ZENITH International Journal of Multidisciplinary Research Vol.2 Issue 4, April 2012, ISSN 2231 5780
THE CSR PYRAMID - INNOVATIVE CSR POLICIES OF MAHINDRA & MAHINDRA
DR. SHINEY CHIB*
*Professor, Datta Meghe Institute of Management Studies, Nagpur.
ABSTRACT
“Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large”. Thus, the meaning of CSR is twofold. On one hand, it exhibits the ethical behavior that an organization exhibits towards its internal and external stakeholders (customers as well as employees). On the other hand, it denotes the responsibility of an organization towards the environment and society in which it operates. CSR involves various voluntary efforts in which companies engage themselves in order to give something back to the society. It involves providing innovative solutions to societal and environmental challenges. This paper discusses the societal orientation of Mahindra & Mahindra, by taking the case of “Vijay Vidarbha”- a CSR initiative for the affected farmers of Vidarbha region. ______
INTRODUCTION
World Business Council for Sustainable Development defines Corporate Social Responsibility (CSR) as “The continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large.” Organizations generally believe that acting in a socially responsible manner will create value for them. The fact that an organization is committed to social causes, also gives employees a sense that the company would also be committed to the welfare of its employees as well. Firms can no longer continue to exploit environmental resources and escape from their responsibility by acting as separate entities
regardless of the interest of the society. Organizations, now, are realizing the need to shift their focus on the interest of society. The sense of being socially responsible has to come from within.
In India, CSR has evolved to encompass employees, customers, stakeholders and sustainable development or corporate citizenship. The spectrum of CSR includes a number of areas as human rights, safety at work, consumer protection, climate protection and caring for the environment, and sustainable management of natural resources. From the perspective of employees, CSR activities include providing health and safety measures, preserving employee rights and discouraging discrimination at workplace. CSR taken up by various genres of companies primarily focuses on poverty alleviation, environmental protection and sustained www.zenithresearch.org.in
development. Companies are taking initiatives for developing infrastructure in rural areas.
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Irrespective of the profits they make, these foundations are aiming at uplifting of the poor and enhancing the standard of life in the rural sector.
LITERATURE REVIEW
In developing economies like India, CSR is seen as part of corporate philanthropy in which corporations augment the social development to support the initiatives of the government. However with time, the scenario of CSR has changed from being philanthropic to being socially responsible to multi stake holders. The period of 1960s and 1970s saw an emergence of CSR activities being inbuilt in corporate philanthropy. (Mohan, 2001). With respect to studies with a global focus, some analyze the origin of CSR business practices in relation to the impacts of the transnationalization of business activities during recent decades. Zadek et al. (2001) point out that CSR can best be understood as a consequence of global business activities, due to which business will have to take greater account of its impacts on society. The state‟s political power has been eroded, often due to other actors such as businesses. Crane &Matten (2004) explain how the role of the state has changed from a traditional context (Westphalian setting), where it was dominant, as a regulator with imperative regulation vs. the company‟s dependent role. There is now a globalized context (post-Westphalian setting), where the opposite applies: due to economic power, the state has a dependent role vs. the company‟s dominant role. In the traditional context, governments had political power and were the only authorities that could legislate. Globalization has changed all this, and now economic relationships go beyond national boundaries and the organizations that operate in civil society. CSR is generally conceived of as a single broad construct comprised of actions aimed at stakeholder management and social issue management (Clarkson, 1995; Swanson, 1995; Hillman and Keim, 2001; Wood, 1991).
RESEARCH OBJECTIVES
From the literature review carried out, the research objectives were framed as follows:
To study the CSR status in India.
To understand the innovative activities under CSR by Mahindra & Mahindra.
To study the societal orientation programs by Mahindra & Mahindra –Nagpur Branch.
To make suggestions for accelerating CSR initiatives.
