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publisher’s note

Towards a More Sustainable Future

I Rajesh Tiwari Publisher

According to the Indian Institute of Corporates Affairs, a minimum of 16,000 Indian Companies fall under the ambit of the law and that entails approximately `28000 crores would be pumped into the system.

ndia was the first country in the world to pass a 2% mandatory spent for Companies for CSR and this was widely acclaimed. Increasingly this also meant that India has moved from earlier understanding of philanthropy and charity as CSR to that of sustaining businesses, through proper usage of its own money so as to attain and sustain their competitive advantages. To put into perspective, I am encouraged to reproduce address of Rana Kapoor, CEO of Yes Bank on CSR which he made for 6th Global CSR Summit and Excellence Awards 2013 “Creating Social Value and Impact Though Innovation” on February 25th 2014 at New Delhi. “Corporate Social Responsibility (CSR) as a concept has seen significant evolution over the years in the global context moving from a pure philanthropy or charity-based model to a more strategic tool that companies can deploy to contribute towards sustainable development. In India, much like the rest of the world, CSR has traditionally focused on giving back to society and being responsible towards the community resulting in funding of religious sites or programs and community centres such as schools and hospitals. Though these are significant contributions, they do not necessarily have direct linkage to business and its long-term social license to operate within a society. Further , more often than not, such initiatives tend to be rather piecemeal with limited replicability. As a Nation, we have seen tremendous growth over the last few decades and yet, have paradoxically lagged behind on various development parameters. The need of the hour therefore, is to build collaborative interven-

tions that help address development issues. We need to leverage the strengths of important stakeholders such as the State, private enterprise , academia and non-Governmental organisations to achieve sustainable, scalable and affordable solutions for environmental and social concerns. The passing of the Companies Act 2013 and recent notification of CSR Rules by government on spending under CSR will act as a catalyst to help transition Indian business towards a more structured CSR approach that simultaneously aligns business objectives and broader development goals. CSR presents one such tool that can help transition towards a more sustainable and equitable development. Adopting a multi stakeholder model of engagement, the private sector can play a crucial role in effecting this transition. According to the Indian Institute of Corporates Affairs, a minimum of 16,000 Indian Companies fall under the ambit of the law and that entails approximately INR 28000 CR of funds that would be pumped into the system. CSR Rules would create a far greater enabling business environment having parameters of better compliance and accountability towards defining CSR initiatives.” We at India Centre for CSR feel that new government at centre has a tremendous chance to use CSR as a vehicle for creation of millions of jobs in the field of health, initiate out of box environment management policies and above all serving the sea of humanity which India has . Like previous times, we at India Centre for CSR are always available with our global knowledge and expertise to any one who seeks us out as we believe that we are only mandated for assimilation and dissemination of CSR knowledge.

June 2014 | CSR Today | 1


08 cover story



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Printer and Publisher: Rajesh Tiwari EDITORIAL Consulting Editor: Y Singh INDIAN CENTRE FOR CSR ADVISORY BOARD Pankaj Pachauri, Ted McFarland, Mag. Martin Neureiter, Chandir Gidwani, Lou Altman, Kingshuk Nag, Toby Webb, Anil Bajpai, Nikos Avlonas, Rajesh Tiwari, Satish Jha, Amit Chatterjee, Jitendra Bhargava, Namita Vikas, Dinesh N. Awasthi, Kapil Dev, Dr. Kamal Kant Dwivedi, Sanjiv Kaura CSR Today Advisroy Board Rajweer Kapoor, Alok Goel, Seema Tiwari PRODUCTION, CIRCULATION AND LOGISTICS Hardik C

The Social Entrepreneur

One of the most important aspects of a business plan is an exit strategy. Ronnie Screwvala led the way in building the entertainment industry in India before exiting from it. He has started his second innings as a social entrepreneur with a clear goal of exiting this venture too. But not before he has socially impacted a million lives.

csr society

13 Managing the Monsoon 16 “We Focus on Quality not Quarterly Profits”

csr sustainability

22 Business of CSR and Sustainability in India

CSR LEADERSHIP 24 5 Things True Leaders in

Responsible Procurement do

sustainability 26 Towards 100% Impact

Investment Movement

REGIONAL OFFICES NEW DELHI Regional Director: V Chopra Vice President: Bhanu Pratap Singh

28 Building a Sustainable Future

bangalore Priya MK

CASE STUDY 30 FedEx Strengthens

MUMBAI Assistant Vice President: Chaitali Chatterjee Circulation: Dewang Mewati

Sustainable Access for Company and Community

18 Commitments, Progress – the Bombardier Way 20 Growing Africa’s Agriculture

HEAD OFFICE CSR Today Indian Centre for CSR, 601, 6th Floor, Technocity, Plot No. X4/5 A, TTC Industrial Area Mahape, Navi Mumbai- 400701 (India). Tel: +91 22 2778 8481 / 82 Fax: +91 22 2496 6803 Email: Website:

sustainability capital 32 What Makes a “Net Positive” Approach?

34 Charity as Art: Vans Makes Philanthropy Cool


01 Publisher’s note 03 CSR News 07 Book Review

advertisers’ index: Rural Electrification Corporation Ltd. Inside Front Cover | ONGC Back Cover

Printed, Published and Edited by Rajesh Tiwari on behalf of Indian Centre For Corporate Social Resposibility, Printed at Jayant Printery, 352/54, J.S.S. Road, Murlidhar Temple Compound, Near Thakurdwar Post Office, Mumbai 400 002 and Published from Indian Centre For Corporate Social Resposibility, 106/A, Nirman Kendra, Plot No.3, Dr. E. Morses Road, Mahalaxmi Estate, Mahalaxmi, Mumbai 400 011. Editor: Rajesh Tiwari Disclaimer The publisher, authors and contributors reserve their rights in regards to copyright of their work. No part of this work covered by the copyright may be reproduced or copied in any form or by any means without the written consent. The publisher, contributors, editors and related parties are not responsible in any way for the actions or results taken by any person, organisation or any party on basis of reading information, stories or contributions in this publication, website or related product. Reasonable care is taken to ensure that CSR Today articles and other information on the web site are up-to-date and accurate as possible, as of the time of publication, but no responsibility can be taken by CSR Today for any errors or omissions contained herein.

CSR News ASSOCHAM CSR Foundation Launches Malaria Drive

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s about 50,000 people in India and about one crore across the world die of mosquito-borne diseases every year, apex industry body ASSOCHAM under the aegis of its CSR (Corporate Social Responsibility) Foundation has planned to launch an awareness campaign with an aim to spread information about malaria, its causes, prevention and treatment on the eve of World Malaria Day commemorated globally every year on April 25. Representatives of the CSR Foundation of The Associated Chambers of Commerce and Industry of India (ASSOCHAM) would be organising awareness programmes across urban slums and other vulnerable areas in five metro cities of - Delhi, Mumbai, Bangalore, Chennai and Kolkata to educate people about water-borne diseases like malaria, cholera, gastroenteritis, diarrhoea and others that erupt every year during summer and rainy seasons due to poor quality of drinking water supply and sanitation. “Malaria morbidity and mortality is a matter of major public health concern as it hugely affects social and economic conditions of the people and leads to poverty,” said D S Rawat, Secretary General of ASSOCHAM. “Besides, groundwater available in over 200 districts in India is not fit for drinking owing to excessive concentration of fluoride, iron, salinity and arsenic which affects about two lakh habitations as 85 per cent of population is dependent upon groundwater,” Rawat said. “Growing industrialization, rapid urbanization, growth of unauthorized colonies, lack of amenities, dearth of medical facilities, garbage disposal in the open and other related factors are adversely affecting the safe drinking water supply across most parts of the country.” ASSOCHAM CSR Foundation would increase public awareness about malaria by encouraging community participation through mass media and interpersonal communication and consolidate inter-sectoral collaborative efforts along with corporate and voluntary organizations at all levels for prevention and control of malaria. “We would be holding community meetings to sensitize people about various measures to be taken for malaria prevention like keeping one’s surroundings clean, using a mosquito net while sleeping, getting blood sample tested in case of fever and others,” said Mr Rawat. “Apart from community level meetings, we would also organise exhibitioncum-awareness meetings at various schools to sensitize the students.”

Municipality to Set up CSR Cell


n order to ensure corporate participation in municipal projects, the Ahmedabad Municipal Corporation (AMC) would start a new cell that will help process projects that are undertaken under corporate social responsibility (CSR), according to a report in The Times of India. The cell at the corporation will liaison with corporate offices for projects that can be partnered with. “The Union ministry of corporate affairs has made it mandatory for corporate to spend 2% of their profits on public good. This provides huge scope for investments in public projects,” says a senior AMC official. In Mumbai, a similar cell focuses on imparting soft skills as well as industry-oriented skills to the economically weaker section of the society, the Times of India report said. According to a communique by the AMC, the CSR cell will accept any proposal that are related to malnutrition, health, women and child development issues, orphanages, help for the elderly, cultural heritage and programmes for the socially and economically poorer sections of the society. AMC commissioner Guruprasad Mohapatra said, “For the past many years, we have been receiving proposals from corporate offices that they would like to participate in developmental programmes and issues related to public at large. But there was no structure that could process such proposals. The CSR cell will minimize the time lapse required between proposals and implementation.” June 2014 | CSR Today | 3


DHL, UNICEF Partner to Improve Child Survival


HL, the world’s leading express and logistics company announced its partnership with UNICEF and the Government of India in support of efforts to reduce malnutrition and infant mortality in the Nandurbar District of Maharashtra, India. DHL’s grant will fund a three-year UNICEF project to empower communities to improve child survival rates in 1,000 villages in Maharashtra. Working together with the Government of India, the Government of Maharashtra, NGOs and other partners, UNICEF will use the US$650,000 DHL grant to educate villagers on the prevention and treatment of common communicable diseases, provide immunizations and micronutrients to infants and young children while strengthening the district’s health infrastructure. The grant from DHL will be used jointly with communities and government functionaries to

develop and implement village health and nutrition plans, setting up village information posts, training workers, midwives and setting up computer equipment for staff training and support. The programme is an extension of DHL’s global partnership with UNICEF. Globally, DHL’s parent company Deutsche Post World Net (DPWN)

supports UNICEF projects in three regions around the world to reduce child mortality. The target for 2009 is to raise sufficient funds to vaccinate 50,000 children against the six major preventable child killer diseases. In India, funding by DHL will help accelerate UNICEF’s work with the Government to achieve the Millennium Development Goals to reduce

the district’s under five mortality rate to 41 per 1000 live births by 2015. In addition to the grant, DHL will also develop an employee volunteer program to enable staff from across the region to contribute their time and efforts to support UNICEF’s program in the Nandurbar District. Working alongside UNICEF, a number of volunteer programs are being planned to improve physical infrastructures or build capacity of local groups to improve quality of life among villagers in the Nandurbar District. “Our global partnership with UNICEF aims to reduce child mortality by using the potential of our 500,000 employees worldwide and the provision of our logistical core competencies in developing countries,” said CEO, South Asia Pacific, DHL Global Forwarding, Amadou Diallo. “This Asia partnership reinforces our commitment to support UNICEF’s efforts by facilitating access to health services.”

“Muthoot Snehasraya” to Spread Health Awareness


uthoot Finance Ltd, India’s largest gold loan company, launched it’s new CSR initiative named “ Muthoot Snehasrya”. The project encompasses of a High Tech Mobile Ambulance which will help in Prevention and early detection of kidney related diseases, diabetes and Hyper tension ailments. The project was launched by Mr. Tony Chammany, Hon’ble Mayor, Corporation of Cochin. Ms. Bhadra, Deputy Mayor, Corporation of Cochin inaugurated the mobile laboratory. Mr. George Alexander Muthoot, Managing Director, Muthoot Group, Mr. George M Jacob, Director, Muthoot Group, Mr. K.P Padmakumar, Executive Director, Muthoot Finance Ltd. Mr K R Bijimon, Chief General Manager Muthoot Finance Ltd& other senior company officials were present during the occasion Through this programme we are planning to provide a fully equipped mobile lab which will travel to the rural areas of Kerala conducting free blood check up for the purpose of prevention and early detection of Kidney deceases. The mobile ambulance will 4 | CSR Today | June 2014

travel across Kerala’s gramapanchayats, and educate people about the dreaded disease, it will hold exclusive camps in districts of kerala where by the blood sample of inhabitants will be taken and tested for possible kidney related diseases. At the end of the camp there would be an awareness session conducted which will provide information about the prevention and treatment of the disease. Commenting on this move George Alexander Muthoot said, “It has always been our endeavour to help the poor and less deprived class of the society. Through our Foundation we have been regularly supporting dialysis patients for many years now. This new CSR project has been a dream project of our company and I am glad we have been able to turn it in to reality. Through this initiative we plan to reach out to deprived class of the society and help and spread awareness about this illness and contribute in saving lives of people” Muthoot is the largest gold financing company in India in terms of loan portfolio, according to the 2010 update to the IMaCS Research & Analytics Industry Reports, Gold Loans Market in India, 2009.


