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CASI Global CASI
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Leadership CertificateLeadership
CASI Global is the world’s leading certification body and offers world class certifications across multiple subjects. The distinguishing factor is that every program at CASI inculcates study of corporate social responsibility and sustainability. This goes in line with our mission to educate every citizen in CSR & Sustainability regardless of their education or professional background. CASI NY offers various programs including finance, marketing, human resources, engineering etc to school, college students, academicians and working professionals. The flagship program at CASI is the Global Fellow program aimed at CXO’s. CASI is originally from New York and now present across 52 countries. CASI is commonly known as the ‘Global certification body”
The Leadership Level Certification program aims at preparing the student to understand implications of Social Responsibility and Sustainability across various streams of higher education. This program will help the students realize that Sustainability / Social CASI Global Responsibility has applications and implications regardless of the New York, USA chosen education / career path. www.casiglobal.us www.casi-india.com
CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India)
Dear Students, It gives us great pleasure to welcome you to the CASI Global Community. Congratulations on successfully applying to this program.
CASI Global, New York has been educating responsible citizens and citizen-leaders for our society. When you join the CASI community, you are embarking on a journey that is meant to be transformative – academically, socially, and personally.
While at school we learn the basics of language, sciences and math, the educational system be it main stream or vocational is directed towards creating a better understanding of possibilities in life and career; & then as time progresses, the school children grow to college levels and then finally have a career…again main stream or vocational. Similarly learning the concepts of CSR and sustainable development alongside the basics helps them develop a holistic view of the world.
Just like it is important for children to prepare themselves for life by undergoing training and education in mainstream; it is even more important that children have an exposure to societal concepts of CSR and elementary sustainable development information.
Such an elementary knowledge or exposure to CSR & Sustainability concepts at a young age not only helps them be better citizens but lays a very strong foundation for higher education, be it sciences or engineering or management. The foundation has to be laid at a young age, a very young age.
Each enrollee for the Global certification embarks on a journey to excel in life as a model citizen and is a brand ambassador for CASI Global New York.
If there is anything we at the CASI Secretariats office can do to help you better navigate through this program, we hope you will let us know. We want you to feel a part of the rich and varied community that is CASI. We wish you a happy, healthy, and a fruitful year. We welcome you once again, to CASI, The Global Certification body for CSR & Sustainability.
Warm Regards
The Secretariat CASI Global, New York www.casi-india.com | www.casiglobal.us
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Contents Section One; Basics ...... 13 1.1 Question Answers ...... 13 1.2 What is Personal Social Responsibility (PSR)?...... 17 1.3 How Does an Individual Become Socially Responsible? ...... 17 1.4 Student social responsibility ...... 18 1.5 Individual Social Responsibility ...... 18 1.6 Why Study ISR or SSR ...... 18 1.7 Research suggests the following effects ...... 19 1.8 What is CSR? ...... 19 1.9 Background of CSR, the thought process ...... 19 1.10 The Counter View...... 20 1.11 What is Sustainability? ...... 20 1.12 Triple Bottom Line...... 21 1.13 The History and advancement of concepts of CSR & Sustainability ...... 21 1.14 How is Sustainability inter related to CSR ...... 