1: INTRODUCTION

Corporate social responsibility (CSR, also called corporate responsibility, corporate citizenship, and responsible business) is a concept whereby organizations consider the interests of society by taking responsibility for the impact of their activities on customers, suppliers, employees, shareholders, communities and other stakeholders, as well as the environment. This obligation is seen to extend beyond the statutory obligation to comply with legislation and sees organizations voluntarily taking further steps to improve the quality of life for employees and their families as well as for the local community and society at large. The practice of CSR is subject to much debate and criticism. Proponents argue that there is a strong business case for CSR, in that corporations benefit in multiple ways by operating with a perspective broader and longer than their own immediate, short-term profits. Critics argue that CSR distracts from the fundamental economic role of businesses; others argue that it is nothing more than superficial window-dressing; still others argue that it is an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations.

1.1 DEVELOPMENT
Business ethics is a form of the art of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. In the increasingly conscience-focused marketplaces of the 21st century, the demand for more ethical business processes and actions (known as ethicism) is increasing. Simultaneously, pressure is applied on industry to improve business ethics through new public initiatives and laws (e.g. higher UK road tax for higher-emission vehicles). Business ethics can be both a normative and a descriptive discipline. As a corporate practice and a career specialization, the field is primarily normative. In academia, descriptive approaches are also taken. The range and quantity of business ethical issues reflects the degree to which business is perceived to be at odds with non-economic social

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values. Historically, interest in business ethics accelerated dramatically during the 1980s and 1990s, both within major corporations and within academia. For example, today most major corporate websites lay emphasis on commitment to promoting non-economic social values under a variety of headings (e.g. ethics codes, social responsibility charters). In some cases, corporations have redefined their core values in the light of business ethical considerations (e.g. BP's "beyond petroleum" environmental tilt). The term CSR itself came in to common use in the early 1970s although it was seldom abbreviated. The term stakeholder, meaning those impacted by an organization's activities, was used to describe corporate owners beyond shareholders from around 1989.

1.2 APPROACHES
Some commentators have identified a difference between the Continental European and the Anglo-Saxon approaches to CSR. And even within Europe the discussion about CSR is very heterogenous. An approach for CSR that is becoming more widely accepted is community-based development projects, such as the Shell Foundation's involvement in the Flower Valley, South Africa. Here they have set up an Early Learning Centre to help educate the community's children, as well as develop new skills for the adults. Marks and Spencer is also active in this community through the building of a trade network with the community - guaranteeing regular fair-trade purchases. Often alternative approaches to this is the establishment of education facilities for adults, as well as HIV/AIDS education programmes. The majority of these CSR projects are established in Africa. A more common approach of CSR is through the giving of aid to local organizations and impoverished communities in developing countries. Some organizations do not like this approach as it does not help build on the skills of the local people, whereas communitybased development generally leads to more sustainable development.

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1.3 AUDITING AND REPORTING

To demonstrate good business citizenship, firms can report in accordance with a number of CSR reporting guidelines or standards, including:

AccountAbility's AA1000 standard, based on John Elkington's triple bottom line (3BL) reporting Global Reporting Initiative's Sustainability Reporting Guidelines Verite's Monitoring Guidelines Social Accountability International's SA8000 standard Green Globe Certification / Standard The ISO 14000 environmental management standard The United Nations Global Compact promotes companies reporting in the format of a Communication on Progress (COP). A COP report describes the company's implementation of the Compact's ten universal principles.

The United Nations Intergovernmental Working Group of Experts on International Standards of Accounting and Reporting (ISAR) provides voluntary technical guidance on eco-efficiency indicators, corporate responsibility reporting and corporate governance disclosure.

The FTSE Group publishes the FTSE4Good Index, an evaluation of CSR performance of companies. Some nations require CSR reporting, though agreement on meaningful measurements of social and environmental performance is difficult. Many companies now produce externally audited annual reports that cover Sustainable Development and CSR issues ("Triple Bottom Line Reports"), but the reports vary widely in format, style, and evaluation methodology (even within the same industry). Critics dismiss these reports as lip service, citing examples such as Enron's yearly "Corporate Responsibility Annual Report" and tobacco corporations' social reports.

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1.4 BUSINESS BENEFITS

The scale and nature of the benefits of CSR for an organization can vary depending on the nature of the enterprise, and are difficult to quantify, though there is a large body of literature exhorting business to adopt measures beyond financial ones (e.g., Deming's Fourteen Points, balanced scorecards). Orlizty, Schmidt, and Rynes found a correlation between social/environmental performance and financial performance. However, businesses may not be looking at short-run financial returns when developing their CSR strategy. The definition of CSR used within an organisation can vary from the strict "stakeholder impacts" definition used by many CSR advocates and will often include charitable efforts and volunteering. CSR may be based within the human resources, business development or public relations departments of an organisation, or may be given a separate unit reporting to the CEO or in some cases directly to the board. Some companies may implement CSR-type values without a clearly defined team or programme. The business case for CSR within a company will likely rest on one or more of these arguments: Human resources A CSR programme can be seen as an aid to recruitment and retention, particularly within the competitive graduate student market. Potential recruits often ask about a firm's CSR policy during an interview, and having a comprehensive policy can give an advantage. CSR can also help to improve the perception of a company among its staff, particularly when staff can become involved through payroll giving, fundraising activities or community volunteering. Risk management Managing risk is a central part of many corporate strategies. Reputations that take decades to build up can be ruined in hours through incidents such as corruption scandals
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or environmental accidents. These events can also draw unwanted attention from regulators, courts, governments and media. Building a genuine culture of 'doing the right thing' within a corporation can offset these risks. Brand differentiation In crowded marketplaces, companies strive for a unique selling proposition which can separate them from the competition in the minds of consumers. CSR can play a role in building customer loyalty based on distinctive ethical values. Several major brands, such as The Co-operative Group and The Body Shop are built on ethical values. Business service organisations can benefit too from building a reputation for integrity and best practice. License to operate Corporations are keen to avoid interference in their business through taxation or regulations. By taking substantive voluntary steps, they can persuade governments and the wider public that they are taking issues such as health and safety, diversity or the environment seriously, and so avoid intervention. This also applies to firms seeking to justify eye-catching profits and high levels of boardroom pay. Those operating away from their home country can make sure they stay welcome by being good corporate citizens with respect to labour standards and impacts on the environment.