ICICI Academy for Skills Launches Centre in Guwahati


CICI Academy for Skills (ICICI Academy) today announced the launch of a centre in Guwahati to provide vocational training to the youth from the economically weaker sections to help them earn a sustainable livelihood. The centre will offer courses in three disciplines - selling skills, office administration and retail café operations. ICICI Academy has formalised the content of the courses for office administration and retail café operations with best-in-class knowledge partners namely, Tally Solutions and Café Coffee Day respectively. Together with its partners, ICICI Academy aims to provide world class content and training. The Bank will use in-house expertise to impart the training on selling skills. CICI Foundation for Inclusive Growth (ICICI Foundation) started the ICICI Academy in line with its plan to promote inclusive growth. ICICI Academy aims to train 5,000 youth at nine training centres across the country in the first year of operation.

Announcing the launch, Sandeep Bakhshi, MD & CEO, ICICI Prudential Life Insurance said: “Through its CSR and business initiatives, the ICICI Group works towards building a social infrastructure that can help every person engage in productive and remunerative economic activity. In extension of this belief, the ICICI Academy has been set up with an aim to develop vocational skills in the youth to help them earn a sustainable livelihood. We hope that the skills learned at the Academy will equip individuals to play a significant role in India’s growth story.” Over the past five years, the ICICI Group and ICICI Foundation’s CSR philosophy has been focusing on four key areas namely primary healthcare, elementary education, skill development for sustainable livelihood and financial inclusion, enabling people to participate in the economic opportunities arising in India. These initiatives have impacted the lives of more than 10 million people across the country.

Cisco is World’s Most Ethical Company


isco was recently placed on Ethisphere’s World’s Most Ethical company list for the seventh year in a row. Ethisphere, an independent research center that promotes best practices in corporate ethics and compliance, issues an annual survey with a series of multiple-choice questions that are intended to “capture a company’s performance in an objective, consistent, and standardized way.” Scores are then generated in five categories – Ethics and compliance programs; Reputation, leadership, and innovation; Governance; Corporate citizenship and responsibility; and Culture of ethics. Only a handful of companies have remained on the list as long a Cisco. The Cisco Ethics Office works with our various compliance partners around the company and around the world to enable and ensure legal and regulatory compliance in the 100+ countries in which we do business.

H&M Adds Up Sustainability Initiatives

Photo Courtesy: Wikipedia


&M launched several major sustainability initiatives last year, including its first closed loop collection made with 20 percent recycled materials from collected garments. Almost all of its stores worldwide participate in its garment collection initiative, first launched in 2012. Last year, the company collected 3,047 tons of unwanted garments. H&M also launched its roadmap for fair living wages. Based on the Fair Wage Network’s methodology, the goal for the roadmap is for all of its strategic suppliers to have improved pay structures to put fair living wages in place by 2018 which will affect around 850,000 workers. To accomplish this, H&M must ensure that its purchasing practices support its suppliers in implementing fair living

wages, and is working with its suppliers to that end, a report in 3BL Media said. H&M’s 12th sustainability report details all that the clothing company is doing to become an industry leader. The company doubled its share of sustainable cotton in the last two years to 15.8 percent with 10.8 percent being certified organic, Better Cotton certified 5.0 percent, and recycled 0.01 percent. The goal is for all of its cotton to come from organic cotton, recycled cotton, and Better Cotton certified sources. H&M is already one of the world’s biggest users of certified organic cotton. Sustainable fabrics make up 11 percent of the fabrics used in H&M’s products, an increase from 9.1 in 2012. H&M plans to increase the share of sustainable fabrics every year. June 2014 | CSR Today | 5


Colgate-Palmolive Unveils Reasons to Smile.


olgate-Palmolive has released its 2013 Sustainability Report titled, Giving the World Reasons to Smile. This annual report details Colgate’s long-standing commitments, achievements and challenges to sustainability and social responsibility around the world. This year’s highlights include: • Colgate improved the sustainability profile in over 48 percent of new products and the balance of its portfolio in 2013 (based on representative products evaluated against comparable Colgate products). • Colgate’s flagship oral health education program, “Bright Smiles, Bright Futures,” has reached 750 million children in over 80 countries since 1991. • Hill’s Pet Nutrition donated pet food worth a retail value of more than $7.5 million to pet shelters in the United States in 2013, to date helping more than 7 million dogs and cats find their forever home.

• Colgate reduced both energy use and carbon emissions per ton of production by over 16 percent compared to 2005 and was named a U.S. EPA ENERGY STAR Partner of the Year for the fourth year in a row, with recognition for Sustained Excellence. • Through Colgate’s partnership with Water For People, over 10,000 people in India and Guatemala now have access to clean water and sanitation systems. Colgate in turn delivered our “Bright Smiles, Bright Futures” and handwashing education programs in some of the schools that received clean water. • Colgate was also selected for CDP’s Climate Disclosure Leadership Indices, ranked as one of the World’s Most Ethical Companies by Ethisphere Institute and was again named to the Dow Jones World and North America Sustainability Leadership Indices.

South Asian Monsoon is on the Change

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limate change may be having an effect on one of the world’s most important weather systems. A study of the monsoon season over the last sixty years reveals that the intensity of extremes of precipitation and the number of very dry spells have both been increasing. The Indian subcontinent gets more than four-fifths of its annual rainfall in that great, sustained seasonal cloudburst called the south Asian summer monsoon. Since 60 per cent of India’s people live by agriculture, and 70 per cent of the country’s exports are agricultural products, a lot rides on the monsoon. Extremes of rainfall can bring catastrophic flooding, death, disease and homelessness. Dry seasons can bring a threat to India’s economy, and to national and even to global food security, a report in said. So a pattern of wetter wet spells and longer dry spells would – if sustained – create problems for the one-sixth of the world’s population that depends on the timing and strength of the monsoons. The monsoon season is a complicated one: it generally begins in southern India in June, and is over by September. By mid-July, the rains cover the entire subcontinent. But what matters is how much rain falls, when it falls, and how long the intermittent dry periods last.

6 | CSR Today | June 2014

news digest New Minister Reviews CSR


orporate affairs minister Nirmala Sitharaman has taken a detailed briefing from her officials on CSR issues as one of the key concerns of domestic industry, a report in The Indian Express said. One of the options suggested by the officials was that the objections could be clipped if tax benefits were provided for spending on CSR. In the presentation about the key issues in the ministry made to the new minister, the department officials have pitched for tax break on CSR spend as defined in the new Companies Act.



o provide more clarity on social welfare spending norms, the Corporate Affairs Ministry is likely to come out with a detailed ‘Frequently Asked Questions’ (FAQs) CSR activities by August. The FAQs would help the companies have more clarity on implementation of CSR norms and it would put up on the Ministry website, an official said. It would be prepared after compiling queries from various quarters, including companies and industry chambers.

Canada, India to Collaborate on CSR


anadian and Indian private sector representatives recently discussed Corporate Social Responsibility (CSR) and its benefits on an organization’s business model. The interactive session took place at Canada House in April. It was organized in partnership with the IndoCanadian Business Chamber (ICBC) and the Canadian Sustainability Management firm Junxion Strategy. The event provided insights into the new amendment to the Companies Act in India, which stipulates that two per cent of a company’s profits must be spent on CSR initiatives.

Book Review

Brand Valued


ow do you establish and maintain a strong long-term relationship between your brand and your consumers? Successful brand managers know that it is all about trust and keeping the consumers engaged. The success of recent “green” campaigns as a means of connecting with, satisfying, and attracting new consumers is just the tip of the iceberg. As the international playing field continues to be leveled, in order to sustain and expand their success, brand owners must interact with their customers more than ever before, forging new and stronger links, and increasing their stock of social capital, a release from CSRwire says. At last, there is a book that addresses the growing significance of social capital in the business world. Written by Guy Champniss and Fernando Rodes Vila, Brand Valued: How Socially Valued Brands Hold the Key to a Sustainable Future and Business Success explores how as the strength, depth, and quality of interactions between a brand and its customers improve, increased opportunities to demonstrate trustworthiness arise, the release says. This in turn creates a self-fulfilling cycle, wherein trust

begets social capital, which begets more trust – and even shared thinking – not to mention better sales. In easy to understand terms, and using concrete examples, Brand Valued provides: • The tools necessary to stimulate dialogue - and new ways of thinking – between a brand and its intended audience • Methods for extending brand messaging to wider audiences • Ideas on how to make brands the engines of social capital, getting rid of unsustainable practices to foster more sustainable patterns of consumer behavior • Suggestions for the development of a new brand strategy that reduces costs through innovative and lasting solutions to problems • Unpublished data on the role of consumer trust in new products based on research carried out by the Havas Group across over 150 brands in nine different markets Designed to forge stronger channels of dialogue and communication with customers and consumers, the book is a must-read for anyone committed to keeping their brand relevant in the twenty-first century, the release adds.

The Green Executive


he Green Executive: Corporate Leadership in a Low Carbon Economy provides everything you need to know to develop a winning sustainability strategy and the leadership skills you require to implement that strategy. The first part of the book, authored by Gareth Kane, explores the business case for action taking into consideration opportunities, threats of inaction, risks of action and the ethical dimension. This is followed by an overview of global environmental problems, including the big three: climate change, resource depletion and toxic materials, and global solutions – including eco-efficiency and industrial ecology. The third part translates these large-scale solutions into practical actions for a single busi-

ness ranging from simple housekeeping measures through to innovative business models. The final, crucial part introduces the sustainability maturity model and provides an insight into how the highest level of that model can be achieved. The Green Executive is structured logically: first comes the business case for becoming a green executive, next an explanation of what creating a sustainable economy actually means, then the actions required and finally the processes that need to support the actions. Each chapter closes with a helpful summary and is followed by an interview with a range of senior executives from a diverse group of companies. Each chapter is fairly short and almost can be taken as a standalone lesson in sustainability. June 2014 | CSR Today | 7

cover story


Ronnie Screwvala Founder Trustee Swades Foundation

Social Entrepreneur | November | June 2014 8 | CSR 8 | CSR Today Today 2013

cover | story

One of the most important aspects of a business plan is an exit strategy. Ronnie Screwvala led the way in building the entertainment industry in India before exiting from it. He has started his second innings as a social entrepreneur with a clear goal of exiting this venture too. But not before he has socially impacted a million lives.


o state that Ronnie Screwvala is a man with a vision would be an understatement. A first generation entrepreneur, Ronnie introduced India to multi-channel TV viewing by launching United Television Software Communications Private Limited in 1990, which was amongst the first cable TV networks in the country. From there, he went on to build a media and entertainment conglomerate spanning television, motion pictures, broadcasting, games and digital. The company was listed in 2005 for a market cap of $55 million and was eventually bought by The Walt Disney Company in 2012 for an enterprise value of $1.4 billion. Into his second innings, after exiting UTV, Ronnie has yet another vision. This time it is an even more ambitious and grandiose vision. A great advocate and a firm believer in the concept of Corporate Social Responsibility (CSR), Ronnie has set himself a tough target of impacting one million lives in rural Maharashtra in five years by working on their self-sufficiency in water, health, education and livelihood.

To turn this vision into reality, he has set up a foundation, called Swades, and adopted over 200 villages.

Creating a Foundation = Creating a CSR Ecosystem By creating Swades, Ronnie is back to doing what he does best – initiating and nurturing a venture. However, unlike at UTV, there is an unswerving focus on CSR. “At UTV, there was no CSR activity. It wasn’t that the company was cutting a cheque. It was a personal choice. At Swades, CSR is a corporate path. We want our staff and team members to feel that there is more to the company, which in turn, will help us in getting some more out of them,” he says. Ronnie believes it is impossible to build a big organization if the sector in which it plays is small and yet to evolve – a lesson he learnt from the invaluable experience gained in the media industry. “In a country like India most sectors are still at the nascent stage and there are a few that have attained an advanced stage. You are creating sectors as you are creating your business or industry,” he says.

“If you miss out on that point you will not be able to grow at the level which you are set out to grow. As the sector has not grown, and the general mood around is not conducive, your ambitions will also be curtailed and myopic,” says Ronnie. “The year we entered the entertainment industry, it was certainly not an industry. However, at every stage of our growth journey, we knew we would build a sector while we would be building our organization. This is exactly what we are doing in the social rural space,” he avers.