CSR SCENARIO IN INDIA
In India, CSR has evolved to encompass employees, customers, stakeholders and sustainable development or corporate citizenship. The spectrum of CSR includes a number of areas as human rights, safety at work, consumer protection, climate protection and caring for the environment, and sustainable management of natural resources. From the perspective of employees, CSR activities include providing health and safety measures, preserving employee rights and discouraging discrimination at workplace. This helps in fostering a healthy www.zenithresearch.org.in
environment within the company. For example, after 1945, TATA implemented social welfare
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India is one of the fastest growing large countries with rising interest in investment from global market. Its emerging market, with a mega population of more than 105 corers people, attracts global investors who want to minimize their risk of depending just on western markets. One of the main objectives of any business activity is making profits, but in the present scenario of competitive world all businesses seem to be heading towards improving the bottom line only while paying lip service to other objectives. Corporate Social Responsibility assumes critical significance in such a scenario. The responsibility starts at the individual level and later reaches a movement stage at the corporate level. One is reminded of the famous words of late John F Kennedy, former US president, who had said “Ask not what your country can do for you, but ask what you can do for the country”.
As our economy is growing at a rapid speed, the means becomes as important as the end, if not more. No business should flourish at the cost of the society. Business houses must behave ethically and contribute to the economic development while improving the quality of life of the employees and that of the society at large. Different options exists on this topic ranging from “CSR is Government‟s or NGO‟s baby and business has nothing to do with it” to “money spent on CSR is a theft from the shareholders of the business”, etc., but the fact remains that a business survives only through the service of its employees, who by themselves form an effective part of the society itself.
Major corporate have taken it upon themselves to think beyond profits and paying taxes, like the Bill Gates Foundations fight against AIDS, and other companies like TATA, Mahindra & Mahindra, AV Birla Group, taking a socially responsible approach when it mattered the most. It‟s time companies started looking at CSR more pragmatically and as a separate entity from philanthropy. Experts argue that CSR and even philanthropy can be a source of competitive advantage. In a country like India, where 70% of the population resides in rural areas, doing a bit of good to them makes a big business sense as huge volumes and large potential exist there. Mitigating environmental hazards caused due to intense industrial activity is a notable feature of CSR. Thus, there is an urgent need to initiate proactive measures in this regard at least not to harm the society.
UNIVERSE OF STUDY
MAHINDRA & MAHINDRA
Corporate social responsibility offers manifold benefits both internally and externally to the companies involved in various projects. Externally, it creates a positive image amongst the people for its company and earns a special respect amongst its peers. It creates short term employment opportunities by taking various projects like construction of parks, schools, etc. Working with keeping in view the interests of local community bring a wide range of business benefits. For example, for many businesses, local customers are an important source of sales. By www.zenithresearch.org.in
improving the reputation, one may find it easier to recruit employees and retain them. Businesses
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Internally, it cultivates a sense of loyalty and trust amongst the employees in the organizational ethics. It improves operational efficiency of the company and is often accompanied by increases in quality and productivity. More importantly, it serves as a soothing diversion from the routine workplace practices and gives a feeling of satisfaction and a meaning to their lives. Employees feel more motivated and thus, are more productive. Apart from this, CSR helps ensure that the organization comply with regulatory requirements.
COMPANY PROFILE
Mahindra embarked on its journey in 1945 by assembling the Willys Jeep in India and is now a US $7.1 billion Indian multinational. It employs over 1,00,000 people across the globe and enjoys a leadership position in utility vehicles, tractors and information technology, with a significant and growing presence in financial services, tourism, infrastructure development, trade and logistics. The Mahindra Group today is an embodiment of global excellence and enjoys a strong corporate brand image. Mahindra is the only Indian company among the top tractor brands in the world. It is today a full-range player with a presence in almost every segment of the automobile industry, from two-wheelers to CVs, UVs, SUVs and sedan. Mahindra recently acquired a majority stake in REVA Electric Car Co Ltd. (now called Mahindra REVA), strengthening its position in the Electric Vehicles domain.
The Mahindra Group expanded its IT portfolio when Tech Mahindra acquired the leading global business and information technology services company, Satyam Computer Services. The company is now known as Mahindra Satyam. Mahindra is also one of the few Indian companies to receive an A+ GRI checked rating for its first Sustainability Report for the year 2007-08 and has also received the A+ GRI rating for the year 2008- 09. The Mahindra Group defines Corporate Social Responsibility as making socially responsible products, engaging in socially responsible employee relations and making a commitment to the community around it. At the Mahindra Group, Corporate Social Responsibility is not just a duty; it's a way of life.
