the smart platform
www.csruae.ae that includes areas companies can contribute in depending on
society's needs priorities. The electronic platform will also provide guides, examples
and models on how to implement CSR, while also sharing success stories of
companies.
• The ministry also announced implementing the CSR Index that lists the ranking of
entities in the country based on the percentage of their contributions to community
responsibility projects.
• A "social responsibility passport" will also be given to the top five best performing
companies in the field, based on the company's vision, its community strategy and the
extent of innovation in its community programs. The passport will grant special
privileges with local and federal government agencies.
• An annual "social responsibility label" will be a sign used to promote companies that
will reflect the extent of their contributions to community development and
philanthropic work.
63
• The initiatives aim to raise awareness and support the interaction of the private sector
with economic, social and environmental development challenges, while encouraging
them to support various community projects in the country.
2. Chile:
• The Chilean government offers a variety of tax credits to corporations for charitable
donations.
• Most are oriented to support educational activities, such as schools, universities, and
vocational institutions.
• Donations may attract tax deductions or be deducted as an expense, thus reducing tax
liability.
3. Peru:
• By 2008, 38 companies had signed individual five-year agreements with the
government in which they agreed to contribute to the fund in years when the prices
for metals are above the threshold determined by the contract (decided based on
market and export prices).
• If the prices exceed the threshold, companies contribute roughly 3 to 4 percent of pre-
tax profit. The funds are used for local and regional projects, and at least 30 percent is
allocated to education, health, and nutrition programs.
• The Peruvian government does not require companies to contribute to the fund;
however, the private sector is encouraged to participate as a way to improve relations
between the government, business, and the community. Due to the constant tensions
between private mining companies and local communities, firms view this initiative
as a way to improve their relationships with people in surrounding areas.
• This type of policy has the potential to diminish conflicts and disputes between
companies that extract natural resources and neighboring communities.
64
4. Canada:
• Although the Canadian government lacks formal policies promoting CSR with
incentives or disincentives, two government agencies—Industry Canada (IC) and
Foreign Affairs and International Trade Canada (DFAIT)—have successfully raised
awareness in the private sector of CSR and its advantages.
• Both IC and DFAIT seek to grow the Canadian economy and improve domestic
conditions for investment and its competitiveness abroad. Within this mandate, both
agencies promote CSR principles and practices to Canadian businesses because “it
makes companies more innovative, productive, and competitive.”
• IC’s user-friendly website (www.ic.gc.ca) provides information and links to tools
that businesses can use to advance their CSR activities.
• DFAIT actively encourages companies operating abroad to have strong CSR
programs and to communicate with local governments and citizens.
• For example, Canadian embassies abroad are used as venues to hold dialogues on
CSR and the conduct of Canadian firms.
5. Indonesia:
• The government has released a tax-holiday or tax reduction scheme as demanded by
companies in Indonesia related to the implementation of mandatory CSR policy.
• The companies has a flexibility to allocate number of CSR fund to be disbursed for a
particular budget year.
65
CHAPTER 5 -
CONCLUSIONS
AND
INTERPRETATIONS
66
5.1 Year (2014-15)
✓ India is the first country in the world to make corporate social responsibility (CSR)
mandatory, following an amendment to The Company Act, 2013 in April 2014.
Businesses can invest their profits in areas such as education, poverty, gender equality,
and hunger.
✓ Out of 10475 eligible companies, 7334 have reported as of 31st January 2016. Out of
these reporting companies only 3139 have done some expenditure on CSR.
✓ Out of total prescribed expenditure of 11883 crores by these 3139 companies, 8803
crores have actually been spent. (74%)
✓ CSR spent by the top 10 companies is 32% of the total CSR spend in FY 2014-15. (2783
crores)
✓ Rest of the 3129 companies have spent ₹ 6020 crores
✓ 39 companies have spent on CSR despite incurring losses in previous years.
5.2 Year (2015-16)