Making an Impact Like Ronnie, there may be others who have put CSR right on top of their agendas. However, few know about their good work. Research has shown that unlike their western counterparts, people in India don’t talk about the good that they do. While self glorification is undesirable, this lack of communication about CSR projects is proving to be a big hindrance in its development in the country. As Ronnie believes, “Today there is a need to talk about social work in India. November June 2014 2013 | CSR Today | 9

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Today the buzz word outside entrepreneurship is social entrepreneurship. However, the job of a social entrepreneurship is even harder because you have chosen an impact sector in which to be an entrepreneur, and then make a business model of it.” The sweat equity in social space is incredible. The toil and time commitment from multi million people is huge. It is not being reflected in the ecosystem because our problems are so deep that it always is a drop in the ocean. However, we need to evangelize this incredible amount of phenomenal work being done.” Underlining the need for advocacy around CSR, he says, “We would need

also help in model setting. These are early days and the right communication will set an example for others to follow.” Ronnie feels if at the age of 28 one gives 2 years to a social cause, the mindset change that can happen for young India would be tremendous. “They will come out with business ideas, consumer understanding, and moral science understanding. The ability for

In India, exit is looked upon as something very bad. But actually you are moving to a new home and passing the baton to someone who will take it to new heights.” more brainpower in the next 5 years to make an impact in this sector. Advocacy is like Dolby sound system. We need to attract the right people, funding and support, which is possible only if there is advocacy of this sweat and policy. Besides, this will 10 | CSR Today | June 2014

their mind to expand in their future endeavours would be amazing,” he feels. “So, while we are running Swades to create an impact, we are constantly aware of the need to create a model that others can emulate. We, therefore, feel the need

to keep communicating this,” says Ronnie. With his strong understanding of the media industry Ronnie feels he can use the platform for talking, and people will listen because people recognize his status. “We have had that exposure and can communicate with more impact than others,” he says. Giving an example, he says, “Had we not done offbeat movies, the industry would not have gone to a level where it has gone today. If you lead by example, others will follow.”

The Business of CSR: Exiting Not Abandoning Ronnie also acknowledges the tremendous business opportunity thrown up by his work. He would make the most of it by exiting Swades at the right time. Ronnie has a clear exit/empowerment strategy from the villages, in the process, leaving a model for others to follow. The Foundation has committed an initial amount of $50 million in its first tranche. “Today the buzz word outside entrepreneurship is social entrepreneurship. However, the job of a social entrepreneurship is even harder because you have chosen

cover | story an impact sector in which to be an entrepreneur, and then make a business model of it. You will not attract big money. You could raise a million dollars but India today needs a billion dollars. Social entrepreneurship demands patience,” he says. According to Ronnie, being a social entrepreneur is not just about financial returns but also about imbibing cost. “I do believe when you are in a business, you need to focus on profitability because of the responsibility to your shareholders. It can be a part of your business goals but you can’t start an organization and say it is for quasi profit,” he says. “It’s a time in your life when you do it. We want to personally put our time and effort in it. If I only look at it (Swades) in terms of philanthropy I don’t think I will be satisfied because there is still a lot of ambition to create an impact.” On the subject of exiting a venture, he explains his stand. “In India, exit is looked upon as something very bad. But actually you are moving to a new home and passing the baton to someone who will take it to new heights. Meanwhile, you have transitioned in that thought process,” opines Ronnie. “We have been successful in whatever we have done. We took a channel like Hungama in India and gave it to a network like Disney who has taken it to the next level.

Things I Believe In

The ‘Swa’ Strategy


he Swades Foundation operates with the single-minded focus of empowering rural India. The ‘Swa’ in its name reflects ‘empowered self,’ which forms the core of everything it does. Operating under the basic premise that India cannot rise

to its true potential without a fundamental transformation in the lives of rural masses, it takes a holistic 360-degree approach with a focus on the five verticals of Community Mobilisation, Water and Sanitation, Agriculture and Livelihood, Education and Health and Nutrition. According to the Foundation, this model empowers communities with the capability of creating choices for themselves and their families, allowing them to transform their own lives and ensuring a permanent and irreversible change for good. Swades aims at bringing together the best global practices, corporate thinking and accountability, the highest standards of corporate governance and transparency to create a model of sustainable development, which is a benchmark in the industry and can be replicated at scale. Its overarching strategy rests on the four pillars of Engaging, Empowering, Executing and Exiting.

Similarly, we exited media and entertainment when it felt it was the right time, right scale and right diversification of the company to give it to the right hands with the right number of people that could take it to the right level with or without me,” Ronnie says. “If we leave a vacuum, then it is abandonment not exit. There is a difference

between abandon and exit. An exit means a full, complete and smooth transition. It is not a close down. For us, the definition of exit in rural means 15 percent maintenance versus 100 percent maintenance,” he says. For this 15 percent maintenance, Swades will have two persons in health, one in education and one in livelihood. “These

 “We have neglected rural India for 60

from social investors. So you need to take

years. The government schemes have

the call that I will be in this space and will

always been a give out, an election mani-

be small.”

festo, and a part of 5 year plans. Because  “Maybe 10 of our 70 schemes will run

of this, people have turned servile with no

 “When we put in a library in a school it

for 10 years because no one else will sup-

self esteem. Self sufficiency is what we are

is life changing. The career counseling that

port them. For the other 60, we will have

building into the DNA.”

we have started is unprecedented. Image doing that in rural areas. These initiatives

to find sponsors and supports.”  “Thirty years back, HLL sent you to rural

are much more impacting as they change

 “At some stage, especially in a country

India for a month. There is a reason for

a being for life.”

like India where nobody will have deep

that. Those are the people who became

pockets, we have to stop saying that it is a

supremo managers today.”

 “Theatre is team work. It teaches you a sense of confidence and ability to

drop in the ocean. While we may not have that kind of money to put in, the govern-

 “Don’t expect that you will get regular

think on your feet – an asset I can’t get

ment is putting resources. We also need

funding. If you want to create a patented

any other way. But the moment is past.

to build our own scale. It needs to move

technology, it needs serious money that

Because of paucity of time, I can’t do

towards a self sustaining model.”

you will get from serious investors not

it anymore.”

June 2014 | CSR Today | 11

cover | story

The Team Zarina Screwvala: Founder & Managing Trustee, Swades Foundation Zarina is the Founder Trustee of the Swades Foundation & works full time as its Managing Trustee. Zarina has featured in Business Today’s Most Powerful Women in Indian Business List for three years. She is on the advisory board of the Asia Society India, St Xavier’s College and W.I.F.T. India (Women In Film and Television). Praveen Aggarwal - Chief Operating Officer With 26 years of experience in Business Management and Corporate Affairs in large Indian and global organizations, he has been instrumental in institutionalizing Stakeholder Relations, Risk Assessment, Crisis Management, CSR and Sustainability practices within Corporates and across Industries. Dr. Sachin Gupte - Director: Health & Nutrition Dr. Sachin Gupte holds a Postgraduate degree in Public Health (MPH) from the University of Edinburgh (U.K.) and a Masters in Community Medicine (M.D) from the University of Mumbai. With more than 15 years of experience of working in various positions of responsibility in Health sector development programming, he now heads the Health vertical of Swades Foundation. Priya Nair - Director: Education Priya has been in the school education sector for about 27 years, contributing significantly to building & leading a team of people involved in programs that enhance the quality of education, incorporating progressive systems and processes in key areas of functioning of schools, curriculum planning and designing keeping with the progressive global trends in education. Rajesh Jain – Director: Livelihood Rajesh has a M,Sc degree in Applied Geology from IIT Roorkee and more than two decades experience in various companies. His expertise includes in conceptualization, implementation, and monitoring of livelihood projects in rural areas

people will be constantly in touch with us. So, we are not abandoning the project at all,” he clarifies. In its third year, Swades we will be recognizing the next 1 million people. It doesn’t intend to stop at the first million. “From day one, the contribution that we get from people is most important. When we exit Swades, they should think it is theirs, they have done it and we have just helped them along. If it is anything other than this, we have failed in our efforts,” he exclaims. 12 | CSR Today | June 2014

The Journey Has Just Begun The CSR sector is still emerging in India. Its practitioners are still finding their feet. There is, however, a big opportunity waiting to be tapped. CSR has got a shot in the arm from the Companies Act 2013, which prescribes a mandatory CSR spend of 2 percent of PBT for companies with net worth of Rs.500 crore or turnover of Rs.1000 crore or net profit of Rs.5 crore. “It is a positive stroke,” says Ronnie about the Act. “It has brought the issue of CSR at the center stage for discussion. We

are amongst the few countries that have a promulgated CSR bill. Whether or not everyone will clinically follow it will depend on its implementation.” “The only negative aspect would be the fragmentation with multiple set ups. Everyone will reinvent the wheel. But then you can’t dictate that at this stage. The area will see a steady evolution over the next 5-6 years,” says Ronnie. “All I can say is that there is an entire market out there ready to be tapped. The health market, education market, and entire massive impact markets are untapped. People should get in there not because it is social work but because there is an opportunity. It has to be like a business case,” he exhorts. Although Ronnie sees the potential and the opportunity, he also has his eyes open to avoid the numerous pitfalls. “To create a model like Swades for me is as much of a turn-on as the fact that we are doing good. This doesn’t mean there are no challenges. The problem with social is that you get lost. You feel that whatever you are doing is good. There is no external benchmark, there is no peer pressure and you haven’t stated it out publicly. The ability to pat your back is huge in the social sector,” he says. “This is not a business plan that you can cut out. It is shifting sand every day. It is so people oriented. Putting an infrastructure and getting it used are two different things,” Ronnie feels. So, is the initial Rs.400 crore enough to take Swades where Ronnie wants it to reach? “Is the Rs.400 cr enough? I don’t know. We started the media journey with Rs.37500. If our hearts are in the place and we have the credibility, money will follow,” adds Ronnie. With this move of again building a venture from scratch, life seems to have come full circle for Ronnie. Whether this vision will turn into reality or not is anyone’s guess. Going by Ronnie’s leadership abilities, acumen and past performance, however, it won’t be a tough guess.

CSR Society

Managing the Monsoon Aberrations in monsoon behaviour are not uncommon. What is new is the difficulty in forecasting caused by factors coming under the generic title, ‘climate change’, writes M. S. Swaminathan in The Hindu.

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orecasts by the South Asian Climate Outlook Forum and the India Meteorological Department indicate that the south-west monsoon rainfall may be deficient. Also, there is a possibility of the evolution of an El NiĂąo event during June to September. There is a 45 per cent probability that central, west, north-west and south India will receive below normal rainfall. There is also a 40 per cent chance that eastern States like Odisha, West Bengal, the north-east, and most of Jammu and Kashmir may get normal rains during the south-west monsoon period. Paddy arrivals in the market are also sluggish, indicating that actual production is either lower than the estimated production of 107 million tonnes of rice, or that some of the stocks is being held back in the anticipation of a higher price.

Enhancing water security In the current scenario of climate change, predictions of extreme weather events are becoming difficult. In March to April this June 2014 | CSR Today | 13

CSR Society year, we had unexpected hailstorms and heavy rainfall in parts of central and northwest India. Outside India also, most of California is experiencing extreme drought with storage levels in the major reservoirs as well as lakes well below historic levels. Australia experienced what has been described as the Millennium drought which led to the growth of water markets and to renewed emphasis on water security measures. In India, unlike in the United States and Australia, agriculture is not just a food producing enterprise but also the backbone of the livelihood security of nearly 60 per cent of the population. Therefore, there is no time to relax in the area of taking anticipatory steps to safeguard food, water, energy and livelihood security in rural India, in the event of an erratic monsoon. We should initiate proactive steps immediately to ensure food and drinking water security for not only people but also for the over one billion farm animal popula-

main volatile. The right to food enshrined in the National Food Security Act can be implemented only with the help of our farmers, unlike the right to information which can be implemented with the help of files. Right now, the government has enough stock to fulfil the legal obligation of providing 5 kg of wheat, rice or millets per month to nearly 75 per cent of our population. With one widespread drought, the current food stocks may disappear. Even this year, market arrivals of paddy have been as low as 42 per cent in West Bengal, 34 per cent in Bihar and 23 per cent in Odisha. Hence, there is no time to relax in the areas of food production and safe storage

Need for a grain storage policy Fortunately, we still have a large untapped production reservoir in most foodgrains even with technologies available on the

In India, unlike in the United States and Australia, agriculture is not just a food producing enterprise but also the backbone of the livelihood security of nearly 60 per cent of the population. tion. Aberrations in monsoon behaviour are not uncommon, having been with us throughout our agricultural history. What is new is the difficulty in forecasting caused by factors coming under the generic title, “Climate change.� The recent report of the Inter-Governmental Panel on Climate Change has warned of higher mean temperatures and a rise in sea level if we do not take action on cutting down greenhouse gas emissions. The low carbon pathway of development still remains a topic for academic discussion rather than for political and practical action. International prices of food and other agricultural commodities tend to re14 | CSR Today | June 2014

shelf. What is important is the mobilisation of group endeavour among farm families with small holdings in areas such as plant protection, water harvesting and post-harvest technologies. The new government must accord priority to both water security and water use efficiency. Water harvesting in homes, farms and factories must become mandatory. Tamil Nadu has already initiated steps in this direction. The rain-cum-solar energy centre functioning in Chennai is a source of credible public information on rainwater harvesting and solar energy use. Such centres need to be replicated in all our cities, towns and block headquarters.