22 1.15 Why Should Companies have a CSR policy? ...... 23 Criticism of Sustainable Development ...... 23 1.16 CSR within business; Hakuhodo DY Holdings ...... 24 Section Two; Ethics ...... 25 2.1 Ethical Behavior ...... 25 2.2 Ethical behavior also means including the following values in your day to day life ...... 25 2.3 TATA Steel & Wipro ...... 26 2.4 Religion and Ethics ...... 26 Section Three: Corporate Governance ...... 27 3.1 What is 'Corporate Governance' ...... 27 3.2 Corporate Governance and the Board of Directors ...... 27 3.3 Eight Elements of Good Governance ...... 28 3.3.7. Accountability ...... 29 3.3.8. Participation ...... 29 Section Four; Sustainable Development Goals ...... 30 4.1 POVERTY: ...... 30
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4.2. ZERO HUNGER: ...... 31 4.3. GOODHEALTH AND WELL BEING: ...... 32 4.4. QUALITY EDUCATION: ...... 32 4.5. GENDER EQUALITY: ...... 33 4.6. CLEAN WATER AND SANITATION: ...... 34 4.7. AFFORDABLE AND CLEAN ENERGY: ...... 34 4.8. DECENT WORK AND ECONOMIC GROWTH: ...... 35 4.9. INDUSTRY, INNOVATION AND INFRASTRUCTURE: ...... 36 4.10. REDUCED INEQUALITY ...... 36 4.11. SUSTAINABLE CITIES AND COMMUNITIES: ...... 37 4.12. RESPONSIBLE CONSUMPTION AND PRODUCTION: ...... 37 4.13. CLIMATE AND ACTION: ...... 38 4.14. LIFE BELOW WATER ...... 38 4.15. LIFE ON LAND ...... 39 4.16. PEACE JUSTICE AND STRONG INSTITUTION: ...... 39 4.17. PARTNERSHIPS FOR THE GOALS: ...... 40 Section Five; Smart Cities ...... 41 5.1. What is a Smart City? ...... 41 5.2. Best performing Smart City – A Study2017 by Juniper research ...... 42 5.3. Smart City Mission – India...... 43 5.4. History Smart Cities Mission India ...... 44 5.5. India; 1st Round winners – Selection of 20 Smart Cities ...... 45 5.6. India; 2nd Round winners – Selection of 13 Smart Cities ...... 45 Section Six: Smart City Features – India Specific ...... 47 6.1. Some typical features of comprehensive development in Smart Cities ...... 47 6.2. Challenges Anticipated Indian Context ...... 47 Section Seven; Europe 2020 Strategy ...... 49 7.1. Targets: ...... 49 7.2. Features of the targets ...... 49 7.3. How is the strategy implemented? ...... 50 7.4. How is the strategy monitored? ...... 50 Section Eight; Make in India Program ...... 51
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8.1. PROCESS ...... 51 8.2. PLAN ...... 51 8.3. PARTNERSHIPS ...... 52 8.4. PROGRESS ...... 52 8.5. Few sectors in Make in India and what makes the sector interesting ...... 54 8.5.1. Automobiles ...... 54 8.5.2. Automobile Components ...... 54 8.5.3. AVIATION ...... 56 8.5.4. Biotechnology ...... 56 8.5.5. Chemicals and Petrochemicals ...... 57 8.5.6. Construction ...... 58 8.5.7. Defence Manufacturing ...... 59 8.5.8. Electrical Machinery ...... 59 8.5.9. Electronic Systems ...... 61 8.5.10. FOOD PROCESSING ...... 61 8.5.11. IT and BMP ...... 62 8.5.12. Leather ...... 63 8.5.13. Media and Entertainment ...... 64 8.5.14. MINING ...... 64 8.5.15. OIL and GAS ...... 66 8.5.15. PHARMACEUTICALS ...... 67 8.5.16. Ports and Shipping ...... 68 8.5.17. RAILWAYS ...... 69 8.5.18. RENEWABLE ENERGY ...... 69 8.5.19. ROADS AND HIGWAYS ...... 71 8.5.20. SPACE ...... 72 8.5.21. TEXTILES & GARMENTS ...... 73 8.5.22. THERMAL POWER ...... 74 8.5.23. TOURISM AND HOSPITALITY ...... 75 8.5.24. WELLNESS ...... 76 8.6. Industrial Corridors planned to facilitate Make in India ...... 78 Section Nine; Sustainability & Banking ...... 79
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9.1. Explanation ...... 79 9.2. Impact Investments ...... 80 9.3. Mission investing by foundations ...... 81 9.4. For financial institutions, sustainability has two components: ...... 81 Section Ten; Sustainability & Information Technology ...... 84 10.1. Meaning & Definitions ...... 84 10.2. Sustainable IT includes ...... 84 10.3. Initiatives of Fuji Xerox to realize a future where people join hands to create value in society ... 85 Section Eleven; Sustainable Manufacturing ...... 85 11.1. The Business Case for Sustainable Manufacturing: ...... 85 11.2. Reasons why companies pursue sustainability: ...... 85 11.3. Ways that companies progress further on the path to sustainability include: ...... 