✓ Overall quality of reports and availability of data has improved a lot year by year and
companies have become more serious at CSR reporting front.
✓ A lot of discrepancy in the reported data when accounting for actual CSR spend and
project-wise CSR spend of companies
✓ A few companies spent the unspent amount of last year’s CSR budget in this financial
year (15-16) and have calculated it as the actual CSR spend of FY 15-16, taking their
actual CSR spend much higher than the prescribed CSR of this FY. We had to sanitize
the data to present the clear picture of this financial year.
✓ Even though the Section 135 of the Companies Act mandates companies to give names of
the implementing partners in the report, many companies have not given the names of
implementing partners and have used the term ‘NGO partner’ or ‘various NGOs’.
67
5.3 Year (2016-17)
✓ In FY16 Companies exclusively spending money directly marginally increased to 233
from 227, whereas spending money exclusively through implementing agencies stood
steady at 249, compared with 251 in FY15.
✓ 2017 CSR spends further rose with corporate firms aligning their initiatives with new
government programs such as Swachh Bharat (Clean India) and Digital India, in addition
to education and healthcare, to foster inclusive growth.
✓ 94 companies have disclosed details regarding vision/mission/philosophy behind their

CSR initiatives which is a good practice. 92 companies have disclosed details regarding
CSR governance structure in the CSR policy as compared to 75 companies during 2014-
15
✓ During current year, education and healthcare account for over 56 per cent (INR4045 cr.)
of the total spends towards CSR (INR7215.9 cr.). Expenditure towards education has
increased by over 92 per cent over the last 3 years i.e. from INR1249 cr. (2014-15) to
INR2404 cr. (2016-17).
✓ It is interesting to note that six states which house almost 60 per cent backwards district
of India have received only 15 per cent CSR fund, whereas five states with about 15 per
cent concentration of backward districts have received more than 70 per cent CSR funds.
✓ During the current year, only 36 companies have disclosed direct and overhead
expenditure towards CSR projects. Overhead expenditure towards education continues to
be the highest at 37 per cent and has increased by over 30 per cent as compared to the
previous year. 30 per cent companies have spent more than the permissible 5 per cent
towards admin expenses.
✓ 1/3rd of the companies spent more than the prescribed CSR budget
✓ Almost 1/4th of the companies fail to meet the prescribed CSR budget
✓ 18% increase in the prescribed CSR budget from FY 2014-15 (beginning of CSR
compliance)
68
✓ Public sector companies spent more than the prescribed CSR (as a sector altogether)
✓ 41% increase in actual CSR spent since FY 2014-15 and 8% since last financial year
✓ Almost 20% of India’s actual CSR spent is in Maharashtra and Gujarat states only
✓ Education projects received almost one-third of total CSR spent.
5.4 Top reasons for underspend of CSR by companies in India