Besides causing food and water shortage, deficient rainfall adds to the problem of energy shortage The latest technologies for using the available water in the most efficient manner possible should be adopted. On fertilizer use efficiency, there are technologies such as those developed by the International Fertilizer Development Center (IFDC) in the US which can help improve the efficiency of urea use by about 50 per cent. Methods of managing the triple alliance of pests, pathogens and weeds must be popularised. Besides causing food and water shortage, deficient rainfall adds to the problem of energy shortage. In every calamity lies an opportunity for progress. Harvesting of the sun in homes, offices, fields and factories should also become mandatory; it can help increase energy supply in rural and urban areas. At the post-harvest stage, a national grain storage policy with these three components must be adopted – we should promote the use of small storage bins, like the Pusa Bin, at the farm level. Second, we should implement the rural godown scheme for safe storage of foodgrains and perishable commodities at the village level. Such a rural godown scheme was introduced as early as 1979, but the programme has yet to take off in a manner that can make a difference to preventing the loss of food items at the village/block levels. Third, we should establish a national grid of ultramodern foodgrain silos in at least 50 locations in the country, each capable of storing about a million tonnes. Unfortunately, there is still a mismatch between production and post-harvest technologies, with producers and consumers unable to get the full benefit of higher production. For the food and water security of farm animals, we need to earmark potential areas for establishing cattle camps where the animals can be looked after during a drought emergency. These camps should have access to water. A suggestion I had made over three decades ago that we should identify and establish groundwa-

CSR | Society ter sanctuaries at appropriate places is yet to be implemented. These are concealed aquifers which should be tapped only when absolutely essential. Like a wildlife sanctuary, they should be protected from exploitation. The establishment of such sanctuaries – at least one each in the 130 agroclimatic zones generally identified in our country – will help us to save precious cattle and other farm animals, both from distress sale and starvation deaths.

Coarse cereals and food security As the speaker in the “Sardar Patel Memorial lecture” series on All India Radio, which I delivered in 1973, I had suggested that we should develop drought, flood and good weather codes to minimise the adverse impact of unfavourable monsoons and to maximise production in a good monsoon year. The drought code consists of a series of dos and don’ts during deficient rainfall. As in the case of drought and flood codes, seed banks consisting of seeds of alternative crops should be maintained. Seed reserves are as important for crop security as grain reserves are important for food security. For example, during the recent and severe drought in California, it was found that some of the earlier crops like millets had survived with a reasonable yield, while wheat or rice could not withstand the severe drought. Fortunately in our National Food Security Act, there is provision to procure and supply under the Public Distribution System, local grains like ragi, bajra, jowar and a whole series of minor millets. Since such crops require milling, they have been referred to as coarse cereals. They should be referred to as climate smart nutri cereals. They are now being provided at Rs.1 per kg – an extremely attractive price from the point of view of resource poor consumers. Such underutilised crops are now known to be rich in macro and micronutrients and could help in the fight against protein hunger caused by the deficiency of protein in diets and hidden hunger caused by the deficiency of micronutrients such as iron, iodine, zinc, Vitamin A and Vitamin

If the Food Security Act is backed by a nutrition literacy movement, the demand for climate smart nutri-cereals will grow. This will help in promoting the cultivation of crops which may do better under drought conditions. B. If the Food Security Act is backed by a nutrition literacy movement, the demand for climate smart nutri-cereals will grow. This will help in promoting the cultivation of crops which may do better under drought conditions.

Toward climate smart farming In each of the major agroclimatic zones, at least two members (a woman and a man) of every panchayat or local body should be trained to be climate risk managers. They can help the rest of the community in implementing the provisions of the proposed drought, flood and good weather codes. The government has recently introduced a national policy on agroforestry. Agroforestry combines the benefits

of carbon sequestration and local food security. The inclusion of fertilizer trees in agroforestry systems can help build soil carbon banks. This year is the International Year of Family Farming. Family farming is both a way of life and a means to livelihood. India has probably the largest number of family farmers. Our aim should be to make every family farm a climate smart farm, equipped with the knowledge and technologies essential to manage the expected El Niño triggered adverse rainfall conditions. Prof. M.S. Swaminathan is founder chairman and chief mentor, UNESCO Chair in Ecotechnology, M.S. Swaminathan Research Foundation, Chennai, and former Member of the Rajya Sabha. This article was first published in The Hindu. June 2014 | CSR Today | 15

CSR Society

“We Focus on Quality not Quarterly Profits” In early 2014, Jamie Dimon, Chairman and Chief Executive Officer of JPMorgan Chase sat down with Walter Isaacson of the Aspen Institute to discuss corporate responsibility and strategies for expanding access to economic opportunity. Below are the excerpts from the interaction.

Jamie Dimon Chairman and Chief Executive Officer JPMorgan

16 | CSR Today | June 2014

a significant concern for our company and the country. People need to recognize that it’s the luck of the draw – had they been born in different circumstances, the same doors would not have been open to them. So we all have an obligation to create that opportunity for others. But it’s an economic issue, too. There might be an Einstein or a Steve Jobs out there, and if we fail to give them a chance to realize their potential, it hurts our economy – and our society. As a bank, the most powerful way we help create opportunities is by providing the capital that businesses, governments and nonprofits need in order to grow and create jobs. But job creation is only part of the equation. People need the skills and training to compete for those jobs. However, many of our clients tell us that they can’t find workers with the necessary skills. Even

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WALTER ISAACSON: There is an increased focus on income inequality and lack of access to economic opportunity. To what extent are those issues of concern to JPMorgan Chase? JAMIE DIMON: This is a moral issue and

CSR | Society with high unemployment rates, millions of jobs are open. That’s bad for business, bad for communities and bad for individuals. In 2013, we launched a $250 million initiative called New Skills at Work, which will identify the skills that employers need, get that information to people looking for jobs and fund programs to help potential workers get those skills. The solution is larger than a single initiative, but we think that our focus on this issue can help put a dent in the skills gap, shrink the income gap a bit and give our entire economy a boost. WALTER ISAACSON: What would you like to see policymakers do to better encourage and expand access to opportunity? JAMIE DIMON: Overall, we would like to

see more collaboration between government and business. We’re all talking about improving income inequality and expanding opportunity so let’s focus on putting policies in place that get the job engine revving and the economy growing. It’s absolutely critical to fix our immigration system. It’s the right thing to do, and there’s an enormous economic benefit. Most economists think that if we enact the employmentbased immigration reform that some have proposed, we could add more than two percentage points to real gross domestic product over the next 10 years – which would be tremendously powerful. Education policy is another area that could make or break our economy – and it’s also the foundation for expanding access to opportunity. We’ve been encouraged to see more emphasis on community colleges and technical training programs. The reality is that close to half of the jobs created over the next few years will be middle-skill jobs – meaning people need a high school education, but not necessarily a four-year degree. So we should recognize that there are alternate paths to a successful and rewarding career and invest our workforce development dollars with that thought in mind. WALTER ISAACSON: JPMorgan Chase is investing enormous effort in rebuilding the trust and confidence

of your stakeholders, and yet the company continues to face a steady stream of negative headlines. What’s it going to take to turn the corner? JAMIE DIMON: It was clearly a tough year

with the settlements, and we’re glad to have those behind us. Despite the challenges, we stayed focused on serving our clients and communities around the world. I am incredibly impressed with the resolve and resiliency of our people. Even under such intense attention, they kept a relentless focus on serving our clients. One thing to keep in mind is that where we did make mistakes, we’ve acknowledged them and made significant progress toward fixing them. We’re investing unprecedented resources to ensure that our compliance and

and vibrant company is to recognize that profits reflect decisions and investments made over many years. So at JPMorgan Chase, we focus on quality profits, not quarterly profits. Quality to us means good clients; excellent products; constant innovation; state-of-the-art systems; and dedicated, capable, well-trained employees who care about the customers we serve. It means building consistently, not overreacting to short-term factors, and being trusted and respected by our clients in all of the communities where we do business. In addition, part of the broader strategy employed to build successful, vibrant companies that stand the test of time may include more business leaders being willing to not only say that there’s clear alignment

We’re investing unprecedented resources to ensure that our compliance and control processes and culture meet the highest standards.” control processes and culture meet the highest standards. And the changes we’re putting in place are designed to make certain our controls will be robust and effective, day in and day out, over the long term. We also fully appreciate that rebuilding trust requires more than talk. Our regulators and shareholders want to see progress and performance – and so do we. There is a lot of progress we can point to already, and, by the end of this year, I believe we will be able to demonstrate an enormous amount more – which I think will go a long way toward restoring confidence that JPMorgan Chase is the safest and strongest bank on the planet. WALTER ISAACSON: The Aspen Institute argues that excessive short-term pressures in today’s capital markets are bad for business and society. What can be done to encourage and reward longer-term thinking by businesses? JAMIE DIMON: The way to build a healthy

between business and societal interests – but also be willing to put action behind it. That’s what we’re trying to do with the Global Health Investment Fund, which is designed to attract private capital to address global health challenges while providing a financial return for investors. We’ve also built a partnership with The Nature Conservancy to build a new initiative that will aim to attract and deploy private capital to projects that protect and restore critical ecosystems. It’s true we can’t always express efforts to address broader societal challenges in terms the markets recognize and reward today, but that’s not an excuse to do nothing. And if more companies step up, the markets will start to catch up. Source: JPMorgan Chase & C0 Corporate Responsibility Report Report.pdf June 2014 | CSR Today | 17

CSR Society

Commitments, Progress – the Bombardier Way Headquartered in Montréal, Canada, Bombardier, is listed on the Dow Jones Sustainability World and North America Indices. The world’s only manufacturer of planes and trains, the company is proud of the work it has done in the CSR space. However, there is still a lot that it wants to do. To focus its efforts, Bombardier has set ten long-term priorities that will guide its approach over the next several years. Here is a look at these priorities


ver the past year, Bombardier conducted an exercise to set company-wide priorities that would help it deliver on its growth strategies. These priorities included both non-financial and financial elements. The CSR-focused priorities stem from material issues. According to the company, they will guide its CSR efforts and it plans to report on the progress against them each year. Bombardier has set each priority for reason and for each it is developing a plan to deliver.

Issue environmental product declarations for all new products by 2020 “We already issue Environmental Product Declarations (EPDs) for all new rail products. We will now begin to do the same for all new aerospace programs. We are moving forward with plans to release EPDs for the CSeries, Learjet 85, Global 7000 and 18 | CSR Today | June 2014

Global 8000 aircraft to coincide with their entry-into-service,” it says.

Achieve 100% recoverability of all new products by 2025 Today, more than 95 percent of the materials in Bombardier’s rail vehicles are recoverable – meaning that 95 percent of the materials in its trains can be reused or recycled. The company’s aircraft are approximately 80 percent recoverable. “The road to 100 percent recoverability of aircraft is challenged by some of the materials we have chosen to use in our new designs. To increase fuel efficiency and reduce weight, we have begun to use more composite materials. While this is in many ways an elegant solution, we do not yet know how to handle these materials at end-of-life. We are working with researchers to find new, commercially viable recycling technologies for composites and other materials in aircrafts. Based on these findings, we will determine our next steps to achieve 100 percent recoverability,” the company says.

Lead the development of industry-wide standards for responsible sourcing and reporting Bombardier feels its suppliers are an integral part of its operations, and expects them to share its dedication to social responsibility and flawless execution. The company believes such accountability will expand across the supply chain if its industry peers ask the same questions of suppliers in the same ways. “The rail industry has developed these guidelines to a greater extent than the aerospace industry to date, but we continue to engage with our peers to advance and refine rail guidelines,” it says. “We are taking a leadership role within aerospace to build a body of industry-wide standards. For example, we are a founding member and active participant in the International Aerospace Environmental Group (IAEG) through various working groups on chemicals reporting. We are nearing comple-

CSR | Society tion of guidelines that will allow for standardized industry reporting and expect them to be released in 2014,” Bombardier avers.

Target zero occupational illness and injury But it has set an ambitious target of zero occupational illness and injury. In 2013, Bombardier launched its HSE Vision, a five-year roadmap to bring us to the next level of excellence. Over the next several years it plans to: • Convene a company-wide HSE Leadership Conference to advance understanding of best practices. • Upgrade our HSE Information Management System to include enhanced reporting and risk assessment tools. • Define indicators to measure the value creation of our HSE programs and initiatives. • Continue to develop tools to increase HSE leadership and accountability and promote best practices. “We understand accidents may happen, but they are never acceptable. We have a responsibility to build a preventive culture in which we take every possible action to prevent incidents and ensure the health and safety of everyone who works at our sites or with our products,” the company says.