Mahindra Group is among the top 10 industrial houses in India. Mahindra & Mahindra is the only Indian company among the top three tractor manufacturers in the world. Mahindra's Farm
Equipment Sector has recently won the Japan Quality Medal, the only tractor company worldwide to be bestowed this honour. It also holds the distinction of being the only tractor company worldwide to win the Deming Prize. Mahindra is the market leader in multi-utility vehicles in India. It made a milestone entry into the passenger car segment with Logan.
The Group has a leading presence in key sectors of the Indian economy, including the financial services, trade and logistics, automotive components, information technology, infrastructure development and After-Market. With over 62 years of manufacturing experience, the Mahindra Group has built a strong base in technology, engineering, marketing and distribution which are key to its evolution as a customer-centric organization. The Group employs over 50,000 people www.zenithresearch.org.in
and has several state-of-the-art facilities in India and overseas.
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CSR-AT A GLANCE AT MAHINDRA & MAHINDRA
Corporate Social Responsibility has always been an integral part of the Mahindra Group's vision and the cornerstone of our Core Value of Good Corporate Citizenship.
- Keshub Mahindra, Chairman
The Mahindra Group defines Corporate Social Responsibility as making socially responsible products, engaging in socially responsible employee relations and making a commitment to the community around it. At the Mahindra Group, Corporate Social Responsibility is not just a duty; it's a way of life. In 2005, the Group celebrated its 60th anniversary by renewing its commitment to Corporate Social Responsibility. It pledged to dedicate 1% of its profit (after tax), on a continuous basis towards Corporate Social Responsibility. A unique kind of ESOPs - Employee Social Options was launched to enable Mahindra employees to involve themselves in socially responsible activities of their choice. ESOP here stands for Employee Social Options, a systematic employee-volunteering Program under CSR (Corporate Social Responsibility). ESOP, started in 2005 is a set of social work volunteering options that are created and implemented exclusively by employees themselves based on the needs of underprivileged communities in and around their areas of operation. In a way, it is each employee‟s CSR.
“ESOP” enables Mahindra workforce to collectively donate thousands of human hours for various social projects, in the three focused areas of Education, Health and Environment, making social work an integral part of their lives. Launching ESOP was an acknowledgement of the company that similar to its own outlook towards social responsibility; there were many employees who individually or through teams were as charitably inclined if not more. ESOP made giving back to society not only a management value but a team value as well, and more importantly give it a distinctive identity. Employees along with their families participate in the ESOP activities in the nearby communities. Since 2005, the numbers of ESOP Volunteers across locations has increased manifold from a just a few hundred volunteers to 14,535 Volunteers (March 2008).
The Group also announced a special gift: to provide free cochlear implants to 60 profoundly hearing-impaired, under-privileged children. In addition to giving impetus to the Nanhi Kali project for the girl child and the Mahindra All India Talent Scholarship for the economically disadvantaged, the Mahindra Group is planning to set up two Mahindra Pride Schools. These schools will offer a variety of courses, with an emphasis on employability, including training for Information Technology, Retail, Automotive Engineering etc. They will provide new skills and capabilities to the weaker sections of society, particularly the scheduled castes and scheduled tribe youth. While these projects are already underway, plans for more social initiatives are on the anvil.