Graph 5.4.1
Budget Advanced to IA but

not spent
0.03% First Year of CSR

1.58%
5.81%
11.74% Multi Year Projects
No reason required
1.01% 10.57%
22.61%
Not Applicable
No reason given
17.79%
Others
20.88%
Suitable IA not found
7.99%
Suitable projects not found
CSR Details not found
69
5.5 Reasons given for Zero Spend on CSR
• Financial restructuring
• Incurred loss
• CSR data not found
• Non
• -finalization of CSR areas
• Company is not required to constitute CSR committee
• Board approval for projects delayed
• Technical and Procedural difficulty
• Many projects were in conceptualization stage
• CSR Policy formulation is under process
• Location of projects could not be finalized
• Company were primarily focused on creating suitable organizational capacity to
identify and undertake appropriate CSR programs/projects.
• Necessary documents could not be executed to release the amount on CSR activities.
• Not formed CSR Committee
• Very less resources to execute CSR activities
• Projects were approved by CSR committee at the end of financial year
• Lack of Clarity on CSR issues
• Status of the company doesn't gel with the concept of CSR
• Negative impact in the sugar sector
• Companies Cash Flow doesn't permit CSR
• Spending will commence in due course
• The CSR Committee deferred expenditure on CSR
70
CHAPTER 6 -
RECOMMENDATIONS
71
6.1 On the basis of the study following are the recommendations provided to
improve Corporate Social Responsibility compliance and incentivizing
large Corporates on Corporate Social Responsibility investments in Govt. of
India schemes & programs
1. Microloans:
Microloans provide entrepreneurs with money for the supplies, infrastructure, inventory,
marketing, and more that they need to succeed. This means that even those without wealth,
access, or privilege can turn a bright idea into a thriving, profitable business.
2. Institutional Investing:
Institutional investors often look to invest north of hundreds of millions of dollars. Investments
of this type require investor expertise, a new way to deploy capital and an understanding of risk.
Traditionally, the barriers to entry have been too great for institutional investors to enter SDG
investments. Those barriers are lowering, and specialized companies like Aligned Intermediary,
a Public Benefit Corporation and Registered Investment Advisor (RIA), have been developed to
profitably invest large sums of money in solutions to climate change. These types of Funds are
changing the conversation and the traditional role of private financing in SDGs.
3. Blended Finance Task Force:
The Business and Sustainable Development Commission has disbanded, but left in its place is a
very specific initiative, the Blended Finance Task Force. Blended Finance is “the strategic use of
public or philanthropic development capital to mobilize commercial finance for SDG-related
investments”. Basically, this idea calls for private institutional investors (foundations),
multilateral development banks (like the World Bank), and development finance institutions (like
OPIC) to provide capital. Once that capital is provided, a project is identified, and a blended
72
finance deal is struck. Public and private resources are then used together to scale existing
initiatives to further the goals of the SDGs.
4. Green Bonds or Green Finance:
These bonds allow purchasers to buy the debt of specific development projects that impact goals,
like climate change. Like traditional bonds, these investments are repaid over a specific period of
time with some rate of return. The bonds are a unique solution because they contribute financing,
but allow the flexibility in the use of those funds. The World Bank has issued $10.2 billion since
2008 in their “Green Bonds” program. Companies are getting on board with this concept as
well. Apple issued green bonds for the second time in 2017, focusing on projects involving
renewable energy resources and energy efficiency. The demand for green bonds is increasing as
asset owners are looking to seek a positive impact beyond just a financial return.
5. Mandatory Climate Investments:
Mandating corporates to invest some percent of CSR amount of the current financial year as
mandating climate change investments and in return earn SDGs rewards for being a responsible
corporate in India.
6. Tax Benefits:
Allowing tax rebates to corporates for investing in government policies as CSR.
73
CHAPTER 7 -
BIBLIOGRAPHY
74
7.1 References
1. Grant Thornton International official website
2. Grant Thornton India LLP official website
3. https://www.mca.gov.in/SearchableActs/Section135.htm
4. http://www.un.org/events/wssd/summaries/envdevj1.htm
5. https://en.wikipedia.org/wiki/Fortune_India_500
6. https://www.fortuneindia.com/fortune-500/company/infosys?year=2017
7. http://greeneconomypost.com/csr-best-practices-11001.htm
8. https://www.prezly.com/academy/relationships/csr/10-examples-of-exemplary-csr-
initiatives
9. https://www.forbes.com/sites/karstenstrauss/2017/09/13/the-10-companies-with-the-best-
csr-reputations-in-2017/#4da15ed2546b
10. https://www.khaleejtimes.com/business/local/csr-to-be-compulsory-for-uae-companies
11. https://www.bsr.org/reports/Public_Policy_Promotion_of_CSR.pdf
12. Top 10 company’s official website
13. https://www.unido.org/our-focus/advancing-economic-competitiveness/competitive-
trade-capacities-and-corporate-responsibility/corporate-social-responsibility-market-
integration/what-csr
14. https://assets.kpmg.com/content/dam/kpmg/in/pdf/2017/12/SDG_New_Final_Web.pdf
15. https://probonoaustralia.com.au/news/2017/06/sdgs-powerful-framework-csr/
16. DESUR_Guia_FINAL_EN.pdf
17. India-CSR-Outlook-Report-2017-NGOBOX.pdf
18. https://csr.gov.in/CSR/
19. https://enablon.com/blog/2017/05/11/5-key-industries-sustainable-development-goals
20. 100 Best Practices in Corporate Social Responsibility.pdf
21. Grant Thornton Public Sector Profile pdf
75
ANNEXURES
1) LOG SHEET
HOURS
WEEKLY_LOG TEAM ACTIVITY WORKED REMARKS
INTRODUCTION
NC-P&C--NR-- Data AND COMPANY
WEEK 1 GTILLP Research 8 BRIEF
INTODUCTION
TO PROJECT
AND INITIAL
NC-P&C--NR-- Data RESEARCH
WEEK 2 GTILLP Research 8 WORK
RESEARCHED
ABOUT CSR
AND CURRENT
NC-P&C--NR-- Data OBLIGATIONS
WEEK 3 GTILLP Research 8 IN INDIA
RESEARCHED
ABOUT CSR
SPENDING OF
NC-P&C--NR-- Data TOP BIG
WEEK 4 GTILLP Research 8 CORPORATES
DATA
PRESENTED TO
NC-P&C--NR-- Data MANAGER AND
WEEK 5 GTILLP Research 8 ASSISTED HIM
RESEARCHED
ABOUT BEST
PRACTICES
NC-P&C--NR-- Data AROUND THE
WEEK 6 GTILLP Research 8 WORLD
NC-P&C--NR-- Data
WEEK 7 GTILLP Research 8 ANALYSING
NC-P&C--NR-- Data
WEEK 8 GTILLP Research 8 ANALYSING
PRESENTATION
NC-P&C--NR-- Data AND
WEEK 9 GTILLP Research 8 SUBMISSION
76
2) Master Excel Sheet
2014-2015 2015-2016 2016-17