1.5 CRITICAL ANALYSIS

CSR is entwined in the strategic planning process of many multinational organizations. The reasons or drive behind social responsibility towards human and environmental responsibility whether driven by ulterior motives, enlightened self-interest, or interests beyond the enterprise, is subject to much debate and criticism. Some critics argue that corporations are fundamentally entities responsible for generating a product and/or service to gain profits to satisfy shareholders. Milton Friedman and others argue that there is no place for social responsibility as a business function. These

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critics point to the rule of corporate law that prohibits a corporation's directors from any activity that would reduce profits. Other critics argue that the practice cherry-picks the good activities a company is involved with and ignores the others, thus 'greenwashing' their image as a socially or environmentally responsible company. Still other critics argue that it inhibits free markets or seeks to pre-empt the role of governments in controlling the socially or environmentally damaging effects of corporations' pursuit of self-interest. Disputed business motives Some critics believe that CSR programmes are often undertaken in an effort to distract the public from the ethical questions posed by their core operations. Examples of companies that have been accused of this motivation include British American Tobacco (BAT), which produces major CSR reports, and the petroleum giant BP, which is wellknown for its high-profile advertising campaigns on environmental aspects of its operations. Self-interest Some CSR critics argue that the only reason corporations put in place social projects is for the commercial benefit they see in raising their reputation with the public or with government. They suggest a number of reasons why self-interested corporations, solely seeking to maximise profits, are unable to advance the interests of society as a whole. They point to examples where companies have spent a lot of time promoting CSR policies and commitment to Sustainable Development on the one hand, whilst damaging revelations about business practices emerge on the other. For example, the McDonald's Corporation has been criticized by CSR campaigners for unethical business practices and was the subject of a decision by Justice Roger Bell in the McLibel case which upheld claims regarding mistreatment of workers, misleading advertising, and unnecessary cruelty to animals. Similarly Shell has a much-publicised CSR policy and was a pioneer in triple bottom line reporting, but was involved in 2004 in

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a scandal over the misreporting of its oil reserves which seriously damaged its reputation and led to charges of hypocrisy. Since this has happened, the Shell Foundation has become involved in many projects across the world, including a partnership with Marks and Spencer (UK) in three flower and fruit growing communities across Africa. These critics generally suggest that stronger government and international regulation, rather than voluntary measures, are necessary to ensure that companies behave in a socially responsible manner. Other views from this perspective include:

Corporations really care little for the welfare of workers or the environment, and given the opportunity will move production to sweatshops in less well-regulated countries.

Companies do not pay the full costs of their impact. For example, the costs of cleaning pollution often fall on society in general. As a result profits of corporations are enhanced at the expense of social or ecological welfare.

Hindrance of free trade These critics are generally supporters of Milton Friedman, who argued that a corporation's principal purpose is to maximize returns to its shareholders, while obeying the laws of the countries within which it works. Friedman argued that only people can have responsibilities. Because of this, moderate critics suggest that CSR activity is most effective in achieving social or environmental outcomes when there is a direct link to profit. This approach to CSR requires that the resources applied to CSR activities must have at least as good a return as these resources could generate if applied anywhere else. This analysis drastically narrows the possible scope of CSR activities. Critics who believe that CSR runs against capitalism would go further and say that improvements in health, longevity or infant mortality have been created by economic growth attributed to free enterprise. Investment in less developed countries contributes to

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the welfare of those societies, notwithstanding that these countries have fewer protections in place for workers. Failure to invest in these countries decreases the opportunity to increase social welfare.

1.6 DRIVERS
Corporations may be influenced to adopt CSR practices by several drivers. Ethical consumerism The rise in popularity of ethical consumerism over the last two decades can be linked to the rise of CSR. As global population increases, so does the pressure on limited natural resources required to meet rising consumer demand (Grace and Cohen 2005, 147). Industrialization in many developing countries is booming as a result of technology and globalization. Consumers are becoming more aware of the environmental and social implications of their day-to-day consumer decisions and are beginning to make purchasing decisions related to their environmental and ethical concerns. However, this practice is far from consistent or universal. Globalization and market forces As corporations pursue growth through globalization, they have encountered new challenges that impose limits to their growth and potential profits. Government regulations, tariffs, environmental restrictions and varying standards of what constitutes labour exploitation are problems that can cost organizations millions of dollars. Some view ethical issues as simply a costly hindrance. Some companies use CSR methodologies as a strategic tactic to gain public support for their presence in global markets, helping them sustain a competitive advantage by using their social contributions to provide a subconscious level of advertising.(Fry, Keim, Mieners 1986, 105) Global competition places particular pressure on multinational corporations to examine not only their own labour practices, but those of their entire supply chain, from a CSR perspective.

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Social awareness and education The role among corporate stakeholders to work collectively to pressure corporations is changing. Shareholders and investors themselves, through socially responsible investing are exerting pressure on corporations to behave responsibly. Non-governmental organizations are also taking an increasing role, leveraging the power of the media and the Internet to increase their scrutiny and collective activism around corporate behavior. Through education and dialogue, the development of community in holding businesses responsible for their actions is growing (Roux 2007). Ethics training The rise of ethics training inside corporations, some of it required by government regulation, is another driver credited with changing the behaviour and culture of corporations. The aim of such training is to help employees make ethical decisions when the answers are unclear. Tullberg believes that humans are built with the capacity to cheat and manipulate, a view taken from (Trivers 1971, 1985), hence the need for learning normative values and rules in human behaviour (Tullberg 1996). The most direct benefit is reducing the likelihood of dirty hands (Grace and Cohen 2005), fines and damaged reputations for breaching laws or moral norms. Organizations also see secondary benefit in increasing employee loyalty and pride in the organization. Caterpillar and Best Buy are examples of organizations that have taken such steps (Thilmany 2007). Government laws and regulation Another driver of CSR is the role of independent mediators, particularly the government, in ensuring that corporations are prevented from harming the broader social good, including people and the environment. CSR critics such as Robert Reich argue that governments should set the agenda for social responsibility by the way of laws and regulation that will allow a business to conduct themselves responsibly. The issues surrounding government regulation pose several problems. Regulation in itself is unable to cover every aspect in detail of a corporations operations. This leads to

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burdensome legal processes bogged down in interpretations of the law and debatable grey areas (Sacconi 2004). General Electric is an example of a corporation that has failed to clean up the Hudson River after contaminating it with organic pollutants. The company continues to argue via the legal process on assignment of liability, while the cleanup remains stagnant. (Sullivan & Schiafo 2005). The second issue is the financial burden that regulation can place on a nation's economy. This view shared by Bulkeley, who cites as an the Australian federal government's actions to avoid compliance with the Kyoto Protocol in 1997, on the concerns of economic loss and national interest. The Australian government took the position that signing the Kyoto Pact would have caused more significant economic losses for Australia than for any other OECD nation (Bulkeley 2001, pg 436). Critics of CSR also point out that organizations pay taxes to government to ensure that society and the environment are not adversely affected by business activities. Crises and their consequences Often it takes a crisis to precipitate attention to CSR. One of the most active stands against environmental management is the CERES Principles that resulted after the Exxon Valdez incident in Alaska in 1989 (Grace and Cohen 2006). Other examples include the lead poisoning paint used by toy giant Mattel, which required a recall of millions of toys globally and caused the company to initiate new risk management and quality control processes. In another example, Magellan Metals in the West Australian town of Esperance was responsible for lead contamination killing thousands of birds in the area. The company had to cease business immediately and work with independent regulatory bodies to execute a cleanup.