“ESOPs” enables Mahindra workforce to collectively donate thousands of human hours for various social projects, in the three focused areas of Education, Health and Environment, making social work an integral part of their lives. Launching ESOPs was an acknowledgement of the company that similar to its own outlook towards social responsibility; there were many www.zenithresearch.org.in
employees who individually or through teams were as charitably inclined if not more. ESOPs
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“ESOP”
ESOPS ACTIVITIES IN 2007-08
Nanhi Kaliothers Education 1% 10% 11% Environment 21%
Health 57%
Education Environment Health Nanhi Kali others
THE CSR PLATTER
The various activities under the CSR umbrella of Mahindra & Mahindra are as follows:
In addition to giving impetus to the Nanhi Kali project for the girl child and the Mahindra All
India Talent Scholarship for the economically disadvantaged, the Mahindra Group is planning to set up two Mahindra Pride Schools. These schools will offer a variety of courses, with an emphasis on employability, including training for Information Technology, Retail, Automotive Engineering etc. They will provide new skills and capabilities to the weaker sections of society, particularly the scheduled castes and scheduled tribe youth. While these projects are already underway, plans for more social initiatives are on the anvil. Established by the late Mr. K. C. Mahindra in 1953, the K. C. Mahindra Education Trust aims to „Transform the lives of people in India through education, by providing financial assistance and recognition to them, across age groups and across income strata'. It was registered as a Public Charitable Trust under the
Bombay Public Trusts Act, 1950. www.zenithresearch.org.in
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The K.C. Mahindra Education Trust has undertaken a number of education initiatives to make a difference to the lives of deserving students. The Trust promotes education mainly by way of scholarships. It has provided more than Rs. 13.80 crores (approximately US $ 3.0 million) in the form of grants, scholarships and loans. Some of these scholarships were instituted as far back as the 1950‟s, while others were founded recently. These are funded through an investment portfolio, the main donors of which are the Mahindra Group of companies. As part of its Corporate Social Responsibility activities, the Mahindra Group has established schools near its factories primarily for children of its employees. At present, the Group has three schools that impart high standards of education - Mahindra Academy at Malad in Mumbai, Mahindra Academy in Zaheerabad and a school in Khopoli. The establishment of these schools has not just benefited their employees but also the community around these schools. Teachers at these schools are qualified and undergo regular training as well as attend relevant workshops. Their teaching methodologies are constantly evaluated and modified when necessary.
Located 40 kms. west of Pune, the Mahindra United World College of India brings together students of various nationalities for a pre-university degree. The striking feature of the United World Colleges is that they embrace the entire world across all divides of race, history, culture, wealth, religion, economic status and political belief: they are unique and they are conscious of their responsibilities The Mahindra United World College of India, part of the United World College movement, was founded by the late Harish Mahindra in 1997. It is the Group‟s Endeavour to promote world- class education with an emphasis on the ideals of peace and understanding, central to the ethos of the United World Colleges. The school is global not only because of the International Baccalaureate degree, but also because of the true international culture in which the students study, live and learn. Each year‟s batch of about 100 students accommodates about 65 to 70 from abroad. The faculty includes professors from Argentina, Australia, Austria, Cameroon, Canada, Colombia, Ecuador, France, Germany, India, Italy, Japan, Malaysia, Mexico, the Netherlands, New Zealand, Sweden, South Africa, UK and USA. The teacher-student ratio is 1:9. This international mix facilitates global exposure and helps students transcend all artificial barriers based on race, religion, ethnicity, class, gender or nationality. Keen focus is given on all-round development, and students are encouraged to think innovatively by involving themselves in socially and environmentally relevant issues. The students also contribute to the local neighbourhood through community service programs. There are 10 United World Colleges spread across the globe, with colleges situated in United Kingdom, Singapore, Canada, Swaziland, Italy, United States of America, Venezuela, Hong Kong, Norway and India.
Her Majesty Queen Noor of the Hashemite Kingdom of Jordan is the President of the United World Colleges and Mr. Nelson Mandela, former President of the Republic of South Africa, is the Honorary President of the United World College International Council.
The Mahindra Foundation has been set up with a specific objective: to provide medical relief to the poor and needy sections of society. The foundation has helped patients suffering from cancer, heart ailments as well as burn victims. It has also been very active during national calamities and disasters and has helped contribute and mobilize resources. The foundation also extends its support to academia and other professionals and sportsmen by helping them attend workshops
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The Mahindra Group has always been very responsive to any major disaster in India. Whether it's been the tsunami or the Gujarat earthquake, the Mahindra family has got together and always provided support either by way of financial help or by way of sending vehicles, supplying material or manpower.
The Mahindra Excellence in Theatre Awards (META) is the latest in the Mahindra Group‟s efforts to encourage national theatre in two broad categories - Emerging theatre and Established theatre. The annual awards are in tune with the Group‟s Corporate Social Responsibility programmes, which have already received a fillip in the Conglomerate‟s 60th anniversary year. The awards will initially cover English & Hindi theatre and include other language productions at a later stage. The Critic‟s Panel, consisting of expert theatre and literary personalities based in the four metros, has overseen the selection of the plays in both categories.