SERIAL NO. COMPANIES SECTORS Total amount outlay Percentage of amount outlay Amount Spent Percentage of amount spent Amount spent as a percentage of amount outlay Total amount outlay Percentage of amount outlay Amount Spent Percentage of amount spent Amount spent as a percentage of amount outlay Total amount outlay Percentage of amount outlay Amount Spent Percentage of amount spent Amount spent as a percentage of amount outlay DEVELOPMENT SECTORS
Education INR 207,500,000.00 16.97% INR 192,800,000.00 16.94% 92.92% INR 282,800,000.00 17.71% INR 330,400,000.00 21.09% 116.83% INR 252,700,000.00 23.32% INR 252,700,000.00 23.32% 100.00%
Enviromental Sustainability INR 280,800,000.00 22.96% INR 294,800,000.00 25.91% 104.99% INR 210,900,000.00 13.21% INR 405,700,000.00 25.89% 192.37% INR 20,300,000.00 1.87% INR 20,300,000.00 1.87% 100.00%
INDIAN OIL Health Care INR 668,300,000.00 54.65% INR 613,400,000.00 53.91% 91.79% INR 1,015,300,000.00 63.58% INR 777,200,000.00 49.60% 76.55% INR 72,000,000.00 6.64% INR 72,000,000.00 6.64% 100.00%
EDUCATION HEALTH CARE
1 Others INR 66,200,000.00 5.41% INR 36,900,000.00 3.24% 55.74% INR 87,900,000.00 5.50% INR 53,500,000.00 3.41% 60.86% INR 738,700,000.00 68.16% INR 738,700,000.00 68.16% 100.00%
1 Education 1 Health care
Total INR 1,222,800,000.00 100.00% INR 1,137,900,000.00 100.00% INR 1,596,900,000.00 100.00% INR 1,566,800,000.00 100.00% INR 1,083,700,000.00 100.00% INR 1,083,700,000.00 100.00% 2 Vocational skil s 2 Safe drinking water
3 Special education 3 Sanitation
Education INR 312,600,000.00 3.24% INR 213,400,000.00 2.81% 68.27% INR 2,448,200,000.00 32.69% INR 2,167,400,000.00 33.88% 88.53% INR 2,270,000,000.00 33.68% INR 2,270,000,000.00 33.68% 100.00%
Enviromental Sustainability INR 853,700,000.00 8.84% INR 1,100,000.00 0.01% 0.13% INR 19,000,000.00 0.25% INR 8,500,000.00 0.13% 44.74% INR 0.00 0.00% INR 0.00 0.00% 0.00%
RELIANCE INDUSTRIES Health Care INR 6,725,300,000.00 69.64% INR 6,251,900,000.00 82.20% 92.96% INR 3,437,300,000.00 45.90% INR 3,103,500,000.00 48.51% 90.29% INR 2,670,000,000.00 39.61% INR 2,670,000,000.00 39.61% 100.00%
Environmental sustainability
2 Others INR 1,765,700,000.00 18.28% INR 1,255,300,000.00 16.50% 71.09% INR 1,584,100,000.00 21.15% INR 1,117,600,000.00 17.47% 70.55% INR 1,800,000,000.00 26.71% INR 1,800,000,000.00 26.71% 100.00%
1 Enviromental sustainability
Total INR 9,657,300,000.00 100.00% INR 7,721,700,000.00 101.52% INR 7,488,600,000.00 100.00% INR 6,397,000,000.00 100.00% INR 6,740,000,000.00 100.00% INR 6,740,000,000.00 100.00% 2 Swachh bharat kosh
3 Conservation of natural resources
Enviromental Sustainability INR 16,000,000.00 8.09% INR 14,600,000.00 7.89% 91.25% INR 11,600,000.00 5.05% INR 11,500,000.00 5.59% 99.14% INR 13,200,000.00 5.12% INR 42,400,000.00 16.36% 321.21%
TATA MOTORS Health Care INR 32,800,000.00 16.59% INR 31,400,000.00 16.96% 95.73% INR 32,400,000.00 14.12% INR 32,100,000.00 15.61% 99.07% INR 42,400,000.00 16.43% INR 13,200,000.00 5.09% 31.13%
Others
3 Others 0.00% INR 10,900,000.00 4.75% INR 10,000,000.00 4.86% 91.74% INR 73,100,000.00 28.33% INR 73,800,000.00 28.48% 100.96%
1 Others
Total INR 197,700,000.00 100.00% INR 185,100,000.00 100.00% INR 229,500,000.00 100.00% INR 205,600,000.00 100.00% INR 258,000,000.00 100.00% INR 259,100,000.00 100.00% 2 Training to promote sports
3 Rural development projects
4 Art and culture