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2: BEST PRACTICES OF CSR AT INTERNATIONAL

LEVEL
2.1 BEST PRACTICES RESPONSIBILITY IN ASIA
Background Corporate social responsibility (CSR) is becoming a critical theme to further enhance private-public partnerships in Asia. ADBI will organize a series of workshops on this topic from 2006-2008 to identify best practices of private corporations in delivering CSR in developing Asia to improve their corporate governance. Objectives The workshop aims to: Outputs 30-40 well trained policy makers Executive summary of the workshop introduce the current concept of CSR and its development overview the current situation of CSR in Asia and the Pacific address the issues and problems of CSR in the context of post-financial crisis in Asia strengthen staff resources and capacity of CSR enhance financial incentives for the private sector to allocate more resources for CSR introduce best practices of CSR in other regions

OF

CORPORATE

SOCIAL

Participants

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Senior corporate and government officials from selected ADB developing member countries. Each participant will be required to prepare a case or best practice of CSR in respective countries. Language English (No interpretation will be provided) Responsibilities Each participant is required to participate in every session during the course and prepare an action plan better manage CSR Cosponsors ADB, Chambers of Commerce and Business Organizations, Association of Southeast Asian Nations, Asia-Pacific Economic Cooperation, and Organization for Economic Cooperation and Development.

2.2 CORPORATE SOCIAL RESPONSIBILITY: CSR EUROPE (CSRE)

Organization Profile CSR Europe is a non-profit organisation that promotes corporate social responsibility. Its mission is to help companies achieve profitability, sustainable growth and human progress by placing corporate social responsibility in the mainstream of business practice. CSR Europe Objectives

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o To convince managers of the benefits of socially responsible business practice, by providing over 500,000 business people and partners with print and online publications, best practices and tools, annually. o To offer business managers learning, benchmarking, and capacity building opportunities. o To energize a broader stakeholder dialogue between businesses, European policy makers, governments, investors, social partners, civil society and academics. o Through its 65 company members, 18 national partner organisations, its thematic work and dialogue and its online CSR info centre, CSR o Europe has become the major European reference point on corporate social responsibility strategies and practices for companies. o Through its national partner organisations, we reach out to more than 1500 companies around Europe. Corporate Social Responsibility Principles o By sharing experience and enhancing the capacity of current and future managers, CSR Europe member companies are committed to promote the following principles as part of achieving business success: o Conduct business responsibly by contributing to the economic health and sustainable development of the communities in which we operate. o Offer its employees healthy and safe working conditions, ensure fair compensation, good communication as well as equal opportunity for employment and development. o Offer quality, safe products and services at competitive prices, meet customers needs promptly and accurately and work responsibly with our business partners.

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o Minimise the negative impacts our activities can have on the environment and its resources, while striving to provide our customers with products and services that take sustainable consumption into account. o Be accountable to key stakeholders through dialogue and transparency regarding the economic, social and environmental impacts of our business activities. o Operate a good governance structure and upholds the highest standards in business ethics. o Provide a fair return to our shareholders while fulfilling the principles. o CSRE is responding to European heads of state and government who, at the Lisbon summit 2000, set the goal of making "Europe the most competitive and dynamic knowledge-based economy in the world, capable of sustainable economic growth, with more and better jobs and greater social cohesion by 2010. o CSR Europe was set up in 1996 by former European Commission president Jacques Delors. Today, European institutions regard us as the expert on CSR in Europe. Supported by its 18 national partner organisations, CSR Europe is also the only truly European authority on corporate social responsibility. above

2.3 US-ASEAN CORPORATE SOCIAL RESPONSIBILITY

Overview A vision of development that leaves out the private sector is only vision, said a UNDP official. Today, multinational companies play a vital role in social development as businesses not only fund but provide labor and planning for community projects that range from educational courses that teach elementary school children about health and dental hygiene to micro-credit programs for poverty stricken families trying to earn a living.

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US companies, in addition to the integral economic and business roles that they play in individual ASEAN countries, also invest large amounts of human and financial capital towards improving developing communities. With social programs that address education, health, human rights, and environment needs of the local people, US companies have continued to build upon mutually beneficial relationships established with the 10 ASEAN Nations. Mission Statement The member companies of the US ASEAN Business Council recognize the important role private business can play in bettering the local communities they do business in. In an effort to play a more proactive role in promoting US company sponsored community activities existing or in the works, the Council is launching a new working group focusing on Corporate Responsibility and promoting existing and future private and public sector community initiatives related to ASEAN. The US ASEAN Business Council is creating the Corporate Social Responsibility webpage to give member companies a venue to: 1. Communicate what the company has done in the realm of corporate responsibility in the ASEAN region 2. Share best practices with other companies 3. Obtain ideas on future projects within the region By promoting the community projects member companies are involved in, the Corporate Responsibility Working Group of the US ASEAN Business Council hopes to emphasize that economic integration and globalization can not only improve economic conditions, but also have a positive social impact in a country.

2.4 AFRICA: CORPORATE SOCIAL RESPONSIBILITY

It is recognized that poverty reduction and sustainable development will not be achieved through government action alone. Policy makers are paying increasing attention to the potential contribution of the private sector to such policy objectives.1 The concept

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of corporate social responsibility (CSR) is sometimes used as shorthand for businesses contribution to sustainable development. A number of core development issues are already central to the international CSR agenda. They include labour standards, human rights, education, health, child labour, poverty reduction, conflict and environmental impacts. But what does this mean at the national level, particularly in those countries in which sustainable development challenges appear most intractable? Does CSR have resonance among local stakeholders? Key aspects of the emerging CSR agenda in two countries in sub- Saharan Africa Kenya and Zambia in order to explore what it would take to help unlock the potential private sector contribution to sustainable development in each country. Key Points Both Kenya and Zambia face significant development challenges. If we are to maximise the potential contribution of the private sector to poverty reduction and sustainable development, these are two of the countries in which this is most needed. Although the concept of corporate social responsibility (CSR) is gaining some prominence within policy debates in Kenya and Zambia, it is not applied widely and is usually associated with philanthropy. But there are many private sector-related initiatives and business activities in both countries that might be described as expressions of CSR, and there are also emerging specialist CSR organisations. The private sector contribution to sustainable development in both Zambia and Kenya could be strengthened by tackling capacity constraints among public and civil society institutions, building the drivers for responsible business, nurturing sociallyoriented companies, and encouraging local business linkages. Creating space for national dialogue between government, business, civil society and donors on the role of the private sector in development can help to localise the CSR agenda, and to build trust and mutual understanding of the potential and the limits of businesses contribution to development.

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3:

GLOBAL

WORKFORCE

STUDY

SOCIAL

RESPONSIBILITY
Companies have their own ideas about corporate social responsibility (CSR) and how much of a commitment they make to it. It can range from "going green" to supporting local charities. But one thing is increasingly clear. It's not a choice any longer. Your employees expect it, and your company needs it. What used to be considered good PR, or window dressing for community relations, is in fact linked to how well your employees perform. In other words, CSR extends to the bottom line. Sound like an exaggeration?

3.1 THE ENGAGEMENT CONNECTION

In our Global Workforce Study, we found that CSR is the third most important driver of employee engagement overall. For companies in the U.S., an organization's stature in the community is the second most important driver of employee engagement, and a company's reputation for social responsibility is also among the top 10 drivers. Take a look: This is important because higher employee engagement levels are highly correlated with better business performance as measured by revenue, earnings and other key business metrics.