Implement skills-based volunteering projects in our key markets by 2020 Bombardier says, “Our priority is to launch a skills-based employee volunteerism program in 2015 – working with our partners and employees to identify projects that employ our unique skill sets and expertise to make a positive difference in our communities. By increasing our engagement in skills-based volunteering, we will not only increase our impact, but will also have a closer understanding of community needs – enabling us to identify new business prospects – and be able to provide our employees with highly valuable professional and leadership development opportunities.” “We will be developing metrics to track both social impact and our employees’ professional development as a result of engagement in skills-based volunteering projects,” it says.

Develop the next generation of innovative engineers Bombardier has noticed a growing shortage of engineers and the other kinds of highlyskilled technical workers. Moving forward, it intends to maintain existing partnerships and create new ones to train and recruit skilled talent. It also plans to develop a set of key performance indicators to measure its progress toward this priority and understand how it can better work toward achieving it.

Increase hiring and promoting of local talent in key growth markets “Identifying and developing local talent enables us to operate most effectively and profitably, as well as to understand the cultures where we are established. Across our organization, there is a sense of urgency to achieve this priority, both to meet the busi-

includes increasing female representation of Bombardier at career fairs and events, proactively identifying more women candidates, integrating diversity information in social media communications and reviewing and revising our job ads to ensure they are designed to attract women candidates. We also promote programs to help women already at Bombardier advance their careers,” it says.

Maintain high levels of employee engagement On the area of employee engagement, the company says, “We will continue working on key areas of improvement as highlighted by our employees in our annual survey, which include our focus on accountability, teamwork and collaboration and social responsibility, among others. Additionally, we will continue enabling our employees by providing them with the appropriate support and resources

Today, more than 95 percent of the materials in Bombardier’s rail vehicles are recoverable – meaning that 95 percent of the materials in its trains can be reused or recycled. The company’s aircraft are approximately 80 percent recoverable. ness needs of our expanding global presence and to increase shareholder value. As we focus on enhancing our recruitment processes and developing local talent, we will also improve our ability to track our progress in this area,” Bombardier says.

Increase the number of women in management positions from 16% in 2012 to 25% by 2018 Bombardier realizes the industry still experiences difficulty in attracting and retaining women engineers and leaders. “We are addressing this issue with an action plan that

necessary for them to succeed within the company, such as expanding our leadership and high-potential development programs and increasing awareness of our Global Mobility Policy.”

Increase proactive monitoring of suppliers in high-risk markets Over the next several years, Bombardier plans to increase its monitoring of tier one suppliers through additional internal spot-checks and third-party audits. It will also elevate its focus beyond tier one, specifically targeting suppliers that operate in high-risk markets. June 2014 | CSR Today | 19

CSR Society

Growing Africa’s Agriculture Africa offers immense opportunity. Through a collective effort, we will be able to stimulate the growth of a sustainable and commercial agricultural sector for Africa and take an important next step to increase the global food supply by jean-françois van boxmeer

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ustainable commercial agricultural production is vital to the health and well-being of Africa’s economy and people. Smallholder farming accounts for the majority of African agricultural production, and subsistence agriculture – where farmers focus on producing what is needed to feed their families – is still widespread. In Uganda, for example, 86% of the population live in rural areas and rely on subsistence agriculture. Low inputs and low productivity result in stagnation, and stagnation in the developing world is equivalent to poverty, hunger and malnutrition. As leader of a company that has been involved in Africa for over 100 years, I see enormous potential to more rapidly develop this area together with regional partners. There is a need for more partnerships between farmers, government, NGOs, local business and multinational corporations to accelerate Africa’s commercial agricultural growth. This will not only help thousands of farmers escape the subsistence trap but also offer benefits to all partners.

CSR | Society According to the Food and Agriculture Organization of the United Nations, the global demand for food is expected to increase by 60% by 2050. Smallholder farmers will need to play a key role in meeting the growing need. Africa’s food and beverage markets are to reach a threefold increase by 2030, the World Bank estimated in 2013, bringing more jobs, greater prosperity, less hunger and significantly more opportunity for farmers to compete globally. There are, however, numerous challenges that subsistence farmers are faced with and that inhibit potential growth. These include limited access to infrastructure, to productivity-enhancing technologies and to education – issues that require substantial investment and long-term partnership of local business, farmers, corporations, governments and NGOs. Two critical challenges are the inability to compete with low-priced international products – it is virtually impossible to compete with imported rice from Vietnam, for example – and the lack of access to a strong commercial market. These cause farmers to maintain production at levels merely enough to provide for their family, providing little or no incentive to invest in improved crops and fertilizers, or access to these products. As with cash crops such as cotton, coffee and tobacco, markets are most likely to be built on demand for the product and accelerated by large multinational corporations. Multinational companies such as Heineken can play a significant role in creating this demand, partnering with farmers, government and NGOs to help African agriculture gain a larger share of the world’s commercial market. Local sourcing creates shared value. Heineken currently produces from 56 plants in 23 African countries and has made a Clinton Global Initiative commitment in 2011 to source 60% of its agricultural raw materials used in Africa within the continent by 2020. This is also part of the commitments we made under our Brewing a Better Future programme, Heineken’s approach to sustainability and one of our key business priorities. Together with the European Cooperative for Rural Develop-

ment (EUCORD) and the Dutch Ministry of Foreign Affairs, we recently invested in three Public Private Partnership projects in Ethiopia, Rwanda and Sierra Leone and we appointed a local sourcing director to increase the focus on and coordination of these projects. In the Democratic Republic of Congo, our commitment to train farmers to produce consistent volumes of high-quality rice has seen their average annual production increase by 62% between 2009 and 2012. We have committed to invest more than $4 million by 2017 to accelerate our sourcing initiatives in the region, which will reduce

farmers, the benefits include improved agricultural knowledge, increased productivity and profitability, better food security and an improved overall livelihood. Governments will see improved employment, economic development and a growing international trading position. And for commercial corporations – whether local businesses or multinationals – the long-term benefits are significant as well. For Heineken, these include securing a long-term sustainable source of raw materials, reduced exposure to unavailability or potential volatile prices, reduced transport costs; and a smaller carbon footprint.

Smallholder farmers will need to play a key role in meeting the growing need. Africa’s food and beverage markets are to reach a threefold increase by 2030, the World Bank estimated in 2013, bringing more jobs, greater prosperity, less hunger and significantly more opportunity for farmers to compete globally. the number of crops imported from other countries, educate local farmers through support and training, and improve income for thousands of farmers and their families. Through partnerships with government and international NGOs such as EUCORD, Heineken seeks to use its commitment to actively improve agricultural productivity in the countries in which we operate. Working together with NGOs, Heineken is using its agricultural experience and capacity to train and organize smallholder farmers to integrate as many rural families in their supply chain as possible. Our objective is to make the agricultural sector more competitive in order to lower the costs of local grains – both as a source for the agro-processing industry as well as for local food consumption. For

We believe in Africa and can see the immense opportunity it offers. We also realize it is our obligation to partner with the continent to stimulate sustained and sustainable growth. We are encouraged by the results of our partnerships and want to engage in dialogue with other multinationals, local business, farmers, NGOs and governments about successful partnering for shared supply chain value. Together, we will be able to stimulate the growth of a sustainable and commercial agricultural sector for Africa and take an important next step to increase the global food supply. Jean-François van Boxmeer is Chairman of the Executive Board & CEO, Heineken. He is a co-chair of the World Economic Forum on Africa 2014. June 2014 | CSR Today | 21

CSR Sustainability

Business of CSR and Sustainability in India Hopefully the money available to corporates can now be meaningfully deployed to meet not just stakeholders needs but for their own good and positioning as responsible corporate citizen.

22 | CSR Today | June 2014

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xactly about four years ago, a good friend and a very senior government colleague, Pravir Kumar, asked me to weigh the prospects of getting into the area of CSR. Given that his thoughts and ideas were way ahead of time, I was taken by surprise. The surprise was on account of his confidence in my abilities to make a mark in the emerging field of CSR. I had just founded Tikona Digital Networks, naming it after my farm house in Tikona Maharashtra. The company was promoted by Goldman Sachs, Oak Investment Partners and Everstone Capital, and I was completely caught up in making it a billion dollar enterprise. Getting into such a diametrically opposite space as CSR was the last thing on my mind. It, therefore, took me some time to shape my thoughts and align my mindset to get into the CSR space. In fact, it took me two years to set up the Indian Centre for CSR (ICCSR). I started with the conviction that without a strong and stable foundation,

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CSR | Sustainability nothing concrete could be built. With this belief, I went to Brussels to become a registered CSR Practitioner and worked on my doctorate for social administration. After all, I had to first gain knowledge before imparting it to others. In India, while people had a vague view on a subject called CSR, they had little knowledge and understanding of it. The basic charter for ICCSR was to clear the air surrounding CSR through assimilating and disseminating CSR knowledge. Today, ICCSR partners with the big wigs of the CSR world, and has emerged as a reference point for CSR in India. Through exemplary work, its three verticals of Education, Media and Advisory are showing the way ahead in how CSR should be done in a country like India. Under the Education vertical, we provide India’s only Master of CSR and Ethical Management programme in association with the University of Applied Sciences, Vienna. In addition to online programs, we also organize seminars and conferences in association with global experts. The Media vertical brings out a magazine called CSR Today, which is steadily gaining mindshare in the CSR fraternity. The Advisory vertical is committed to providing the best consultancy services to clients. For a, Not-for-Profit organisation, achieving so much in such a short time span is very encouraging and satisfying. Going back, I often recall my learning and experience in the Government and corporate sectors, more importantly at Reliance Industries. Mr. Dhirubhai Ambani, the patriarch and the Founder of Reliance Industries, often use to say that it is ordinary people who achieve extra ordinary results. This thought has always stayed me, helping me achieve what others have dubbed near impossible to do. In the year 2000, I was asked to build 240,000 kms of Optical Fibre in a targeted time span of 2.5 years – an assignment no one in the world had dealt with, leave alone achieved! After successfully completing it, when I look back, I realise that this may have paved the foundation for India’s telecom revolution. If today, India sells 20 mil-

The Government of India was the first to notify a 2% mandatory spend for CSR. Hopefully the money available to corporates can now be meaningfully deployed lion telephones every month, some credit for this goes to the historic and spirited work executed by RIL. Since I was heading the humongous execution at that time, I can always question what would have happened had it not been completed successfully? India has, after a span of over 20 years, got a stable government. It does not have any coalition compulsions, which makes governance easy and wards off of policy paralysis. The new government seems poised to make great economic strides. Virtually, all the sectors could be opened for Foreign Direct Investment. I am sure the country’s growth momentum will gain steam along with its GDP (Gross Domestic Product) making India once again the toast of South Asia, and a preferred destination for investment. In the global context, CSR and Sustainability have evolved from being just philanthropy or charity to becoming a strategy for

sustaining competitive advantages. In India, however, CSR has traditionally focused on funding religious sites, community centres, schools and hospitals. Though these are significant contributions, they do not necessarily have a direct linkage to business and its long-term social license to operate within a society. Such initiatives remain lack-lustre and piecemeal with almost negligible possibility of re-drawing them. The Government of India was the first to notify a 2% mandatory spend for CSR. Hopefully the money available to corporates can now be meaningfully deployed for not just meeting stakeholders’ needs but also for positioning themselves as responsible corporate citizen. It is time to build a robust platform for companies to contribute meaningfully towards People, Planet and Society. We, at ICCSR, would want to be your true and trusted companion in this journey. June 2014 | CSR Today | 23

csr leadership

5 Things

True Leaders in Responsible

Procurement do The SPLC (Sustainable Purchasing Leadership Council) recently announced their principles for leadership in sustainable purchasing. Splc about the principles The Council offers these Principles to help the institutional purchasing community achieve its full transformative potential, in much the same way that the UN Principles for Responsible Investment have helped investors to catalyze large-scale market transformation. The development of a shared definition for leadership in sustainable purchasing will similarly enable efficient sharing of best practices, solutions, training, benchmarking, recognition, and policy efforts among organizations, sectors and regions. It got me thinking what I consider being the definition of, what good leadership is all about. It is probably no surprise to you, that I believe that real leadership within Responsible Procurement is about making your approach actionable. For sure going beyond compliance. When working with my customers I use the Responsible Procurement Wheel as the framework. Is it then the framework for how you can develop into a true leader within Responsible Procurement? Not exactly. But it is a good structure. Also you can use the Responsibility Indicator as a framework and inspiration to develop from “beginner” to “lead” – and in the given example you will find some ideas to how that can be done. 24 | CSR Today | June 2014

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Responsible procurement wheel

csr | leadership What does it take Besides giving away the Responsibility Indicator I would like to add a couple of words to the discussion:


True leaders involve stakeholders It is essential to be able to listen and understand the objectives of the stakeholders. In many procurement organizations this is a new discipline, at least compared to CSR organizations where it is “obligatory” or at least a well-known way to work. I think real leaders make stakeholders part of the strategy and see them an an asset. Even NGO’s. When it comes to internal stakeholders I think it is essential for true leaders, that their procurement professionals are able to connect with other functions and business units to achieve the strategic objectives of the company.