Education 0.00% 0.00% 0.00% 5 Proverty, eradicating hunger and malnutrition
Enviromental Sustainability 0.00% 0.00% 0.00% 6 Other central government funds
RAJESH EXPORTS Health Care INR 28,000,000.00 100.00% INR 27,950,064.00 100.00% 99.82% 24,900,000.00 91.54% 24,900,000.00 91.54% 100.00% INR 21,100,000.00 96.34% INR 21,100,000.00 96.34% 100.00% 7 Homes and hostels for women
4 Others 0.00% 2,300,000.00 8.46% 2,300,000.00 8.46% 100.00% INR 801,000.00 3.66% INR 801,000.00 3.66% 100.00% 8 Socio-economic inequalities
9 Gender equality
Total INR 28,000,000.00 100.00% INR 27,950,064.00 100.00% 27,200,000.00 100.00% 27,200,000.00 100.00% INR 21,901,000.00 100.00% INR 21,901,000.00 100.00% 10 Livelihood enhancement projects
11 Slum area development
12 Technology incubators
Education 0.00% INR 362,000,000.00 17.83% INR 111,400,000.00 11.68% 30.77% INR 581,871,330.00 23.57% INR 335,534,012.00 23.17% 57.66% 13 Armed forces, veterans, war widows/dependants
BHARAT PETROLEUM Enviromental Sustainability 0.00% INR 165,600,000.00 8.15% INR 27,700,000.00 2.90% 16.73% INR 165,492,381.00 6.70% INR 22,009,528.00 1.52% 13.30% 14 Prime minister's national relief fund
5
CORPORATION LTD Health
Others
Care
INR 0.00 0.00% INR 346,700,000.00 100.00%
0.00%
0.00% INR 1,503,100,000.00 74.02% INR 815,000,000.00 85.42%
0.00%
54.22%
INR 1,042,031,904.00
INR 679,691,564.00
42.20%
27.53%
INR 420,997,991.00
INR 669,535,858.00
29.07%
46.24%
40.40%
98.51%
15 Empowerment of social y and economically backward groups
16 Restoration of heritage site
17 Contribution by corporates in their own foundation
Total INR 0.00 0.00% INR 346,700,000.00 100.00% 100.00% 100.00% 246908717900.00% 100.00% 144807738900.00% 100.00% 18 Zila sainik welfare office
19 Rehabilition of homeless and orphans