3.2 HELPING TO ATTRACT TALENT

Our Global Workforce Study also found that a company's reputation as a good employer ranks sixth as an attraction driver. Organizations with a reputation for CSR can take advantage of their status and strengthen their appeal as an attractive employer by making their commitment part of their value proposition for potential candidates. Some of the world's largest companies have made a highly visible commitment to CSR, for example, with initiatives aimed at reducing their environmental footprint. These
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companies take the view that financial and environmental performance can work together to drive company growth. This attitude can only serve to enhance the employment value proposition as interest in "going green" gains traction.

3.3 THE CSR FACTOR: COMPANY REPUTATION

We also found that when employees view their organization's commitment to socially responsible behavior more favorably, they also tend to have more positive attitudes in other areas that correlate with better performance. They believe their organizations recognize and reward great customer service, act quickly to address and resolve customer concerns, and are led by people in senior management who act in the best interest of customers. Confidence in senior management is higher in other areas, too, when employees give their company high marks for being socially responsible. For example, 82% of these employees say their organization's senior management supports new ideas and new ways of doing things. This correlation is important because a company's success in the marketplace is often influenced by its capacity for innovation. So you can add corporate social responsibility the CSR factor to the top drivers of workplace engagement. It's also a factor in attracting and retaining talent. And the more senior management is seen to be out front on the issue, the more employees like it.

3.4 SUSTAINABLE BUSINESS PRACTICES

In Europe and elsewhere outside the U.S., companies have been taking their social role seriously for years, often under the banner of what is known as corporate sustainability. The EU has developed a corporate sustainability framework, which identifies a progressive set of economic, social and environmental objectives that companies are encouraged to achieve. At Towers Perrin, we have developed a methodology to assess the employee perspective on sustainable business practices (SBP). These practices represent a continuing commitment by a company to behave ethically and contribute to economic development

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while improving the quality of life of its workforce and family members, as well as the local community and society at large. Towers Perrin's SBP index specifically covers five areas:

awareness and perceived importance among employees employee sustainable behaviors social and community performance environmental performance ethical and legal performance.

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4:

CSR STUDY COMPANIES

IN

DIFFERENT

GLOBALIZED

4.1 WIPRO
Wipro Ltd (BSE: 507685, NYSE: WIT) is a giant information technology services corporation headquartered in Bangalore, India. According to the 200809 revenue, Wipro is one of the largest IT services company in India and employs more than 115,900 people worldwide as of September 2010. It has interests varying from information technology, consumer care, lighting, engineering and healthcare businesses. It is 9th most valuable brand in India according to an annual survey conducted by Brand Finance and The Economic Times in 2010. Azim Premji is the Chairman of the board. Major Divisions Cyber Towers the software landmark of Hyderabad. Located at Madhapur surrounded by many software majors like Wipro, IBM and Accenture.

IT Services: Wipro provides complete range of IT Services to the organization. The range of services extends from Enterprise Application Services (CRM, ERP, e-Procurement and SCM) to e-Business solutions. Wipro's enterprise solutions serve a host of industries such as Energy and Utilities, Finance, Telecom, and Media and Entertainment.

Product Engineering Solutions: Wipro is the largest independent provider of R&D services in the world. Using "Extended Engineering" model for leveraging R&D investment and accessing new knowledge and experience across the globe, people and technical infrastructure, Wipro enables firms to introduce new products rapidly..

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Technology Infrastructure called as TIS provides remote infrastructure management solutions and services. Wipro Technologies achieves this through a Global Command Centre (GCC) which consolidates services and resources in one place and centrally manage them. It is a true enabler for the company for providing services in infrastructure management.

Corporate Social Responsibilities The Azim Premji Foundation run by the Wipro chairman is working on providing elementary schooling to thousands of underprivileged children. It believes in partnering to guarantee learning in school. The CSR effect has been creating a positive ripple in both society and the corporate world. The initiative has changed the landscape of India's development sector. A large number of public and private sector organisations have their own foundations, which work in close association with NGOs and the government. Together they tackle a lot of local and public issues. These organisations focus on education, primary healthcare, AIDS awareness and infrastructure. In the words of Dr Madhav Mehra, President of the UK-based World Environment Foundation and the World Council for Corporate Governance, "The realisation that companies have a great prospect to making profits through a triple bottom line approach is helping the development sector to enhance its reach and tackle the yawning gap between India's rich and poor." Wipro Cares is a foundation focused on primary education that has been set up with a corpus of Rs.1000 million.The objecive of Wipro Cares is to harness the creativity, passion and sense of social responsibility of all Wipro employees to contribute to the society that we live and work in. For instance, Wipro Cares will be educating 3500 children through Child Care India. Libraries have been set up in slums, computer skills are imparted and scholarships are

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made available to needy students. In the short time since its inception, Wipro Cares has brought joy to many - to the children whose lives it has touched as well as the Wipro employees who have experienced the pleasure of giving.

Wipro's Gujarat Earthquake Relief Fund

In response to a corporate announcement requesting contribution from Wiproites to help provide relief for the earth quake victims in Gujarat, an amount of Rs 10 million was collected. After Wipros matching contribution, the total amount available is Rs 20 million, Wipro will ensure that this amount is utilized for the rehabilitation work either directly or through an identified NGO. At present our focus area is education. We see that education is very fundamental to development. So, if we work in the field of education, then we feel we have helped people to access whatever opportunities that are available. Wipro is seen as a knowledge company, and education fits in well with our work. More and more jobs are now based on the knowledge industry. Even traditional jobs like trading now require automation and therefore education has become necessary. Along with our education initiatives, we also have Wipro Cares. There is a lot of desire among our employees to volunteer. Many of them want to spend time and money on social causes. Wipro Cares is a platform through which they can do this. When Wipro Cares came into being three years ago, we just collected funds for relief operations. For instance, after the Gujarat earthquake, we collected over Rs.1 crore. We sent clothes and essentials to Gujarat, and also built a hospital. But later we realised that we must do something in an ongoing manner and not wait for natural calamities to start our voluntary activities. Our volunteers did a quick survey around urban slumsin Bangalore and Hyderabad. identified three major issues---unemployment, hygiene and sanitation. Now we will start addressing these issues.

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Evaluating CSR Programs The impact of our programme is not easy to assess. How do you assess whether the quality of teaching has improved? How soon can quality be tested? There is an evaluation process built into each component of the Wipro Applying Thought in Schools Programme. For instance, the teachers programme does require students and senior educational consultants who sit in during classes to evaluate the teaching process. But this is not an evaluation of the programme, but only an evaluation of the teaching. At present, therefore, we are still exploring on an effective method to evaluate our programme. We have invited our partners to come up with ways to make evaluation possible. We realise that evaluation is an extremely important part of doing any kind of work. It is evaluation that helps us to learn. When we ask our teachers to continue learning, we ourselves cannot stop learning. And not knowing the impact of ones work amounts to not learning about the process. Education Wipro chairman Azim Premji gave about Rs 8,846 crore ($2 billion) to improve school education in India. Other donations to charitable institutions by any person or corporation in India pale in comparison to this massive endowment. It effectively silences critics who say Indian billionaires are measly donors compared to foreign counterparts, and that they focus on big-name western universities rather than addressing Indias problems. Azim Premji is actively involved in social works through his organization Azim Premji Foundation. Programmes of the Azim Premji Foundation focus on "creating effective and scalable models that significantly improve the quality of learning in the school and ensure satisfactory ownership by the community in the management of the school". Azim Premji Foundation says it "dedicates itself to the cause of Universalization of Elementary

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Education in India. The organisation has over the years been instrumental in improving the quality of general education, particularly in rural schools. This donation would be done by transferring 213 million equity shares of Wipro Ltd, held by a few entities controlled by him, to the Azim Premji Trust. This donation is the first of its kind by any Indian billionaire.