86 Section Twelve; Alternate fuels for vehicles ...... 86 12.1.1. Liquefied Petroleum Gas (LPG) ...... 87 12.1.2. Compressed Natural Gas (CNG) ...... 87 12.1.3. Liquefied Natural Gas (LNG) ...... 88 12.1.4. Methanol (M85) ...... 89 12.1.5. Ethanol (E85) ...... 90 12.1.6. Biodiesel (B20) ...... 90 12.1.7. Electricity...... 91 12.1.8. Hydrogen ...... 93 Section Thirteen; Dedicated, Bi-Fuel, Flex-Fuel, and Dual-Fuel ...... 94 13.1. BI FUEL System ...... 94 13.2. FLEXI FUEL System ...... 94 Section Fourteen; Green Engineering ...... 95 14.1. What is green engineering? ...... 95 14.2. Principles of Green Engineering ...... 95 Section Fifteen; Solid Waste Landfills ...... 96 15.1. Landfills ...... 96 15.2. What is a landfill? ...... 96 15.3. Types of landfills ...... 96 15.4. Waste Classification; Types of solid waste ...... 97
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Garbage: the four broad categories ...... 98 15.5. What is a Hazardous Waste? ...... 99 15.6. Environmentally Sound Management of Waste: International Initiatives ...... 100 15.7. What is a Hazardous Waste Management Facility? ...... 100 Treatment – ...... 100 Storage – ...... 100 Disposal – ...... 100 15.8. What is a Hazardous Waste Management Unit? ...... 101 Containers ...... 101 Tanks ...... 101 Drip Pads ...... 101 Containment Buildings ...... 101 Incinerators ...... 102 Boilers and Industrial Furnaces ...... 102 Landfills ...... 102 Surface Impoundments ...... 103 Waste Piles ...... 103 Land Treatment Units ...... 103 Injection Wells ...... 104 Miscellaneous and Other Units ...... 104 Section Sixteen; Artificial Intelligence ...... 105 16.1. Meaning & Definition ...... 105 16.2. Applications of AI ...... 106 Healthcare ...... 107 Automotive ...... 108 Finance and economics ...... 110 Video games ...... 110 Military ...... 111 Audit ...... 111 Advertising ...... 111 Art ...... 112 16.3 AI Effect ...... 112
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"The AI effect" tries to redefine AI to mean: AI is anything that has not been done yet ...... 112 Section Seventeen; Block Chain ...... 113 17.1 Structure ...... 114 17.2 Blocks ...... 114 17.3 Decentralization ...... 115 Section Eighteen; United Nations Guiding Principles on Business and Human Rights ...... 116 18.1 The UNGPs encompass three pillars ...... 117 Section Nineteen; United Nations ...... 117 19.1 Principal Organs of the UN ...... 118 1. The General Assembly (the main deliberative assembly); ...... 118 2. The Security Council (for deciding certain resolutions for peace and security); ...... 118 3. The Economic and Social Council (ECOSOC; for promoting international economic and social co- operation and development); ...... 119 4. The Secretariat (for providing studies, information, and facilities needed by the UN); ...... 119 5. The International Court of Justice (the primary judicial organ); ...... 119 6. The UN Trusteeship Council (inactive since 1994)...... 120 Section Twenty; UN System Agencies ...... 120 20.1 World Bank Group ...... 120 Its five organizations are ...... 121 Founding ...... 121 20.2 Information on the five organizations within world bank group ...... 122 The International Bank for Reconstruction and Development (IBRD) is ...... 122 International Development Association ...... 124 20.3 International Finance Corporation...... 125 20.4 Multilateral Investment Guarantee Agency ...... 126 20.5 International Centre for Settlement of Investment Disputes ...... 127 Section Twenty one; Noteworthy NGO’S / Foundations ...... 127 21.1 Buffet Foundation ...... 127 21.2 Bill & Melinda Gates Foundation (BMGF), ...... 127 21.3 The Make-A-Wish Foundation ...... 128 21.4 The Stichting INGKA Foundation ...... 128 21.5 The Wellcome Trust ...... 129