Measures for the benefits of armed forces and their dependents,relief to
20
martyr's families
HINDUSTAN Enviromental Sustainability INR 90,000,000.00 26.40% INR 90,033,000.00 26.42% 100.04% INR 336,867,502.00 46.95% INR 336,867,502.00 46.95% 100.00% INR 267,300,000.00 24.72% INR 267,300,000.00 24.72% 100.00%
Health Care INR 25,900,000.00 7.60% INR 25,808,428.00 7.57% 99.65% INR 116,423,253.00 16.23% INR 116,423,253.00 16.23% 100.00% INR 117,600,000.00 10.88% INR 117,600,000.00 10.88% 100.00%
6
PETROLEUM Others 0.00% INR 52,495,098.00 7.32% INR 52,495,098.00 7.32% 100.00% INR 309,000,000.00 28.58% INR 309,000,000.00 28.58% 100.00%
Total INR 340,900,000.00 100.00% INR 340,745,428.00 100.00% INR 717,550,676.00 100.00% INR 717,550,676.00 100.00% INR 1,081,100,000.00 100.00% INR 1,081,100,000.00 100.00%
OIL AND NATURAL Education INR 483,000,000.00 9.75% INR 482,951,089.00 9.75% 99.99% INR 876,100,000.00 16.67% INR 633,270,000.00 15.48% 72.28% INR 2,750,589,000.00 31.32% INR 1,089,966,000.00 20.72% 39.63%
Enviromental Sustainability INR 2,886,400,000.00 58.28% INR 2,886,437,705.00 58.28% 100.00% INR 37,560,000.00 0.71% INR 29,200,000.00 0.71% 77.74% INR 185,548,000.00 2.11% INR 111,537,000.00 2.12% 60.11%
GAS CORPORATION Health Care INR 391,400,000.00 7.90% INR 391,430,448.00 7.90% 100.01% INR 1,738,420,000.00 33.07% INR 1,158,840,000.00 28.33% 66.66% INR 1,873,051,000.00 21.33% INR 556,823,000.00 10.59% 29.73%
7
LTD. Others INR 1,191,500,000.00 24.06% INR 1,191,468,599.00 24.06% 100.00% INR 2,605,020,000.00 49.55% INR 2,268,720,000.00 55.47% 87.09% INR 3,972,471,000.00 45.24% INR 3,501,674,000.00 66.57% 88.15%
Total INR 4,952,300,000.00 100.00% INR 4,952,287,841.00 100.00% INR 5,257,100,000.00 100.00% INR 4,090,030,000.00 100.00% INR 8,781,659,000.00 100.00% INR 5,260,000,000.00 100.00%
Education INR 1,700,000.00 0.19% INR 867,000.00 0.35% 51.00% INR 281,180,000.00 21.65% INR 215,612,000.00 29.43% 76.68% INR 6,462,000.00 0.23% INR 5,599,000.00 0.43% 86.65%
Enviromental Sustainability 0.00% INR 77,873,000.00 6.00% INR 58,656,000.00 8.01% 75.32% INR 661,691,000.00 23.92% INR 102,820,000.00 7.95% 15.54%
COAL INDIA LTD. Health Care INR 521,600,000.00 58.41% INR 199,271,000.00 80.93% 38.20% INR 527,554,000.00 40.62% INR 391,714,000.00 53.47% 74.25% INR 409,903,000.00 14.82% INR 320,503,000.00 24.78% 78.19%
8 Others INR 369,700,000.00 41.40% INR 46,094,000.00 18.72% 12.47% INR 411,990,000.00 31.73% INR 66,602,000.00 9.09% 16.17% INR 1,688,276,000.00 61.03% INR 864,717,000.00 66.84% 51.22%
Total INR 893,000,000.00 100.00% INR 246,232,000.00 100.00% INR 1,298,597,000.00 100.00% INR 732,584,000.00 100.00% INR 2,766,332,000.00 100.00% INR 1,293,639,000.00 100.00% 46.76%
Education INR 439,000,000.00 14.63% INR 324,336,801.00 14.85% 73.88% INR 1,231,800,000.00 30.85% INR 711,600,000.00 25.39% 57.77% INR 906,000,000.00 23.86% INR 906,000,000.00 23.86% 100.00%
TATA CONSULTANCY Enviromental Sustainability INR 500,000.00 0.02% INR 97,783,742.00 4.48% 19556.75% INR 1,800,000.00 0.05% INR 600,000.00 0.02% 33.33% INR 6,000,000.00 0.16% INR 6,000,000.00 0.16% 100.00%
9
SERVICES Health
Others
Care INR 0.00
INR 2,560,500,000.00
0.00% INR 0.00
85.35% INR 1,762,059,363.00
0.00%
80.67%
0.00% INR 0.00
68.82% INR 2,759,600,000.00
INR 0.00
69.11% INR 2,090,000,000.00
0.00%
74.58%
0.00% INR 883,000,000.00
75.74% INR 2,002,000,000.00
23.26% INR 883,000,000.00
52.73% INR 2,002,000,000.00
23.26%
52.73%
100.00%
100.00%
Total INR 3,000,000,000.00 100.00% INR 2,184,179,906.00 100.00% INR 3,993,200,000.00 100.00% INR 2,802,200,000.00 100.00% INR 3,797,000,000.00 INR 1.00 INR 3,797,000,000.00 100.00% 100.00%
Education INR 1,055,500,000.00 43.44% INR 1,026,300,000.00 42.84% 97.23% INR 436,000,000.00 17.60% INR 436,000,000.00 21.55% 100.00% INR 676,700,000.00 INR 0.17 676700000 INR 0.23 100.00%
Enviromental Sustainability INR 0.00 0.00% INR 0.00 0.00% 0.00% INR 0.00 0.00% INR 0.00 0.00% 0.00% INR 1,732,600,000.00 INR 0.45 839100000 INR 0.29 48.43%
INFOSYS LTD. Health Care INR 588,600,000.00 24.22% INR 587,600,000.00 24.53% 99.83% INR 579,900,000.00 23.41% INR 579,900,000.00 28.67% 100.00% INR 387,900,000.00 INR 0.10 387900000 INR 0.13 100.00%
10 Others INR 785,900,000.00 32.34% INR 781,500,000.00 32.63% 99.44% INR 1,461,700,000.00 59.00% INR 1,007,100,000.00 49.78% 68.90% INR 1,073,400,000.00 INR 0.28 980700000 INR 0.34 91.36%
Total INR 2,430,000,000.00 100.00% INR 2,395,400,000.00 100.00% INR 2,477,600,000.00 100.00% INR 2,023,000,000.00 100.00% INR 3,870,600,000.00 100.00% INR 2,884,400,000.00 100.00%
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SUMMER TRAINING REPORT ON