4.2 JOHNSON AND JOHNSON

SOCIAL AND ENVIRONMENTAL RESPONSIBILITY

Johnson & Johnson is one of the largest corporate contributors, based on total cash and product donations, with 2004 worldwide contributions totaling over $528 million.

Emergency relief provided since the early 1900s for victims of natural disasters and other emergencies.

Johnson & Johnson continues to strengthen its relationships with leading environmental organizations committed to sustainable development. Other environmental partnership activities have focused on the protection of endangered species and habitats, as well as supporting environmental education initiatives in local school districts.

SOCIAL RESPONSIBILITY Through Our Credo, Johnson & Johnson is committed to improving the community through a variety of programs both in the United States and abroad. In this section, you can learn about our Contributions program, Environmental commitments and Health and Safety efforts. You can also review our policies on Equal Opportunity, child labor, business conduct and other key issues. Our Corporate Information section will acquaint

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you with our financial performance and overall structure, while Corporate Governance will explain the practice of ethical business conduct. There is also information about the Board of Directors and the Committees of the Board.

In response to the loss of life and property caused by the recent mudslides in the Philippines, Johnson & Johnson has donated a disaster relief module, which includes medical supplies, disinfectants, analgesic and other products. In addition, the Company has made donations to local relief organizations and employees in the Philippines are conducting a volunteer and donation drive for the mudslide victims. Through our contributions efforts, we are actively involved in supporting ongoing health care, educational and cultural programs. We are committed to a healthy environment through a reduction in our facility environmental impacts and our participation in conservation projects. Johnson & Johnson has established high standards for the health and safety of our workers and has worked with others in our community to share our knowledge in this area. Our HIV/AIDS section includes information about the many projects Johnson & Johnson sponsors to combat the spread of this deadly virus. Our publications section includes yearly reports which discuss Johnson & Johnson's various programs, projects and activities in the areas of charitable giving, environmental sustainability and workplace safety, as well as our Annual Report.

Johnson & Johnson is proud that its stock is included in the Dow Jones Sustainability Index (DJSI). The DJSI family follows a best-in-class approach comprising the sustainability leaders in each industry. Categorized by industry group, companies are assessed against general and industry-specific criteria and then compared against their peers and ranked accordingly

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CONTRIBUTIONS: We must be good citizens support good works and charities..." Johnson & Johnson Credo

In response to the loss of life and property caused by the recent mudslides in the Philippines, Johnson & Johnson has donated a disaster relief module, which includes medical supplies, disinfectants, analgesic and other products. In addition, the Company has made donations to local relief organizations and employees in the Philippines are conducting a volunteer and donation drive for the mudslide victims. At Johnson & Johnson, improving the health and welfare of people around the world is an integral part of our business. Since the San Francisco earthquake of 1906, Johnson & Johnson has provided disaster relief supplies to aid the victims of hurricanes, floods, fires and, more recently, terrorism. Johnson & Johnson's commitment to social responsibility is reflected in the Johnson & Johnson Credo and exemplified by a number of key community initiatives described in the Contributions Annual Report. Through the Contributions Program, a worldwide social responsibility effort, Johnson & Johnson aligns its philanthropic initiatives with its expertise in four key platforms for giving: Access to Health Care, Children's Health, Professional Development and Education and Community Responsibility. Johnson & Johnson sponsors a number of programs structured around the principles of these platforms. Johnson & Johnson has created "Signature Programs" in order to address community needs through focused strategies which are clearly aligned with the Company's Contributions platforms. One of these programs, the Johnson & Johnson-Wharton Fellows Program in Management for Nurse Executives, has graduated 805 students from the United States, Australia, Canada, Saudi Arabia and Cuba. In addition, the Company

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supports local initiatives that are critical to the communities in which we live and work. Johnson & Johnson worked with hundreds of nonprofit U.S.-based and international organizations during 2004, making $528.7 million in cash and product contributions. In 2001, a pledge of $10 million to aid the victims of the September 11 terrorist attacks gave needed support to numerous organizations aiding the victims and their families. CORPORATE INFORMATION: Johnson & Johnson's commitment to the community comes from a dedication to the principles defined 60 years ago by then Chairman of the Board General Robert Wood Johnson in Our Credo. This living document, which has been translated into dozens of languages, establishes the company's responsibilities to customers, employees, the communities in which we operate and to the stockholders. In order to determine how effectively the company's policies fulfill these Credo responsibilities, employees throughout Johnson & Johnson are periodically surveyed to be sure that the company conducts business in accordance with the Credo. Johnson & Johnson, which was founded in 1887, employs countries around the world. Our 115,600 people in 57

200 operating companies produce thousands of

products spanning our three business segments. This site's Corporate Governance section describes our management structure and includes information on how Johnson & Johnson fulfills our Credo responsibilities through the practice of ethical business conduct. There is also information about the Board of Directors and the Committees of the Board. Financial information about Johnson & Johnson, including services for shareowners and an electronic version of the Annual Report, can be found in the Investor Relations section. A calendar of upcoming financial events and an archive of recent webcasts is available, as is historical sales information about the company. Johnson & Johnson is committed to a diverse and stimulating workplace. Our Diversity section illustrates how the Credo continues to guide our business decisions, both inside and outside of the company and states our Diversity Vision of being the employer of choice in a dynamic global environment.

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DIVERSITY: Diversity is part of the culture of Johnson & Johnson, where we recognize the value that differences in age, race, gender, nationality, sexual orientation, physical ability, thinking style and background bring a richness to the working environment. Our vision is to be the Employer of Choice in a Dynamic Global Environment. ENVIRONMENT: "We must maintain in good order the property we are privileged to use, protecting the environment and natural resources." Johnson & Johnson Credo Healthy People..Healthy Planet reflects our understanding of the critical

interdependence between human health and the health of our planet. As one of the worlds most broadly based and diversified health care companies, we feel a special responsibility to protect the environment. GOVERNANCE: At all levels, Johnson & Johnson employees are committed to the ethical principals outlined by Our Credo. These principles have guided us for many years and will continue to set the tone of integrity for the entire Company. The Credo values extend to our accounting and financial reporting responsibilities that we have to our shareholders and investors, and many shareholders are interested in how the company is managed. For information on our structure, the Board of Directors and the committees on which they serve, our policies, corporate documents and filings with the Securities and Exchange Commission. HIV/AIDS: As a global company dedicated to human health for more than 120 years, Johnson & Johnson has a deep and abiding commitment to summon our skills and resources to help address what is surely one of the most critical health issues facing our world today, HIV/AIDS.
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Enhancing health care for people suffering from HIV/AIDS is a priority for Johnson & Johnson; it is inherent in our responsibility to the global community as expressed in Our Credo. We aspire to make a difference in the lives of those infected and affected by HIV/AIDS by:

Developing effective new medicines and diagnostics against HIV and related opportunistic infections; Enhancing access to our products as well as needed patient care and support; Providing contributions to assist communities and individuals who are most vulnerable to HIV/AIDS; and Meeting our obligations to employees through HIV/AIDS workplace programs.