The awards are in the following categories (separately for each category):
1) Best Play / Production
2) Best Direction
3) Best Actor
4) Best Actress
5) Best Playwright
6) Best Lighting Design
7) Best Sound Track
8) Best Costume Design
9) Best Set Design
10) Best Adapted Work
11) Best Supporting Actor www.zenithresearch.org.in
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12) BEST SUPPORTING ACTRESS
The selection process covers four broad areas of the country, namely, North, South, East and West. The Critic‟s Panels are based in each of the four regional hubs of Kolkata, Mumbai, Delhi and Bangalore. Six plays are selected from each region and are referred to the respective Critic‟s Panel. The Panel from each metro city then sends the final list of eight productions to the Grand National Jury. The Grand National Jury for the year 2006 includes theatre luminaries such as Shyamanand Jalan, Shabana Azmi, Ila Arun, Shashi Kapoor, Zafar Hai and M. S. Sathyu. The Mahindra Group also plans to set up a Mahindra Academy for Excellence in Theatre. Environment protection is a part of everyday being at the Mahindra Group. Right from Mahindra products such as vehicles which are designed meeting International standards of Safety and emission, to all Mahindra plants across the nation which comply way beyond necessary environmental regulations by setting new standards in natural resource conservation, efficient water management and with the most recent Green IT; Mahindra shows that it care of planet earth proactively.
Towards making planet earth greener, the Group has vowed to plant a One Million Trees across the Nation by October 2008 under the Mahindra Hariyali initiative. Mahindra Hariyali, is a mass tree plantation initiative undertaken by each and every Mahindra location - be it a Plant/factory setting or a corporate office. Shramdaan by Mahindra employees (and their families) themselves and even Mahindra dealers is a major driver of the initiative. With strong and meaningful partnerships with various stakeholders in the civil society such as schools, colleges, trusts, and also the Government (Forest Departments etc), the Mahindra Hariyali model ensures plantation and nurturing of these trees in the society at large. What started as a seed with top management vision is now bearing fruits towards reaching the zenith of completion. Since 1984, the Mahindra Group has been lending a hand to the „Green Bombay‟ movement by developing and maintaining municipal gardens. Greenery is at a high premium as the city has less than half an acre of open place per thousand people. That‟s ten times less than Delhi and twenty times less than what London offers.
The Group has transformed three municipal gardens. The Shivaji Garden (near Gateway of India) is admired for its beautiful architecture and flourishing plants and flowers. Completely renovated by the Mahindra Group at a cost of Rs. 6 Lakhs, it now has pathways for pedestrians as well as new stretches of lawns and flowers. An area formerly frequented by anti-social elements has been merged with the garden, to prevent further misuse. Every effort has been taken to keep the garden in an immaculate condition and visiting hours are in place, facilitating maintenance work. The Traffic Island Garden (opposite Regal Cinema) has been completely renovated by the Mahindra Group at the cost of Rs. 1 Lakh. New lamp posts and a variety of plants were put into place and the fountain was restored to its former glory. The garden provides visual relief in this crowded and traffic congested circle. The third garden is located at the junction of Madame Cama Road, to the south of Oval Maidan. This is a brand new garden, developed by the group from scratch, at a cost of Rs. 1.5 Lakhs. Formerly misused by vagrants, it is now a serene and beautiful little corner.
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ESOP VOLUNTEER’s WORDS
Excerpts from letters of appreciation the Mahindra Group has received over the years: The President of India and all VVIP's who witnessed the Presidential Review recently were very happy about the way the Gateway has been given a new look. This was mainly because your organisation did a splendid job in giving a face-lift to Shivaji Garden, which added to the beauty of the surroundings. With your co-operation, the garden stands out as a model to be emulated by others.
• Mr. D.M. Sukthankar, Municipal Commissioner, Bombay
“The joy and satisfaction in the faces of these school children has motivated me to do more such activities in the future” – Mr. Sanjay Tikle, an ESOP employee after organizing „Project reach Out‟ -an infrastructure up gradation project at Kanhe Zillah Parishad primary school.