Study on Corporate Social Responsibility and its current trends in India

Under the Supervision of

Date: 3 August, 2018

Place: Gurgaon, Haryana

Executive Summary .................................................................................iii

Chapter 1- About the company ................................................................. 1

Chapter 2- Corporate Social Responsibility............................................ 18

Chapter 3- Research Methodology.......................................................... 39

Chapter 4- Findings ................................................................................. 42

Chapter 5- Conclusions & Interpretations ............................................. 66

Chapter 6- Recommendations ................................................................. 71

Chapter 7- Bibliography .......................................................................... 74

ABOUT THE COMPANY

1.1 Grant Thornton India LLP

• A commitment to maintaining a work environment that encourages teamwork among

• A commitment to being the employer of choice for dynamic professionals.

1.5 History of Grant Thornton:

1.6 Leaders of Grant Thornton:

1.8 Services provided:

No. of Advisory Services:

• Business consulting services

International audits require common sense as well as technical expertise.

• financial statement audits

Whether you’re a medium-sized dynamic business or a multinational company, we offer one-to-

• corporate and business tax

When it comes to outsourcing, we don’t believe in off-the-shelf solutions. We listen carefully to

• Bookkeeping and financial accounting

1.9 Focus sectors:

1.10 Grant Thornton experience in assisting Central, State

1.11 Grant Thornton Rating history for last three years:

Date & Rating

Non-fund based Long Term 10.0 [ICRA]A [ICRA]A [ICRA]A

1.13 Grant Thornton India LLP Locations:

Corporate Social Responsibility is the continuing commitment by business to behave ethically

A concept whereby companies decide voluntarily to contribute to a better society and a

2.2 Difference between Corporate Social Responsibility and

2.2.1 Philanthropy: Philanthropy from a company’s perspective is donating to charities and

2.4 World Summit on Sustainable Development work program

❖ Sustainable patterns of consumption and production that enhance corporate

Adoption of inclusive growth 11th five year plan

Voluntary guidelines on corporate social responsibility 2009

Parliamentary standing committee on finance- 21st report on

National voluntary guidelines(NVGs) on social, environmental,

Business responsibility reporting

Mandatory provision of CSR under section 135 of the companies

(iii) Promote the well-being of all employees.

(v) Respect and promote human rights.

(vi) Protect and make efforts to restore the environment.

(viii) Support inclusive growth and equitable development

Years/particulars FY 2014-15 FY 2015-16 FY 2016-17

Total no. of companies 14,944 19,184 6,286

Total amount spent in

Total no. of CSR

CSR Spent: Development Sector- Wise

FY 2014-15 FY 2015-16 FY 2016-17

AS PER MINISTRY OF CORPORATO AFFAIRS NOTIFICATION

2.8.1 Short title and commencement. –

(l) In these rules, unless the context otherwise requires, –

(a) "Act" means the Companies Act, 2013;

(b) "Annexure" means the Annexure appended to these rules;

(ii) Projects or programs relating to activities undertaken by the board of directors of a

2.8.3 Corporate Social Responsibility. –