True leaders have a strong policy and action plan True leaders show their commitment and direction with a worked through policy and action plan. An action plan which, of course, is based on a solid fact pack. A policy which combines the company strategy, the CSR strategy and the procurement strategy. They know what they want to achieve and regularly revise it. They even ask their key stakeholders (and NGO’s) to review their goals and action plans. Also I think it is essential that companies aim high. Why couldn’t a goal be to be used as an example worldwide within the industry? True leaders create benefits and a difference for procurement professionals, suppliers, communities, society, and the planet wherever possible. So it goes beyond compliance.

Also I find it important, that true leaders acknowledge their competences and share their best practice and results. Not only with their suppliers but also their competitors. When it comes to supplier diversity I would say, that true leaders see this as innovation enablers. True leaders indeed have to be able to showcase their needs and wants in order to gain the competitive advantage.


True leaders think in Lifecycle (efficiency) True leaders have processes which reflect the Responsible Procurement strategy and action plans. There must be processes in place, which constantly ensures, that these processes are reviewed. A lifecycle approach has been implemented and is a core part of the procurement DNA. In other words, they take responsibility for the full life cycle consequences: social, economic and environmental. The procurement professionals should have the tools available to reduce material consumption or reuse material. Also they should be able to faciltate re-thinking of the product.

Also I think it is essential that companies aim high. Why couldn’t a goal be to be used as an example worldwide within the industry? True leaders create benefits and a difference for procurement professionals, suppliers, communities, society, and the planet wherever possible. So it goes beyond compliance.


True leaders see their suppliers as partners True leaders acknowledge the importance of their suppliers to the company. In these companies, top management is actively involved working with the suppliers. Suppliers acknowledge, that they must constantly improve their Responsible Procurement performance in order to stay a top priority supplier. You could say, that this in itself is driving the sustainable performance of the buying company. Progress or lack thereof is being punished or rewarded.


True leaders measure, review and communicate about it all the time Everybody knows that the ability to express responsibility benefits in financial terms is crucial. True leaders find their own ways to measure their performance but express it in financial terms. True leaders have real goals,which are measurable. True leaders communicate about their results. Alis Sindbjerg Hemmingsen is a Thought leader. She works towards developing and integrating an active approach to Responsible Procurement which goes beyond compliance. Responsible Procurement Excellence is specialized in helping companies around the world develop and integrate an actionable approach to Responsible Procurement. An actionable approach goes beyond compliance, has a positive effect on the reputation, raises efficiency and generates revenue. June 2014 | CSR Today | 25

sustainability column

Towards 100% Impact Investment Movement

The push toward 100 percent impact (sometimes called whole portfolio activation) is where the action is in impact investing. People will increasingly demand such portfolios, and the dinosaurs in the financial advisory community are going to see their clients leaving in droves.


Don Shaffer Don Shaffer is President & CEO of RSF Social Finance. RSF Social Finance frames all of its work in terms of an overarching Purpose informed by a set of core Values.

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hen I first started working in impact investing, the field’s challenges were foundational: refining the concept, finding suitable investments, figuring out how to measure impact, even determining what to call the concept. Work in all those areas continues, but the field has matured to the point where it’s on the agenda of the G8, finance conglomerates feel they need to have an impact product, and the mainstream business press is taking notice (if skeptically). Now I’m seeing an enormous amount of energy pouring into our next great challenge: cultivating a vanguard of 100 percent impact investors, people who devote their entire portfolio to funding enterprises that strive to produce social and ecological benefits as a core part of their mission. I’m privileged to have an inside view of this nascent movement. At RSF Social Finance, we’ve been working for years with clients and partner organizations to promote this increased level of commitment and to seed the infrastructure that supports it. And momentum is building: the push toward 100 percent impact (sometimes called whole portfolio activation) is where the action is in impact investing.

RSF Social Finance’s three focus areas – Food & Agriculture, Education & the Arts, and Ecological Stewardship – consider the long-term impact our investments have on the market as a whole, and the people and places affected by our investments in particular.

Who are the 100 percent impact investors? Most people investing for impact have only a portion of their money in impact investments; 100 percent impact investors are working toward going all in. What’s driving them? My sense from talking with people attracted to this movement is that many people of means are having an existential crisis about climate change and other problems in which they know they’re complicit. They want to understand where their money is going and direct it to solving the problems they are passionate about. Just investing in a mutual fund that’s screening out bad things is not good enough anymore. The advance scout for this movement would have to be Carol Newell. She had inherited substantial wealth by the early 1990s, and, believing she had more than enough, she spent 20 years working with another pioneer, Joel Solomon, to put her

sustainability | Column entire portfolio (more than $60 million) to work stimulating the regional green economy in British Columbia. This work led to the formation of Renewal, an organization dedicated to supporting a shift from the “maximum financial return at any planetary cost” economy to one that prioritizes community and ecosystem health. Through Renewal she co-founded play BIG, an annual event that brings high net worth individuals together to share investing experiences and develop strategies for activating their whole portfolio to serve their mission. Recent play BIG participants include a woman who, on the cusp of a significant inheritance at 35, was looking for a new way to invest. She ended up tossing aside the conventional investing framework and developing her own framework that prioritizes planetary health. Another woman has oriented her whole portfolio toward soil health. Yet another woman has moved 100 percent of her family foundation’s assets to investments in social justice and environmental sustainability. She’s also a big supporter of education because she believes it’s a key factor in initiating change.

Support network blooms The momentum behind 100 percent impact investing is both reflected in and accelerated by the growing number of organizations devoted to promoting the concept and supporting investors. Just a few highlights: • A dozen high net worth individuals with a combined total of $1 billion to invest met near San Francisco in February for the 10th annual play BIG. Co-founder and lead event organizer Marian Moore, an RSF advisor, notes that the dollars involved in play BIG have increased dramatically in recent years. • Charly Kleissner, a technology executive turned impact investor and entrepreneur, has just launched the 100%IMPACT Network, an association of high net worth individuals seeking to invest all their funds for impact. The group is an outgrowth of Toniic, a global network of impact investors that Kleissner founded to nurture and invest in entrepreneurs,

A 100 percent impact strategy requires people to make a fundamental shift in their relationship to money, and they need to do it in stages enterprises and funds that promote a just and sustainable economy. His organizations provide essential nuts-andbolts support. • BALLE’s Local Economy Funder Circle, a group of investors focused on regional approaches to impact investing and on funding change in specific communities, launched in 2012. This group is exploring the best business models and programs to build community resilience, methods for tracking progress, and ways to think about risk, return and structure. • And in January, RSF and the Arizona Community Foundation attracted senior executives from 24 of the most innovative community foundations in the U.S. and Canada, representing rural as well as urban communities and holding assets totaling more than5.5 billion, to an event focused on shifting assets to local impact investing. These events and organizations join a broadening pool of others dedicated more broadly to encouraging impact investing, including Confluence Philanthropy, SO-

CAP, Slow Money, Capital Institute, and Investors’ Circle.

Motivating the next 10,000 Pretty much everyone attending play BIG said they wanted to true up their investments with their values, but this is not just a personal effort: these pioneers see that the whole financial system has to change, and they want to model the 100 percent impact approach so that the next 10,000 people like them can do it more easily. This isn’t a tech-rollout situation: a 100 percent impact strategy requires people to make a fundamental shift in their relationship to money, and they need to do it in stages. Still, it’s possible today to develop a 100 percent impact portfolio in sustainable agriculture, for example, and have perfectly fine returns and diversification. People will increasingly demand such portfolios, and the dinosaurs in the financial advisory community are going to see their clients leaving in droves. Alternatives are out there – tap the network described above, and you can be on your way. June 2014 | CSR Today | 27


Building a Sustainable Future Bacardi Limited raises the bar on sustainability. Responsible sourcing, streamlined packaging and efficient operations are crucial to the ‘Good Spirited: Building a Sustainable Future’ initiative


verywhere Bacardi Limited does business, sustainability is something that’s not just encouraged – it’s expected. On the 152nd anniversary of its founding, celebrated recently, family-owned Bacardi rolled out an ambitious sustainability campaign globally. Good Spirited: Building a Sustainable Future launches across the more than 150 markets where Bacardi sells its brands, including more than 75 offices and 27 manufacturing and bottling facilities, touching each employee. Since the Company began tracking its global impacts on the environment in 2006, Bacardi has reduced energy use by more than 25 percent and water use by 54 percent. Some sustainable projects to date include using wind power for BACARDÍ rum in Puerto Rico, repurposing water used to clean barrels, mulching retired barrels for use on landscaping, switching from fossil fuel to hydro energy for MARTINI vermouth production in Italy, transforming leftover botanicals into fertilizer and livestock bedding, creating an energy efficient blending and shipping center

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Sustainability in Scotland for DEWAR’S and WILLIAM LAWSON’S Scotch, and transforming the historic Laverstoke Mill in England to a greencertified distillery for BOMBAY SAPPHIRE gin that will be powered using biomass and hydro-electrical energy sources. Building on current programs and efficiencies that reduce water and energy use and greenhouse gas emissions, the new Bacardi Limited global platform, Good Spirited: Building a Sustainable Future, reinforces the Company’s years of leadership in corporate social responsibility – and sets specific, new goals in three vital areas: • Responsible Sourcing: Bacardi strives to obtain all raw materials and packaging from sustainably sourced, renewable or recycled materials while maintaining or enhancing the economic status of growers and suppliers. In Fiji, a source of high quality sugarcane molasses, Bacardi currently supports model, sustainable sugarcane farms that take measures to protect the islands’ Great Sea Reef. By 2017, the goal is to obtain 40 percent of the sugarcane-derived products used to make BACARDÍ premium rums from certified, sustainable sources – and 100 percent by 2022. This pledge from Bacardi is an industry first. • Global Packaging: Bacardi commits to use eco-design to craft sustainability into its brand packaging and point-of-sale materials. By 2017, Bacardi plans to reduce the weight of its packaging by 10 percent and achieve 15 percent by 2022. Bacardi collaborates with its partners – including glass and paper suppliers – to make packaging more environmentally friendly. • Operational Efficiencies: Bacardi continues to focus on reducing water use and greenhouse gas (GHG) emissions with a 2017 goal to cut water use by 55 percent and GHG emissions by 50 percent. The Company further seeks innovative treatments for water left over from production. In addition, Bacardi aims to eliminate landfill waste at all of its production sites by 2022. Recently, at the world’s largest premium rum distillery in Puerto Rico, demolition crews recycled more than 150 truckloads of concrete without sending any debris to landfills. The concrete is

being reused in the construction of new blending facilities. Bacardi Limited is the only major spirits company to be certified with the internationally-recognized management systems for quality, environment, health and safety – for all its production facilities globally. Part of the passion is involvement by nearly 6,000 Bacardi employees around the world. As part of the new sustainability platform, employees can track their personal progress at home and at work in caring for the environment – from turning out lights when leaving a room to driving more fuel-efficient cars. “We’re leading by example, building consumer confidence and trust. Our customers can enjoy our top-quality spirits brands knowing Bacardi cares a great deal about the

Bacardi has also pioneered a new auditing method that accurately measures performance and progress against key environmental sustainability objectives. Called BEST – Bacardi Environmental Sustainability Tracking – the new system represents an innovative best practice in assessing a variety of metrics typically included in sustainability initiatives. The company created this innovative system using general accounting principles. It then built upon standard metrics to include non-financial performance measurements in water use, energy use and greenhouse gas emissions from all of its manufacturing operations. The results provide an accurate assessment of not simply the cost of goods, but also the degree of efficiency in the Company’s use of resources.

Bacardi is the only major spirits company to be certified with the internationally-recognized management systems. environment, our suppliers and our employees,” adds Shirley. For Bacardi, sustainability is good business – an approach that dates back to the very beginning of the Company. Bacardi founder, Don Facundo Bacardí Massó, opened his first distillery on February 4, 1862, in Santiago de Cuba. He built the business on a challenge from the Spanish government to reduce surplus amounts of molasses in Cuba, leading to the crafting of BACARDÍ rum. Repurposing old whiskey barrels to age his rum was also part of the founder’s original plan, a practice still in use today. On this anniversary of its founding, Bacardi Limited celebrates that legacy by continuing to protect the environment and incorporating sustainability into everything it does. By raising the bar with responsible suppliers, streamlined packaging and more efficient operations, Bacardi gives consumers of today – and the future – more of what they expect and deserve: sustainably good spirits.