“When the patient hugged me, I felt like I received a Nobel prize”, an ESOP Volunteer after volunteering in the Lifeline Express-Project, Rudrapur, Uttarakhand
“…as I distributed food and drinks to the residents who were not able to physically move, I realized that one old man could move; but he just liked being pampered ..” Mr. Amol Khewoor, an Esops Volunteer who spent a day at an Old Age Home with Mahindra towers Esops Team (May 07)
“This has been an Eye Opening session for me. I never knew people with such grave difficulties even existed” an Esops Volunteer from Clum Mahindra Ooty at an Entertainment program conducted at Pope Paul Mercy Home, Nanjanadu, Ooty (A home for aged & physically/mentally challenged) June 07
“These patients seem very needy, working for them has given me immense satisfaction..” – said Saroj, a part of the Esops team of FES Kandivili which coordinated a Medical Camp in a tribal area - Kashi Gaon Mashyacha Pada Dist.Thane (June 07)
“I was so touched to receive such a traditional welcome by all the villagers” – said Esops Volunteer Mr. S K Naik from AS Igatputi at a joint tree plantation drive at Ubhade villagel,
Ghoti, Tal.Igatpuri, Dist. Nashik .
“It was a wonderful experience spending time with the children. Their unforgettable smiles makes me want to spend those moments again with them” - Natasha Hombal from MMFSL, after spending time with children of Chembur Municipal School at a health camp “Swasth Bachpan” organized by ESOP Volunteers (Aug 07)
ESOP in Education include activities such as: providing infrastructural support for local schools – such as the Zillah Parishahd schools where students lack basic facilities (benches, books, uniforms etc); providing similar infrastructural and material support for Residential Homes such
as orphanages; spending time with students to spread knowledge – through career counseling; www.zenithresearch.org.in organizing extracurricular activities for schools; facilitating computer education; adopting Nanhi
Kalis and so on. ESOP in Health include a host of initiatives such as: Organizing blood donation
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ABOUT THE CSR INITIATIVE OF NAGPUR UNIT
This paper deals with one of CSR initiative‟s impact of Mahindra Nagpur Plant viz “ VIJAY VIDARBHA” In view of the suicides committed by many farmers in the Vidarbha region since last many years, a project viz; VIJAY VIDARBHA was announced by Mr. Gautam Nagwekar , COO , FES whereby it was decided to work for the betterment of the marginal and the small farmers of the suicidal affected districts of the region. The paper has been divided in to three sections. Section I gives a situational analysis of the districts in question while the Section II comprise of the interventions proposed to address the crisis and also deals with the budgetary part. And section III talks about the impact of this CSR initiative of Mahindra Nagpur Plant.
SECTION I (ANALYSIS PART)
Marginal land holdings, poor cropping intensity , lack of agricultural infrastructure , want of irrigation to the extent required, dependency on the rains, negligible efforts on the part of Government for the development of the region , increased cultivation cost , low productivity, money lending by the private vendor , crop failures etc. were found to be the major factors that resulted in to the tendency of committing suicides in this region. In view of the same, the Editor of one of the biggest Marathi newspaper published from Nagpur and Akola i.e. Deshonnati was consulted who retains the suicidal data of the farmers from the year 2001. The team collected the tabulated data in detail pertaining to the most affected districts of the Vidarbha region viz. Akola, Amravati, Yavatmal and Wardha and the same has been analyzed further enabling us to concentrate on the talukas and villages that are more affected.
Initially the data from the year 2001 till March 2008 that is much disheartening and has been summarized hereunder.
District wise report on suicides committed from the year 2001 till 2008.
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Total suicides that took place in all the four districts of Vidarbha region were totaling to 1578. If we look in to the details mentioned in the graph, Yavatmal is contributing to the tune of 39.8% of the total suicides which is the highest. Second highest comes Amravati with 31% of the suicides while Akola is 22.5 % and Wardha is just 6.4%. This is when we track the suicides of the entire period from the year 2001 till 2008.