The number of men, women and children suffering from HIV/AIDS is staggering. While we are humbled by the extent of this pandemic and recognize that no single company or coalition can address all aspects of HIV/AIDS, we believe we can make a meaningful contribution and are committed to do so. We are working with many local and global organizations and creating partnerships with new organizations to help vulnerable communities. Our contributions focus on helping meet the needs of children, women and families and supporting organizations providing care, education, prevention and access to treatment. Improving lives will take a collaborative effort by companies like Johnson & Johnson as well as caregivers, scientists, governments and non-governmental organizations, advocacy groups, health care professionals and patients. Johnson & Johnson sponsors HIV/AIDS philanthropic programs in locations around the world. Our initiatives will build on this portfolio of giving and will combine financial, medical and human resources to address this pandemic. To find out more about our efforts, click on the map below.

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HEALTH AND SAFETY: "Compensation must be fair and adequate, and working conditions clean, orderly and safe." Johnson & Johnson Credo POLICIES: In order to ensure that Johnson & Johnson fulfills the responsibilities listed in Our Credo, company-wide polices have been adopted which guide the decisions and actions of our employees. These policies apply to all aspects of the business and address our duties to our employees, our customers and to the communities in which we work. Johnson & Johnson surveys employees at all locations every two to three years to learn their impressions of how well the Company performs its Credo responsibilities. These assessments are then fed back to the senior management, and where there are shortcomings, corrective action is taken. GENERAL POLICIES:

Climate Friendly Energy Policy Employment of Young Persons Equal Employment Opportunity Policy

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Global Labor & Employment Guidelines Harassment Policy Johnson & Johnson Safety Vision Statement Laboratory Research Animal Testing Our Ethical Code For The Conduct of Pharmaceutical Medicine Our Policy on Grants Policy on Business Conduct Health & Safety Policy Work and Family Leave and Family Medical Leave Absence (FMLA) Worldwide Environmental Policy

PUBLICATIONS: Johnson & Johnson publishes a number of documents that outline our efforts in the area of social responsibility. These reports document our performance, state our plans and goals for the future and describe just a few of the many programs and projects supported by Johnson & Johnson.

4.3 NOVO NORDISK

In the twenty-first century, many corporations are acknowledging the need for a more responsible strategy that marries economic success with environmental protection. As most companies inch at a snails pace into the green limelight, there are a few whose seasoned experience in dealing with environmental dilemmas is allowing them to reach beyond the initial recognition of adverse environmental
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impact. One such company is Novo Nordisk, a Danish pharmaceutical company that is positioning itself to have a unique influence, not only on its own operations but also on suppliers in the next link of the supply chain. Novo Nordisk has been developing an implementation strategy for a Triple Bottom Line (TBL) encompassing social, environmental, and economic dimensions since the early 1990s, giving it an advantage over competitors who are just beginning to deal with social and environmental responsibility issues. As the company tracks its own performance based on TBL criteria and hones in on its all-inclusive environmental and social impact, relationships with outside suppliers are being studied. In evaluating the overall supply chain, the company has realized that the transporters that it contracts are also a part of Novo Nordisks net climate impact. The companys work to influence the supply chain and reduce this impact stands out as some of the most ground-breaking in the corporate sustainability field. COMMITMENTS Financial responsibility We will work to continuously improve our financial performance by setting high objectives for growth and value creation and deliver competitive performance in these areas. We will maintain an open dialogue with our stakeholders and comply with international reporting standards. Environmental responsibility We will work to continuously improve our environmental performance by setting high objectives and integrating environmental and bioethical considerations into our daily business. We will maintain an open dialogue with our stakeholders and report annually on our environmental performance. We subscribe to the International Chamber of Commerce's Business Charter for Sustainable Development. We support the United Nations Convention on Biological Diversity.

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Social responsibility We will work to continuously improve our social performance by setting high objectives and integrating social, human rights and health & safety considerations into our daily business. We will maintain an open dialogue with our stakeholders and report annually on our social performance.

SOCIAL RESPONSIBILITIES OF NOVO NORDISK Impact on the Environment As the company has developed a more sophisticated methodology for reducing impact on the environment, environmental managers now try to integrate environmental considerations into product development, fabrication, use and final disposal. The company has sought to reduce energy use and emissions through strategies such as implementing energy saving programs, purchasing environmentally certified hydroelectric power and other renewable sources, substituting alternative cooling agents for chlorofluorocarbons (CFCs), internally reusing energy and chemicals, externally recycling materials, and working with suppliers to develop environmentally sound packaging materials. In 2002, Novo Nordisk purchased 30 percent of its energy from renewable sources, including a hydropower plant identified as renewable energy by the Swedish Society for Nature Conservation and Eco-labelling. The remaining renewable energy was provided by the Danish power grid and included sources like wind and biomass. The company has also found ways to safely recycle some of the waste products from its industrial production process. The key raw materials used in microbial fermentation to produce therapeutic proteins are water, nutrients and sugar. The main byproduct from this fermentation is yeast sludge, a non-toxic substance. At least one industrial plant recycles the sludge either as pig feed for local farms or as raw material for biogas generation.
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Managing to Achieve the Triple Bottom Line The Stakeholder Relations department drives much of the environmental management at Novo Nordisk and focuses primarily on eco-efficiency as the main environmental goal. Reporting on the Triple Bottom Line 2001 explains that, Our eco-productivity indices (EPIs) express eco-efficiency as the ability to effectively utilize resources, relating the scale of production to the consumption of resources. This is used for water, energy, and packaging as well as raw materials. An increase in an index is a positive trend and shows greater efficiency. In managing the impact on climate, Novo Nordisk has instituted both a comprehensive measurement tool for energy use and a strategy to reduce energy use overall. The total energy consumption for Novo Nordisk in 2001 amounted to 510,596,400 kilowatt-hours which was an increase of 6 percent from 2000. Total CO2 emissions, however, only increased by 3 percent because more of the energy purchased came from renewable energy sources. Also, these increases in energy use and emissions occurred while profits were increasing by 25%. The EPI increased by 4 percent, reflecting this increase in energy efficiency. Avoiding Transport Emissions Novo Nordisk recognizes that a critical component to the companys objective of producing pharmaceutical products to be available worldwide is transporting those products to consumers. Although the company is not directly responsible for the environmental impacts associated with transporting its goods, this stage in the supply chain ultimately leads to a significant quantity of fossil fuel emissions which ultimately impact global warming, acidification, and photochemical smog. One of the general targets towards which progress has been made is the improvement of methods for reporting transport emissions, and then using the results to reduce the environmental impact, in cooperation with transport suppliers. Novo Nordisk has pledged to assess the environmental and social performance of 90 percent of key raw material suppliers and a range of key suppliers in service and engineering. Truckers
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of raw materials are the initial supplier group that have been zeroed in on. As transport data from trucks pours in, Novo Nordisk is beginning to require strict environmental guidelines to reinforce the message to suppliers to cut down on emissions. One of new requirements is efficient refrigeration and heating controls inside trucks. Benefits of Engaging in Corporate Social Responsibility 1) Increased profit 2) Access to capital 3) Reduced operating costs/increased operational efficiency 4) Enhanced brand image and reputation 5) Increased sales and customer loyalty 6) Increased productivity and quality 7) Increased ability to attract and retain employees 8) Potentially, reduced regulatory oversight 9) Reducing risk, and increased risk management 10) Keeping up with competitors and where the market is. The Dangers of Corporate Social Responsibility The magnificent seven ride again. But beware, they might bump into the glass ceiling, or, worse, fall victim to carpet-bombing syndrome. This collection of clichs, laced with breathless examples of consultancy-speak such as triple bottom line and blended value, are intended to draw attention to a new study of corporate sustainability reporting by big firms, published on November 18th. Entitled Trust Us,