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21.6 The Garfield Weston Foundation ...... 130 21.7 Azim Premji Foundation ...... 130 21.8 The Ford Foundation ...... 131 21.9 The Rockefeller Foundation ...... 131 100 Resilient Cities (Rockefeller Foundation) ...... 132 21.10 The Rotary Foundation ...... 132 Section Twenty-Two; Ethical consumerism ...... 133 Section Twenty-Three; Companies Act India on CSR ...... 134 23.1. Applicability of Corporate Social Responsibility to Companies ...... 135 23.2. Role of Board of Directors in CSR ...... 135 23.3. CSR Committee and Policy ...... 136 23.4. Activities permitted under Corporate Social Responsibility (CSR) ...... 136 Section Twenty-Four; Responsible Research and Innovation...... 137 24.1. Definitions of RRI ...... 137 24.2. The European Commission (EC) described RRI ...... 137 In an earlier publication as a framework that consisted of six key action points...... 137 According to Owen et al. (2012) there are three main features of RRI that overlap to a great extent with the EC Framework ...... 138 According to Stilgoe et al. (2013), RRI has four dimensions:[6] ...... 138 Section Twenty-Five; Creating Shared Value ...... 139 25.1. Companies can create shared value opportunities in three ways: ...... 139 Section Twenty-Six; Snippets ...... 140 26.1. World Health Organization ...... 140 26.2. World Food Programme ...... 141 Funding ...... 141 Activities ...... 141 Section Twenty-Seven; UNESCO, UNICEF & UN Charter ...... 143 27.1 UNESCO ...... 143 27.2. UNICEF ...... 144 27.3. United Nations Charter ...... 145 Section Twenty-Eight; Snippets ...... 146 28.1. Sustainability ...... 146
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28.2. Walmart ...... 146 28.3. Michelin ...... 146 28.4. Collins & Aikman: Profits from recycling ...... 146 28.5. The Umicore Case Study ...... 147 Section Twenty-Nine; Disclaimer ...... 149 Section Thirty; References ...... 149 Franchise Development for School Student Programs @ CASI ...... 150 CASI Global Fellow Program...... 151 Other certification programs by CASI Global New York ...... 151 For School Students ...... 151 For College Students ...... 152 For Academicians ...... 152 For CXO’s ...... 152
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section One; Basics
1.1 Question Answers 1. What is meant by the phrase CSR? A. Corporate Social Responsibility B. Company Social Responsibility C. Corporate Society Responsibility D. Company Society Responsibility
2. The four types of social responsibility include: A. legal, philanthropic, economic, and ethical B. ethical, moral, social, and economic C. philanthropic, justice, economic, and ethical D. legal, moral, ethical, and economic
3. The ______dimension of social responsibility refers to a business's societal contribution of time, money, and other resources. A. ethical B. philanthropic C. volunteerism D. strategic
4. Stakeholders are considered more important to an organization when A. they can make use of their power on the organization B. they do not emphasize the urgency of their issues C. their issues are not legitimate D. they can express themselves articulately
5. Which moral philosophy seeks the greatest good for the greatest number of people? A. Consequentialism B. Utilitarianism C. Egoism D. Ethical formalism
6. Managers today are usually quite sensitive to issues of social responsibility and ethical behaviour because of ______.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) A. interest groups B. legal and governmental concerns C. media coverage D. all of the above
7. Building a sustainable environment includes ______A. Developing a green supply chain B. Omitting hazardous emissions C. Both a & b D. Writing a code of ethics
8. A firm is said to have good corporate social performance when ______A. Stockholders invest in socially responsible causes. B. Charitable deductions are automatically deducted from pay without the consent of employees C. The company has not been convicted of ethical violations for five consecutive years D. Stakeholders are satisfied with its level of social responsibility
9. A socially responsible mutual fund will only purchase stocks in companies that ______A. Have a no-smoking policy in place. B. Have a culturally diverse management team. C. Hire some job candidates who are HIV positive. D. Have good social performance
10. A whistle blower is an employee who ______A. Exposes organizational wrongdoing. B. Complains a lot to company management. C. Engages in unethical behavior D. Referees disputes with other employees.