However, to reach to the root cause of the situation, the company decided to concentrate on the last three years i.e. 2006 to 2008 in which the maximum suicides were committed. Despite the analysis of the data for the last three years as above, the equation did not change much. Yavatmal district with it‟s 39.9% of contribution is still highest (in 55 villages) while Amravati continues to be second highest with 30.22% of suicides (in 47 villages). Akola remains at 24.11(in 7 villages) while Wardha is at 5.3% (in 15 villages).
To further narrow down the line of action, enabling us to work in the proper areas, the analysis that speaks as follows has been taken as guideline.
a. Yavatmal District : 413 suicides in last three years i.e. 2006-2007-2008 is 66.7% of total 628 suicided in the district while only 13 Talukas contributes to the tune of 85% of 413.
b. Amravati District : 310 suicides in last three years i.e. 2006-2007-2008 is 63% of total 492 suicided in the district while only 11 Talukas contributes to the tune of 80% of 310.
c. Akola District : 251 suicides in last three years i.e. 2006-2007-2008 is 70.7% of total 356 suicided in the district while only 5 Talukas contributes to the tune of 80% of 251.
d. Wardha District : 56 suicides in last three years i.e. 2006-2007-2008 is 54.9%% of total 102 suicides in the district while only 7 Talukas contributes to the tune of 80% of 56.
In summary, it was clear that by , concentrating on these 36 villages which constitutes around 80% of the suicides , it was able to do uplift programs for the inhabitants. The focus, as specified hereinbefore is required to be given on infrastructural development such as improvement on soil quality, increasing the water tables and further educating the unemployed youth of the village enabling them to earn their livelihood. Accordingly the concept of educating the unemployed has been chooses and Tractor maintenance training is decided to be imparted to
them.
SECTION II (INTERVENTION PROPOSED TO ADDRESS THE CRISIS WITH BUDGET)
Therefore, Mahindra Nagpur Plant has planned the following activities in various villages after certifying the same from the concern Collectorate. However, this paper talks about the only one CSR initiative i.e Tractor Maintenance Training. And the budget provided for F-08, F-09, F-10 and F-11 was Rs. 40 lacs.
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SECTION III (IMPACT OF THE CSR INITIATIVE)
Mahindra and Mahindra, Nagpur plant, with effect from 15.10.2007 has started imparting Tractor Maintenance Training under VIJAY VIDARBHA Project in coordination with Mahindra Excellence Centre. The data of 10 batches to whom training have been imparted, and the impact of training is as fallows;
Batch No. Batch Size
1 18
2 24
3 13
4 15
5 14
6 21
7 19
8 19
9 13
10 19
Year wise status of batches may be referred as under
Year No. of Beneficiaries
F-08 42
F-09 42
F-10 72
F-11 19
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After imparting training their present status is illustrated as under. 36% students (63) got engaged out of 175. That is the impact of CSR initiative of Mahindra Nagpur Plant.
It seems Indian companies have accepted that business is not just making money. This is evident from this study in particular and their involvement in various community development activities in general. Though Mahindra Nagpur has started practicing corporate citizenship, the degree to which it is being done is inadequate. Because only one Achalpur Taluka was selected for such trainings. However the candidates to whom training have been imparted were very satisfied and appreciated Mahindra for this noble cause.
SUGGESTIONS
Training period should be one month.
Two days module on communication skill should be incorporated.
To have a larger impact one district should be covered.
Mentor should be appointed.
More focus on employment should be given. www.zenithresearch.org.in
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CONCLUSION
Mahindra & Mahindra case discussion shows that the company plays very major role, in fulfilling its duties towards the societal orientation segment. The CSR activities are not only the responsibility of the Head office, but each branch above and all the employees at personal level are also involved actively in CSR activities. With businesses focusing on generating profits, sustainability was not a popular concern among companies up until recently. Now, in an era of globalization, multinational corporations and local businesses are no longer able to conduct destructive and unethical practices, such as polluting the environment, without attracting negative feedback from the general public. With increased media attention, pressure from non- governmental organizations, and rapid global information sharing, there is a surging demand from civil society, consumers, governments, and others for corporations to conduct sustainable business practices. In addition, in order to attract and retain employees and customers, companies are beginning to realize the importance of being ethical while running their daily operations. The corporate response has often meant an adoption of 'a new consciousness', and this has been known as Corporate Social Responsibility (CSR) since the 1970s.
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