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it has been co-written by a consultancy, SustainAbility, which counts such companies as Ford and Shell among its clients, and the United Nations Environment Programme. A SustainAbility consultant, Oliver Dudok van Heel, preaches that its mission is to make companies behave responsibly, for the sake of present and future generations. Firms are falling over themselves to compete for an ethical Oscar. For the record, this year's magnificent seventhose with the best scores for social policy and environment reportsare the Co-Op Bank, NOVO NORDISK, BAA, British Telecom, Rio Tinto, Shell and BP. The glass ceiling is a coded way for the authors to say that these reports have not improved in quality since the first such survey was carried out in 2000. However, since then, the authors chastise, they have gained 45% in volume and now measure, on average, a frightening 86 pages apiecehence the reference to carpet bombing. The aim of sustainability reportingto determine if a firm trades fairly, protects the environment and so onmay be relatively new, but the tone of this report is thoroughly Victorian, a sort of schoolmasterly could do better. And herein lies a serious concern. Pervading the report is the sense, increasingly widespread nowadays, that companies are inherently immoral unless they demonstrate that they are the oppositein effect, guilty until proved innocent. Yet, even allowing for some recent corporate scandals and the odd crooked chief executive, most law-abiding companies do good simply as a by-product of their pursuit of profitsas Adam Smith first proclaimed over 200 years ago. In its rush to sell clients advice on how to buff up their ethical image, SustainAbility glosses over the fact that the likes of Wal-Mart employ thousands of staff worldwide and also deliver goods cheaply to consumers.

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5: INDIA AND CSR

In India, the market is the new mantra. Globalization has brought in new players and alluring products into markets. The growing middle class, which has been bereft, of goods in the past, is too happy consuming, to want to pay heed to what may lie underneath. American style, glass lined shopping malls teem with the newly rich. Plastic money has made hitherto inaccessible goods merely a signature away. It is a new ethos, expectant and eager, which draws in glitzy brands supported by nubile advertising. The dismal human condition of the rest of the country does not exist here, and the fact that over 25 % of the country does not have even a meal a day is a mere statistic3. It is an engagement, which for many is an uncomfortable one, and a willingness to believe in corporate literature an easy out of any possible guilt. In such a context the picking seems to be easy for businesses with the system available to be beaten for profit. Terms like ethical behavior can put an uncomfortable hurdle in that path and for a powerful corporate bending rules, is not too difficult. Corporate philanthropy helps as well. NGOs are funded to carry out community development work, and these too are advertised as part of the branding process4. Cynically, such donations also obtain local tax rebates. But even though some people may benefit from such charity, it does not translate into changing the way business itself is done. Can Corporate Social Responsibility truly be a reality in such a context? Or does it need other legal and institutional pushes which empower the citizenry to function adequately? Such provisions can include effective liability laws, information disclosure requirements, corporate accountability and an impartial implementation of various citizens rights through various bodies. Take the case of producer responsibility for waste management. Many countries in Europe, including Switzerland, Sweden, Germany etc, by law need companies to collect used cars, television sets, computers, and batteries and to dispose them off. It is another matter that much of this is often collected and exported to the South! However these responsible models work in the given legal and social milieu. The same companies however do not show such enlightened behavior in India, and in fact often resist the setting up of such systems through their immense lobbying powers with governments. It would be futile to expect CSR to work in such an environment. It can be argued that without such enabling conditions in a society, CSR cannot effectively

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work. It would need a functioning democracy that delivers not only in its intent but also in its institutions. When the balance of power in areas of civil liberties, environmental and social rights between industry, the citizens, and the state is equal then CSR could guide the larger role business has to play. Under such political conditions CSR, even when voluntary, puts a high degree of accountability onto the corporate entity. Shareholders would then accept that business goes beyond profits and dividends, into the manner in which these have been achieved. In another realm, where institutions meant to protect rights of society are not firmly in place and the power to influence processes is not vested enough in the citizenry, CSR could become out of place and misleading. No doubt India is a democracy, one that is very successful at ensuring a peaceful transference of power through an electoral system every five years. Yet, the country faces gross social inequities of poverty and a new affluence for a few. Human, consumer and environmental rights are contested terrains, and corporate scandals are commonplace. Many environmental and social legislations have been enacted under its strongly democratic Constitution. However implementation is dismal and reflects the fact that Institutions responsible for this are weak and unaccountable to public pressure. In some areas, especially relating to marginalized sections like workers, there is also an inadequate legal focus. For example there is no comprehensive Occupational Safety and Health Act, nor are Information Right laws in place. Though India is party to several international environmental and labour conventions, many including International Labour Organization (ILO) and United Nations Environmental Program (UNEP) treaties have not been ratified5. Corruption in high circles is regularly reported,6 but convictions are almost non-existent. In such a scenario, CSR then becomes a mere web site declaration, with no pressure to deliver on the ground. CSR needs an enabling condition in society for it to be effective. That it can be merely an internalized ethic, may be a rather romantic notion. This line of reasoning of course takes away the voluntary nature of CSR. In such a case, the corporate is probably responsible and even it is voluntarily so, there may be societal compulsions of survival at work. Corporate Social Responsibility is then not only a way of doing business, rather it may have to be enforced through public pressure. That is similar to the manner in which

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historically environmental, consumer and labour organizations have effected changed i.e. through activism and people playing an assertive role. However, a true CSR approach would entail that business embodies an internalized set of ethics, which go beyond profit maximization in a proactive manner even in societies where there is not enough demand for this. This must be independent of the local operating conditions and be a character of the business entity itself. The term responsibility implies an internal work ethic as well as a practice in the everydayness of doing business. At a minimum level it needs an adherence to laws and a respect for environment in which the business operates,7 but must go beyond in locating itself into social values. Else CSR relegates to mere lip service. To take it out of its context and then try and promote it as a voluntary activity for corporates in less demanding environments could be unproductive. It is with this caution that developing countries need to adopt and believe in CSR principles. But this is not always so. A new initiative in India, CREP, or The Corporate Responsibility for Environmental Protection initiated by the Indian government in 2003, is a case in point. A guideline for a set of non-mandatory norms for 17 polluting industrial sectors has been set but there is no real pressure for implementation or internalization. An ethical being which claims to respect the earth cannot have discontinuities in its practices. Ethical practices have to place in an integrity framework, and that implies at the very least a lack of multiple ways of being. This can be no different for individuals as for companies. Mahatma Gandhi believed this strongly. According to him ethics were universally applicable to an individual, businesses of all sizes as well as to individuals in business. Though he acknowledged the right of business to make profits it had to give what was not needed back to the community. Like Andrew Carnegie, he too believed in the ideal of Trusteeship, where the spirit of community ownership was considered prime. All this implied an internally realized and practiced way of being, rather than something, which was forced from the outside, through societal laws. Yet what seems to be more effective today is a pressure to ensure an acceptable social code, which has to be complied with. This arena needs social pressures to be brought upon businesses to conform irrespective of their own beliefs.