11. Bankruptcy is ______A. Where the organisation is insolvent B. Where the organisation is corrupt C. Where the organisation is delisted on the stock exchange D. Where the organisation has a cash flow problem
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12. Stakeholders A. Are the same as shareholders B. May be the same as shareholders C. Are not employees D. Are members of the Stock exchange
13. Social responsiveness refers to the capacity of a firm to adapt to changing ______A. societal conditions B. organizational conditions C. societal leaders D. organizational managers
14. ______is a document that outlines principles for doing business globally in the areas of human rights, labor, the environment, and anticorruption. A. A code of ethics B. The Global Compact C. The Foreign Corrupt Practices Act D. Global Ethics
15. The term sustainability refers to ______a. Maintaining resource use at current or higher levels b. Keeping the natural environment and human society in a happy, healthy and functional state c. Holding or increasing the current quality of human life d. Always focusing on fulfiling short-term needs e. Opposing change from current policies
16. Social sustainability refers to what? a. The concept of the enterprise supporting jobs and delivering income to communities in the long term b. Stewardship of resources and managing and conserving the environment c. The concept of the enterprise supporting jobs and delivering income to communities in the short term d. Sharing benefits fairly and equitably and respecting the quality of life of communities and of human rights
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17. Food, space, disease, natural disasters, climate, competition and predation are examples of what? a. Capacity Factors b. Limiting Factors c. Predation Factors d. Sustainable Factors
18. Sustainable Development focuses on more use of: a. Renewable resources b. Abiotic resources c. Agricultural resources d. Natural resources
19. Which of the following perspectives takes the strongest stance in support of sustainability? a. Communalist b. Free market c. Deep ecology d. Cornucopian e. Accommodating
20. 'Meeting the needs of the present compromising the ability of future generation to meet their own need' is a. Brundtland b. Mahatma Gandhi c. Maathai d. Sunderlal Bahugana
21. The idea of sustainable development was conceived in early a. 1950 b. 1960 c. 1970 d. 1980
22. The definition of sustainable development was expressed during the World Commission on Environment and Development in 1987, chaired by
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) a. Gro Harlem Brundtland b. Murray Bookchin c. Rees and WackernackeJ d. John Elkington
23. A sustainability report is the key platform for communicating ., __ and impacts whether positive or negative a. Sustainability performance b. Management decisions c. Financial analysis d. Information
24. Adverse social impacts could be in the form of______a. Loss of land b. loss of structures c. Loss of livelihood d. All of the above
1.2 What is Personal Social Responsibility (PSR)?
Personal social responsibility is a concept as old as The Golden Rule –“do unto others as you would have done to you.” Personal Social Responsibility expands on this by promoting a proactive stance towards positively influencing and affecting the people and environments around you
1.3 How Does an Individual Become Socially Responsible? Being socially responsible in one's personal life everyday can be very difficult unless you inculcate this as a habit. But once you form a habit, then it becomes your second nature.
To be a truly socially responsible individual not only requires participating in socially responsible activities like recycling, volunteering and mentoring, but to actually make it a way of life….lifestyle. Only through a commitment to embrace and embed social responsibility into your personal value and belief system can you truly become socially responsible.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Embracing PSR means doing your part to help the environment, volunteering your time to those in need, mentoring our youth, and being conscientious and courteous in all you do.
The scope of Personal social Responsibility is across the broad areas of social, ecology & environment. Contradictory to popular belief, Donations form a very small part of PSR and even in absence of donations can we lead a life with PSR.
1.4 Student social responsibility Student social responsibility is the responsibility of every student for his/her actions towards the society at large. It is moral binding on students to act in such a way that the people around them are not adversely affected. It is a commitment students have towards the society – contributing towards social, cultural and ecological causes.
SSR is based on an individual’s ethics. Instead of giving importance only to those areas where one has material interests the individual supports issues for charitable& benevolent reasons. It forms the base forCSR or Corporate Social Responsibility because if everyone in a business organization does his/her bit; the bigger things automatically fall into place. The trends however show that big charitable organizations recorded high growth due to the SR efforts of individuals and not corporations or the government.
1.5 Individual Social Responsibility ISR may be slightly impractical, especially in the modern competitive world, where everyone works for self-interest, but it will succeed if we take decisions based on what will benefit a large number of people and respect everyone’s fundamental rights. As individuals we can make our small contributions to society by donating money to trustworthy NGO’s, saving our resources by reducing our consumption, e.g. by switching off lights or computers when not in use.
1.6 Why Study ISR or SSR One of the most important reasons for schools to take up ISR and SSR as curriculum is that such study helps develop character and morals of children. Such
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) studies help children be more reflective about personal and social moral decisions. 1.7 Research suggests the following effects i. Develop moral and character of children ii. Helps be more reflective about personal and social moral decisions iii. Respect the rights and feelings of others a. Self Control / temper control b. Conflict resolution c. Self motivation d. Self direction iv. Helping other and leadership a. Caring and compassion b. Sensitivity and responsiveness c. Become role models v. Social Awareness vi. Environmental awareness
1.8 What is CSR? CSR is Corporate Social Responsibility The responsibility of corporates towards the society at large is termed as CSR.
1.9 Background of CSR, the thought process Corporates are formed and managed with a primary objective to create value to shareholders through profits. While companies may share a part of their profits to philanthropic activities and social causes, the primary objective of profit remains.