Using the BEST method, Bacardi Limited is able to gain a precise comparison of its performance against sustainability initiatives over time. The Company calculates very specific data from a set baseline to understand just how much water and energy it would have used in prior years if those years had had the current-year mix of goods and services. All reporting compares today’s results to specific base years and provides data on a monthly basis. Other companies, using standard methodology, apply average cost of resource use that shows only the difference between the current and base year mix of goods and services; this method does not fully capture efficiencies in the use of resources. BEST provides Bacardi Limited with a more accurate picture of performance, which, in turn, enables more accurate budget forecasting. Source: Baracdi Limited. http://www.bacardilimited. com/Home/Sustainability June 2014 | CSR Today | 29

case study FedEx


Strengthens Sustainable Access for Company and Community Sixth Annual FedEx Global Citizenship Report Highlights How FedEx Delivers Value through its Operations and Outreach footprint while experiencing year-over-year growth. In fact, FedEx revenues were up in fiscal year 2013 while emissions from the company’s owned and operated fleet and facilities dropped by 1.3 percent. However, as the report outlines, FedEx leadership and improvements in its operational sustainability – and its environmental and industry impact – are just one of the many ways that FedEx is providing long-term value to the business and the communities in which it operates. In addition to environmental efficiency, the report outlines key progress in areas such as economics and market access, community and disaster relief, and people and workplace.

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By focusing on creating open and accessible markets, FedEx provides long-term value for shareholders, communities, customers, and local and global economies. FedEx is a strong proponent of policies and agreements that remove barriers to trade and simplify international business. In FY13, the company actively promoted the expansion of free trade through proposed agreements like the International Services Agreement, the TransPacific Partnership and the Trans-Atlantic Trade and Investment Partnership. FedEx was also a strong advocate for the groundbreaking World Trade Organization Facilitation agreement that was concluded in December 2013.

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edEx Corp released its sixth annual Global Citizenship Report recently, outlining steps the company has taken to build a more sustainable business by improving its operational efficiency and engaging in local communities. “FedEx continues to make the investments that will provide more sustainable access and future opportunities for our business, our customers and the communities we serve,” said Mitch Jackson, vice president of Environmental Affairs and Sustainability for FedEx. The report demonstrates that one key indicator of these efforts has been the reduction of the company’s environmental

FedEx Fosters Connections to Open Markets and Small Business Growth

Case Study | FedEx Trade isn’t just about large multi-national corporations – with the growth of e-commerce, small and medium size enterprises (SMEs) are playing an increasingly large role in the global economy. FedEx draws on its 40 years’ worth of expertise in trade regulations, supply chain management and logistics to help SMEs succeed in the global marketplace. The company’s work in this area expanded in FY13, highlighted by the launch in spring 2013 of the FedEx Small Business Center – a new hub for small business resources and information on topics including international shipping, regulatory and paperwork requirements for different nations and value-added services by country. FedEx also launched the second edition of its Small Business Grant Contest in January of 2014, which awarded $50,000 in grants to small businesses looking to improve their operations.

FedEx Closes the Gap on Emissions through Fleet Efficiencies FedEx continues to have a primary focus on minimizing its environmental impact of its operations while growing the business. Through innovations and improvements across the business, FedEx continues to shrink its environmental footprint, increase operational efficiencies and make progress against the company’s 2020 sustainability goals. In 2013, FedEx reduced its aircraft CO2 emissions intensity by 4.2 percent even while increasing the total number of flights as well as business revenue. This decrease brought total reduction in aircraft CO2 emissions intensity to 22.3 percent from a 2005 baseline, keeping the company on track to meet its goal of a 30 percent reduction by 2020. Similar progress was made with the FedEx Express vehicle fleet, which saw a five percent fuel efficiency improvement in 2013. This also keeps the company on track to meet its target of a 30 percent improvement from a 2005 baseline by 2020, with a cumulative improvement now at 27 percent to date. Much of these improvements can be credited towards the ongoing fleet modernization FedEx has committed to. Past efforts like aircraft replacement have resulted in cost savings of up to 30% while also cutting greenhouse gas emissions. Additional benefits were realized by adding more than 3,700 advanced technology surface vehicles, which includes high-efficiency clean diesel, electric, hydrogen fuel cell, and compressed and liquefied natural gas systems.

FedEx Connects Communities with Resources Needed to Survive and Thrive FedEx understands the power of access in creating social and economic opportunity, and believes such connectivity should extend beyond customers to people in need. This is why for more than forty years FedEx has deployed resources when and where they are needed most. In FY13, total charitable contributions across all FedEx giving areas – consisting of direct cash contributions, donated shipping and team member contributions – totaled more than $46 million. Additionally, thousands of FedEx

team members participated in a wide variety of community service projects throughout the year, helping make their local communities better places to live, work and play. When disasters hit, the reach and reliability of the FedEx global network enables rapid access to affected regions, allowing the company to quickly deploy its people, transportation network and logistics expertise to aid those in need. To prepare for emergencies, the company sets aside at least four million pounds of disaster-related charitable shipping capacity each year. In FY13, this totaled $7.15 million in cash and in-kind shipping to charitable organizations coordinating relief efforts. This capability was on full display after Typhoon Haiyan struck in November 2013, which left millions of people in Southeast Asia, particularly the Philippines, in desperate need of food, water and access to medical and pharmaceutical supplies. FedEx took quick action, teaming up with Direct Relief and Heart to Heart International to deliver more than $10 million worth of relief aid and medical supplies to communities across the region.

Past efforts like aircraft replacement have resulted in cost savings of up to 30% The company’s dedication to improving communities is not limited to times of disaster. With more than 90,000 FedEx owned and contracted vehicles on the road each day, pedestrian and road safety is also a core value and top priority for bettering the communities in which its team members live and work. Since 2000, FedEx has worked with Safe Kids Worldwide, a global network of organizations aiming to prevent accidental injury. In FY13, Safe Kids Walk This Way – a joint awareness raising program that provides year-round community outreach initiatives, creates safer walking environments and conducts risk assessments to improve sidewalks and crosswalks for children – expanded to 241 cities worldwide and drew more than 720,000 participants. Making sure the local communities in which FedEx team members live and work are sustainable is another top priority for FedEx. In April 2013, coinciding with the company’s 40th anniversary celebration, FedEx volunteers took part in EarthSmart Outreach and National Fish and Wildlife Foundation projects in 14 U.S. cities, supported by FedEx grants totaling more than $500,000, as well as national, state and local government matching grants totaling more than $3 million. More than 677 team members volunteered, a 14.5 percent increase from 2012. Source: 3BL Media. June 2014 | CSR Today | 31


What Makes a “Net Positive” Approach? A group of organisations worked together to agree what the principles of a Net Positive approach are, and to identify the really compelling reasons that would encourage others to take up the mantel. by zoe le grand

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retty much every week a new report comes out telling us that our attempts to tackle climate change, biodiversity depletion and inequality haven’t been enough, that they’re not making a significant enough difference. Many companies have tried to reduce their impacts on the environment and make a positive contribution to their local communities; but carbon emissions keep rising and the gap between rich and poor keeps growing. While I was studying for a Masters degree in Business and the Environment last year, I noticed that a number of companies were taking a fresh approach. They weren’t aiming just to reduce the harmful impacts of their business; they wanted to actively create positive change difference; to be, as it were, a force for good. Each company went about it in a different way: some reviewed their entire business from supplier to customer and wanted to make their positive impacts outweigh their negative impacts; others focussed only on their most material impacts, aiming to make a positive dif-

SUSTAINABILITY | CAPITAL ference in the areas which matter most to their business. With lots of companies taking different approaches, there was a danger that the ambition to actively create good – to be “Net Positive” – would be dismissed as repackaged CSR. So, together with the Climate Group and WWF, we at Forum for the Future decided to bring together a group of the organisations who are leading in this field to agree what it was that made a Net Positive approach different from what has gone before; and more than that, to persuade other companies to take on this approach. This group, made up of Ikea, Kingfisher, Capgemini, BT, SKF, The Crown Estate and Coca-Cola Enterprises, worked together to agree what the principles of a Net Positive approach are, and to identify the really compelling reasons that would encourage others to take up the mantel. Taken together, the following principles provide a simple framework to guide the development of a Net Positive strategy, and in so doing, define what should be understood by one. The principles are not fully comprehensive and they are intentionally broad, but they provide a starting place and checklist for organisations that are trying to make sense of the debate for themselves

What is a Net Positive approach? The principles: • The organisation aims to make a positive impact in its key material areas. • The positive impact is clearly demonstrable, if not measurable. • As well as aiming to have a positive impact in its key material areas, the organisation also shows best practice in corporate responsibility and sustainability across the spectrum of social, environmental and economic impact areas, in line with globally accepted standards. • The organisation invests in innovation in products and services, enters new markets, works across the value chain, and in some cases, challenges the very business model it relies on. • A Net Positive impact often requires a big shift in approach and outcomes, and cannot be achieved by business-as-usual.

• Reporting on progress is transparent, consistent, authentic and independently verified where possible. Boundaries and scope are clearly defined and take account of both positive and negative impacts. Any trade-offs are explained. • Net Positive is delivered in a robust way and no aspect of a net positive approach compensates for unacceptable or irreplaceable natural losses or ill treatment of individuals and communities. • Organisations enter into wider partnerships and networks to create bigger positive impacts. • Every opportunity is used to deliver positive impacts across value chains, sectors,

only creates competitive advantage and increases commercial returns, but also helps identify current investments, products and markets which are not fit for the future. • Helps to embed sustainability throughout the business. The scale of a net positive commitment means it cannot be achieved by a sustainability team alone. Integration of sustainability into core business functions delivers the most effective coherence and focus in business. • Forces the organisation to look beyond its own operations to work to shape the context which it operates in. That means working with supply chains, customers, and the private, public and third sectors,

There was a danger that the ambition to actively create good - to be “Net Positive” – would be dismissed as repackaged CSR. systems, and throughput to the natural world and society. • Organisations publicly engage in influencing policy for positive change.

How would your business benefit from it? A Net Positive approach is all well and good for society and the environment, but how would your business benefit? How could you persuade your board that this is the right strategy for you? Having a good sustainability strategy will help your business in a variety of ways enhanced reputation, increased sales, cost reduction, competitive advantage through differentiation, engaged staff, supply security and a better licence to operate. A Net Positive approach goes further, it also: • Provides opportunities to invest in radical innovations that generate benefits for customers and/or suppliers are created. • Takes a systemic view and looks further into the future, which opens up space for innovative new products, propositions, business opportunities and sectors. This not

allowing it to make step-change reductions in its impact. • Develop new relationships with policymakers, customers, staff and suppliers. • Shores up a secure supply chain. Supply security is enhanced when the organisation does less harm and seeks positive impacts on key natural assets instead. • Moves the organisation into a leadership space, sending a clear message that it takes sustainability seriously. The latest environmental and social science have sent business a clear message: you need to up your game. You need to replenish the environment and work to actively enhance local communities. By doing so, your business will reap the benefits of a secure supply chain, innovative products and services and new relationships with customers, competitors and legislators. We hope many more businesses will use the principles to create their own Net Positive approaches. . Zoe Le Grand is Principal Sustainability Advisor, Forum for the Future June 2014 | CSR Today | 33


Charity as Art:

Vans Makes Philanthropy Cool


n-kind giving is an underappreciated and underutilized form of corporate philanthropy – a low-hanging fruit that too few companies bother to pluck. Aside from the obvious benefits to nonprofits, there are so many reasons for businesses to leverage the advantages of gifts in kind, from the impressive tax deductions 34 | CSR Today | June 2014

that accompany these forms of giving – with even greater tax benefits for companies than donating cash – to the very real potential for increased employee engagement, recruitment and retention. But the payoff can be doubly huge for those business leaders imaginative enough to creatively tailor an in-kind giving pro-

gram to the exact personality of their corporate brands. Take, for example, Vans. Yes, that Vans, the shoe company we all grew up with, the hipster skateboard cool accessory that defines a certain kind of aesthetic and has been a fashion rite of passage for generations. The company began organically in 1966, from the simple idea of a checkerboard shoe, and kids ever since have been buying them so they could express themselves by both wearing and drawing on them as a kind of wearable canvas. “Expression of youth culture and art has always been part of Vans brand,” notes Vans President Kevin Bailey. “Many of our employees have gone through arts education. Creative expression is at the core of the brand.” So what could be more perfect for a youth culture brand than an in-kind giving program that draws on skills-based volunteering to support the arts in schools? And further, a program that mirrors the unique style of the brand and reverberates back to it

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Aside from the obvious benefits to nonprofits, there are so many reasons for businesses to leverage the advantages of gifts in kind, from the impressive tax deductions that accompany these forms of giving – with even greater tax benefits for companies than donating cash – to the very real potential for increased employee engagement, recruitment and retention. by ryan scott