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In India, the role of CSR has been gaining momentum for a decade now. The realisation that the participation of the private sector can foster the public-private partnership is vital in terms of sharing resources, bringing in expertise and appropriate technologies. This can enhance visibility of campaigns, and bringing about civil society response. Good beginnings are being made by a number of companies. Wipro, Tata, Infosys, Reliance, and National Thermal Power Corporation (NTPC) are setting good examples. Among these, Tatas and Infosys have done great work on corporate philanthropy. The PSUs are also self-driven on CSR. ONGC and IOCL have seriously begun to engage with NGOs on various causes. In 1997, at the World Economic Forum at Davos, Sir Richard Skyes, Chairman of Global Business Council on HIV/AIDS, said, "Businesses can act as advocates, helping to keep AIDS on the international agenda, and thereby demonstrate the benefits businesses can bring to society as a whole through its products and as corporate citizens in partnership with the public sector." SIGNIFICANCE OF CSR FOR INDIA

The ideal corporate citizenship has ethical and philosophical dimension, particularly in India, where still exists a wide gap between sections of people in terms of income and living standard as well as social status Corporate social responsibility can play a much broader and more concrete role in socioeconomic life of the people in India.

PERCEPTION AND PRACTICES OF CSR IN INDIA

CSR has been a precept in many organisations for a long time Corporate social environment in India has been changing in view of globalisation, transformation of market environment and deepening of competition. Market economy paved the way for enterprise led development and a new cultural perspective is taking place in Indian business environment having strong bearing on social responsibilities

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CHANGING PERCEPTION OF INDIAN BUSINESS Survey by the Centre for Social Market Corporate Policy Corporate Governance Environment Occupational Health Safety Education Social Welfare Anti-discrimination Community Development Workers Rights Child Labour Human Rights CHANGES IN ATTITUDES TOWARDS CSR

% of companies with Policy 59 53 53 47 41 35 29 29 12

There is a growing awareness among the corporate about their social responsibilities. The major influencing factors of CSR in the India are : Increasing awareness
o o o o o

Reputation Rising domestic standard Rising international standard Domestic regulation Commercial pressure etc.

CSR AS BUSINESS SUCCESS Corporate social responsibilities are considered to be an important aspect of business success by 80% of the respondents - through efficient resource management, environment protection, employment, eco friendly atmosphere etc.

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SUGGESTIONS AND RECOMMENDATIONS

Over the last decade the question of the relationship between organisations and society has been subject to much debate, often of a critical nature. The decade has seen protests concerning the actions of organisations, exposures of corporate exploitation and unfolding accounting scandals. At the same time ethical behaviour and a concern for the environment have been shown to have a positive correlation with corporate performance. The nature of corporate social responsibility is therefore a topical one for businesses and academics. There are however many different perspectives upon what is meant by corporate social responsibility and how this might be applied within organisations. This book explores some of these different perspectives based upon the experiences of different people in different parts of the world. There has been much written about globalisation some of it positive and much of it negative. It is a subject which arouses definite opinions. Despite the fact that the word globalisation is part of the title of this book it is not our intention to contribute to this debate. Instead we use the word globalisation in its original sense to represent the ubiquity of the concern for Corporate Social Responsibility (CSR) which is the subject matter of this book. Specifically we are concerned with the social contract between an organisation and its stakeholders. It is apparent that any actions which an organisation undertakes will have an effect not just upon itself but also upon the external environment within which that organisation resides. In considering the effect of the organisation upon its external environment it must be recognised that this environment includes both the business environment in which the firm is operating, the local societal environment in which the organisation is located and the wider global environment. Effectively therefore there is a social contract between organizations and their stakeholders. Recognition of the rights of all stakeholders and the duty of a business to be accountable in this wider context therefore has been largely a relatively recent phenomenon. The economic view of accountability only to owners has only recently been subject to debate to any considerable extent. In the current environment there is a need to debate this issue and its implications.

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CONCLUSION
Of course the changing nature of business into new global forms can also be an opportunity of bringing on that level of accountability. Global brands are more vulnerable to public perceptions about their being good simply because much more is at stake, both in terms of money that is invested in building such brands as well in the markets which they affect. Recent disclosures of pesticides in soft drinks of Pepsi and Coke by an India NGO plummeted their urban sales in merely a few days. It was revealing that no matter what the companies said to deny the reports, people simply did not believe them! If anything this was an indictment of generally how powerless people felt against the global force of such multinationals and at the first opportunity hit back by stopping buying the products. CSR has a long way to travel. Today it operates in an environment, which is politically unfavorably balanced for the consumer, and corporates have a larger say in how things are. Even though CSR relates to ethics in business, at this time it seems that this is more a socially and legally enforced practice. It does not as yet emerge from an internalized position of a respect of people, nature and the environment. It plays out not as a selfwilled moral and ethical self-realized way of being of the kind Gandhi might have envisaged, but rather more as a practice which may have to socially and legally enforced from the outside, as acceptable behavior, which an activist organization like Greenpeace may have to ensure.

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BIBLIOGRAPHY
BOOKS AND JOURNALS:
Gupta, Ananda and Aruna Das Gupta Corporate Social Responsibility: The Indian Context in Representations of Social Responsibility (Ed. David Crowther and Renu Jatana), The ICFAI University Press, Hyderabad, India, 2005. Haslam, Paul The Corporate Responsibility System in Latin America and the Caribbean. FOCAL Policy Paper, Canada. 2004. Kumar, Rita , Murphy, David F and Balsari, Viraal Altered Images: the 2001 state of corporate responsibility in India poll. TERI-Europe / New Academy of Business, 2001 Norris, G., & O'Dwyer, B. (2004). Motivating socially responsive decision making: the operation of management controls in a socially responsive organisation. British Accounting Review, 36(2), 173-196.

INTERNET SOURCES:
http://www.colorado.edu/studentgroups/libertarians/issues/friedman-soc-respbusiness.html http://www.globalchange.com/businessethics.htm http://www.swlearning.com/management/management_news/mgmt_news_ethics. html http://www.csreurope.org/uploadstore/cms/docs/Business_case.pdf http://en.wikipedia.org/wiki/Corporate_social_responsibility http://www.us-asean.org/cr/ http://www.adbi.org/event/1529.corporate.social.responsibility/ http://findarticles.com/p/articles/mi_m3311/is_n5_v27?pnum=5&opg=11843913 http://www.ntpc.co.in/infocus/socialcomm.shtml http://www.towersperrin.com/tp/showdctmdoc.jsp? country=global&url=Master_Brand_2/USA/News/Spotlights/2008/2008_07_30_ Spotlight_Corporate_Social_Responsibility.htm

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