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SUSTAINABILITY | CAPITAL in endless ways that grow the program while increasing brand awareness and loyalty? Just like the company’s own beginnings, Vans’ in-kind giving program started in an organic way. In 2009, an art teacher in Colorado was looking to find new ways to engage his students and reached out to a friend for ideas. The friend happened to be a Vans sales rep who suggested donating a bunch of plain white Vans to use as canvases. Thus was born Custom Culture. Within just one year, the program had grown into an art competition that included 200 high schools – inspiring kids to get creative and custom design Vans shoes to represent one of four focus areas: art, music, action sports or street culture. It was a natural fit and a hit, embraced by schools, parents and kids. Now in its fifth year, Custom Culture has evolved to include 2,000 schools in 50 states and has contributed $100,000 toward public arts education. In addition to directly funding arts education through the contest, Custom Culture is raising awareness about the state of underfunding that exists in arts education today. With the Vans Brazil division joining for the first time this year, the program has even caught fire globally in ways that its original creator could never have imagined. “We’re trying to use the platform we have to help elevate the conversation,” says Bailey. “Innovation and innovative leadership conversations are happening every day all over our world at companies in every industry. But if we don’t foster arts education, what happens to the right brain? To the creative side of leadership? That’s just as important as all of this focus on the business side of innovation.” With the program currently limited at 2,000 entrants, school districts battle to qualify, and parents and kids work hard to lobby for votes and see their entries make it through to the final rounds. While Custom Culture benefits kids and brings awareness to the widening gap in arts education funding, Vans is also creatively addressing one of the biggest dilemmas facing companies today: how to find, cultivate and retain innovative talent. It doesn’t hurt that, “Art has a way of forging deep personal relationships,” as Bailey notes. But you don’t

and eat] and have employees gather all day with them – it’s exciting.” There are some serious “wow” factors built into Vans Custom Culture. But the biggest one is reserved for the final five contestants: Vans flies all of them to New York City for some unique hands-on arts education in one of the biggest art cities in the world. Last year, for example, a docent led finalists on a street art tour around the city, and then the students participated in creating a mural as a team. For the finishing touch, Vans arranged for a gallery display of all the art the team created together. In keeping with the independent flavor of the Vans brand, winning schools can do whatever they want with the money, and the range of arts activities they choose to invest in is broad. From purchasing kilns for ce-

So what could be more perfect for a youth culture brand than an in-kind giving program that draws on skillsbased volunteering to support the arts in schools? need to be a hip brand to engage your employees around corporate giving. Any company would be well served to find vehicles for employee engagement as perfect for its mission as Custom Culture is for Vans. Vans employees help narrow the initial entrants down to a group of 50 semi-finalists, build out the showcase website, and act as photographers and videographers at contest events. As the five finalists are identified, they also volunteer as mentors, helping the students learn how to turn their ideas into commercially viable designs. “The reality of Vans shoes is that everyone thinks of them as a way to express yourself,” says Bailey. “When our employees see what the kids create, it inspires them. Just being around these young people is inspiring. We’re a company that’s about youth culture, so to have the ability to engage with these kids, to display the shoes in the “kitchen” [the dining area where employees meet

ramics classes, to stocking visual arts classrooms with brushes and canvases, to funding music programs – wherever there’s a gap, Vans is helping schools meet that need. Vans may be a well-known brand and a for-profit company. But its in-kind giving program is a powerful engine for the brand that benefits Vans as much as it does its recipients. Custom Culture is an inspiring example that other companies seeking to create an in-kind giving program which includes skills and values-based philanthropy can learn from. Source: Scott Ryan is CEO at CAUSECAST Corporate Philanthropy and Volunteerism for CSR and HR. Causecast is the leading cause integration company, providing a modern employee cause engagement solution for companies of all sizes. This SaaS platform offers workforce matching donations, volunteering including dollars for doers, disaster response and custom campaigns which leverage social media and automation. June 2014 | CSR Today | 35

Master of Science (MS)

in CSR and Ethical Management for Full Time Students & for Working Professionals

Academic Year 2014-2015 3rd intake commencing on 15th July 2014


ndian Centre for Corporate Social Responsibility (ICCSR) is a not for profit global advisory and training organization engaged in the business of promoting Corporate Social Responsibility (CSR) in India and globally. ICCSR is offering in association with University of Applied Sciences-BFI (UAS), Vienna a Master of Science (MS) program in CSR & Ethical Management, from the ICCSR - Global Center for CSR Knowledge campus located at Mumbai. CSR aims at sustainable development, revolves around the four pillars of CSR: the work place which revolves around the employees; market place (the customers); the society in general; and the environment in particular. Businesses worldwide are increasingly measured by social returns along with financial returns. Many corporate social responsibility (CSR) practitioners in India have a misplaced notion of thinking that philanthropy and charities make good CSR. When used well, CSR mitigates business risk and ensures healthy survival of the Corporation.

The New Comany’s Bill 2013 makes it mandatory for Indian companies to spend 2 per cent of their profits on CSR related activities. The bill also emphasizes the need for the following: • Creation of CSR Division • Appointment of Independent CSR Directors • Creation of CSR committees to supervise and monitor CSR activity of the organization Corporate executives must find new ways to address economic, social and environmental effects of doing business. Today’s business environment depends on defining a robust & proper CSR strategy and imbibing the same in the corporate strategy of the corporation. This program helps you define priority, integrate social responsibility and build business values and ethics. You will strengthen your ability to define and implement powerful CSR Strategy that strengthen the position of the firm, it’s reputation, brand image, valuation and its way of doing business for enduring success.


Master of Science in CSR & Ethical Management

Full Time The MS program is a one year program. The students will be awarded Post Graduate Diploma (PGD) in “CSR & Ethical Management” from Indian Centre for CSR upon successful completion of 11 months in the Navi Mumbai campus. This PGD is recognized by the University of Applied Sciences, Vienna. The MS degree award is subject to submission of a thesis, successful completion of 2 modules and answering the examinations at the Vienna campus. The MS Program is also available for working professionals and is equivalent in content and rigour to the full time MS program. It Is available in following formats: working professional The program is designed for working executives whose busy schedules do not permit them to pursue a full-time program. The format includes classes on 10 working days (Saturday and Sunday included) at the beginning of first three quarters at the ICCSR India campus, followed by 10 days study to complete 2 modules, submission of thesis and examinations at the UAS Campus at Vienna. Digital content / learning support is provided to supplement classroom learning. This program is best suited for candidates who reside outside Mumbai or the residents of Mumbai, who are not able to attend classes every weekend.

Program Highlights • The content of the program is international, reflecting the increasing trend towards the transnational nature of CSR & environmental issues faced by the corporate sector. • The course will be conducted at our centre in Mumbai & University of Applied Sciences Campus in Vienna • Candidates pursuing the MS program from any of the above formats are awarded the same MSc Degree in CSR and Ethical Management. Career Opportunities With government making CSR mandatory for all companies, there are huge employment opportunities for passing out graduates in small & large corporations. This being a global program, students passing out can expect jobs in MNCs & world bodies such as United Nation, OECD, European Union and other International trade and Industry bodies. Program Objectives The MS program is designed to help full time students and working professionals, fully integrate social responsibility with the business objective of the organization they work for. What You Can Expect • Global Degree • Global Faculty • Global Environment • Global Facilities • Global Exposure



he study includes class room lectures, digital content, recent case studies, group discussions, projects and assignments. The assessment would examine your understanding of how successful businesses develop pertinent and effective CSR strategy which is integrated with long-term, needs of the business. The uniqueness of this first of its kind program in India is reflected in our exhaustive curriculum as: • Introduction to the concept of Corporate Responsibilities. • Methods, terminology and tools of CSR management • Process identification & analysis • Environment analysis project management in CSR - problem matrix and stakeholders • Ethics & Business , Ethics & Human Nature - human rights & anti discrimination • Stakeholder identification and engagement • Business Ethics, Corporate Governance, Compliance and Values • CSR from an agency perspective, CSR Communication, Stakeholder Communication, • Global developments in CSR, Management Models, Strategic Management, • Value Chain Management, CSR in SMEs, Global Strategy for Sustainable Development • Respectful Branding, Cleaner Production, SME strategy to corporate strategy • Norm & Standards, CSR in India / Europe/US, Legal Aspects of CSR • CSR from NGO perspective, CSR in Multinational Environment • HR in CSR, reporting standards, global compliance • Stakeholder Communication & Investor Relations • Moderation – conflict management, Management approach in CSR • IT Solutions for CSR, Ethics Management Who Is Right for the Program This program is designed primarily for mid level and upper level executives who direct corporate social responsibility programs

at large and established companies. Senior executives who have profit-and-loss responsibilities can also benefit from this program. ICCSR encourages individuals or teams from companies representing a variety of industries to apply for this course. Admission A Full time Candidate and working professional must have completed graduation with mini- mum 55% marks aggregate. Admission to working professional program is highly competitive and based on professional achievement and organizational responsibility. The executive should have a minimum of five years work experience in public, private corporations or in the development sector. Program Fee Program fee for Full Time students: Rs. 5,00,000/- includes admission fee, tuition fee, case and study material. Program fee for Working Professionals (Distance Learning): Rs. 4,00,000/- includes admission fee, tuition fee, case and study material. Talk to our office to know more about how to pay your fees in 3 interest free installments. Financial Assistance Limited numbers of scholarships are available and applicants having outstanding academic record, relevant work experience can apply for tuition remission, scholarships or assistantships that are offered to students who meet the criteria. Educational loan is available from banks and other institutions. Placement Assistance ICCSR is in talks with many companies as there is dearth of CSR trained professionals and hence all candidates are expected to get promising careers in public and private sector companies and other world bodies. All students passing out of the program will be given internship and place ment assistance.

Application Process Our Admissions Committee takes great care to choose individuals with exceptional character as well as relevant academic and extracurricular strengths. Candidates seeking admissions to the program for full time and working professionals need to submit their application forms along with credentials to support their candidature. All

candidates are required to email the scanned copies of their photograph, degree certificates, marksheets, statement of purpose (SoP), CV (in case they have work experience) along with the filled up Application Form. You can also courier the same or hand deliver to our Office at Mahape. Working professionals are required to send in a copy of their updated CV

demonstrating their work experience of at least five years and add 2 references from their current or past work place. You may also include a letter from your employer should they sponsor your MS program. The Admissions Committee will strive to revert back within 72 hours after receiving the completed application form with all supporting documents.

students of the first batch with program director

Students Profile of MS Program in CSR & Ethical Management University of Applied Sciences-BFI Vienna no. of years of work experience

age group of the students




education background

gender ratio







12% 35% 59%

6% 35%









20-30 51-60

31-40 61-70




Graduates PhD

Post Graduates

Meet the Program Faculty The MS Program on Corporate Social Responsibility and Ethical management is developed and taught by a core faculty of practitioners and thought leaders in the area of CSR. The reputed global faculty includes:

Martin Neureiter, Course Director Founder, CEO - CSR Company, Chair Implementation Task Group, ISO 26000, Scientific head of PG education at University of Applied Sciences Vienna for CSR. He lectures at the St. Gallen Management Institute, Switzerland and coaches at CEO level. Besides authoring several books on CSR, he advises companies worldwide such as SAP, National Bank of Abu Dhabi, Vivacell Mobile phone and others. He is the Program Director, MS Program in CSR and Ethical Management.

Rajesh Tiwari DG & CEO - Indian Centre for CSR former Group Director at Reliance, Global CSR expert, Founder Tikona Digital. He is an alumnus of University of Hull.

Toby Webbs Chairman, Ethical Corporation Faculty - Birkbeck, University of London, CSR Advisor to British Government advising the Prime Minister

Christian Katholnigg Holding a university degree in economics, he has been consulting clients in the field of CSR and management systems for more than a decade and is an expert and auditor for EMAS, ISO 14001; OHSAS 18000 or SA 8000. A proven expert in green building and a Certified Management Consultant, he is also an accredited member to the CSR Consultants Group of the Austrian Chamber of Commerce (WKO).

Irene Daskalakis International CSR Consulting, Global Sustainability Expert & trainer, alumnus of George Washington University, DC & Athens University of Economics & Business

Karin Huber Karin is holding a degree in communication and psychology from University of Vienna, Austria as well as an academic degree in CSR-Management. Being an expert on CSR strategy development and stakeholder communication she consults clients from all kinds of industries and organisations. Karin lectures CSR and CSRCommunication at several Universities.

Detailed biographies of the faculty is available on our website:

For further assistance, please contact: Brahma Prakash Tripathi Email: Mobile: +91 99301 73352

Chaitali Chatterjee Email: Mobile: +91 98672 10670

Usha Sridhar Email: Mobile: +91 22 27788481 / 82

ICCSR - Global Center for CSR Knowledge Campus office at: Address: 601, 6th Floor, Technocity, Plot No. X4/5 A, TTC Industrial Area Mahape, Navi Mumbai- 400701 (India) Tel: +91 22 2778 8481 / 82 Or Fax: +91 22 2496 6803



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CSR Today June 2014  
CSR Today June 2014