The role of business, according to this (CSR) model, is to create value for its shareholders but in such a way that it also creates value for society, manifesting itself as a win-win proposition
The broad idea of CSR is “corporates have a responsibility in terms of Social, Economic and Ecological”
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) CSR is also the process of assessing an organization’s impact on society and evaluating their responsibilities. CSR begins with an assessment of a business and theirCustomers, Suppliers, Environment, Communities, Employees and the society at large.
1.10 The Counter View Civil society advocates question corporations’ fundamental motivations for CSR, asserting that corporate programs to fund social and environmental programs are nothing more than public relations campaigns to boost their brand reputations, often disproportionately to the effort itself. This dismissal of CSR resides in a fundamental distrust of a corporation’s legitimate intentions to do anything more than increase its profits.
Critics also reject the role of CSR in a capitalist society where the primary responsibility of business is seen as creating financial returns for its shareholders and the larger economy. A company’s value, according to these critics, resides entirely in its ability to generate financial wealth for itsshareholders, and any social or environmental initiative that does not simultaneously create profit for a company is deemed to be a waste of corporate resources.
This viewpoint is founded on stark delineations between the spheres of responsibility and influence of government, civil society and the business sector. According to this argument, if each sector did what it is supposed to do, a prosperous and just society would flourish with optimal allocation of resources.
Critics also suggest that the utter lack of metrics to evaluate the effectiveness of CSR programs particularly for corporates which are evaluated purely by financial returns and the lack of any agreed-upon measures to quantify the social or environmental return of money spent on CSR seems to undermine any efforts by companies towards CSR.
1.11 What is Sustainability? Sustainability is broadly defined as meeting the needs of the present generation without compromising the ability of future generations to meet their own needs. Sustainability has both individual and institutional applicability, and is usually a balancing act.
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1.12 Triple Bottom Line Sustainable programs are those that result from an institution’s commitment to environmental, social and economic health, or the “triple bottom line.”
Environmental
Social Economic
1.13 The History and advancement of concepts of CSR & Sustainability The origin of sustainable development was actually used in forestry. One has to plant an equal or more number of trees as one cut’s down. This was to ensure a long lasting supply for wood.
The Club of Rome triggered an international discussion due to its report “Limits to Growth” (Meadows, 1972). In the course of this discussion, an eco-development approach was created which effected the protection of resources and environment coming to the fore. This development has led to the mission statement of Sustainable Development that we have today.
In 1987, the World Commission on Environment and Development defined SD as an ethical concept and has become the major definition of SD: “Sustainable Development is a development that meets the needs of the present without compromising the ability of future generations to meet their own needs. It
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) contains within it two key concepts: the concepts of “needs”, in particular the essential needs of the world’s poor, to which overriding priority should be given; and the idea of limitations imposed by the state of technology and social organization of the environments ability to meet present and future needs. Thus the goals of economic and social development must be defined in terms of sustainability in all countries developed or developing, market-oriented or centrally planned.”, cited in “Our Common Future” (World Commission on Environment and Development, 1987).
Elkington goes more into detail when arguing that companies should not only focus on enhancing its value through maximizing profit and outcome but concentrate on environmental and social issues equally (Elkington, 1998). Therefore SD is defined as a model of triple-bottom-line.
While the term Sustainable Development was increasingly used in the 1980’s, the framework of CSR has already been established in the 1950’s and 60’s. Initially the term CSR in 1953 was defined as “An obligation to pursue policies to make decisions and to follow lines of action which are compatible with the objectives and values of society”
In the beginning, however, the term Social Responsibility was rather used than CSR. Social Responsibility assumes that economic and legal duties of the companies should be extended by certain responsibilities to society
Social Responsibility exists of four components such as economic, legal, ethical and discretionary expectations that society has of a company and that companies have to decide which layer they focus on.
1.14 How is Sustainability inter related to CSR “The basic idea of corporate social responsibility is that business and society are interwoven rather than distinct entities; therefore, society has certain expectations for appropriate business behavior and outcomes” Hence in order to fulfill the true social responsibilities, corporates have to undertake & design processes, policies and products keeping sustainability as one of the core objectives of business” Here sustainability includes social, ecological and environmental dimentions.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 1.15 Why Should Companies have a CSR policy? 1. Consumers increasingly don't accept unethical business practices or organizations who act irresponsibly. 2. Advances in social media means that negative or destructive practices quickly spread online and hence organizations are held accountable for their actions like never before. 3. Investors are less keen or generally avoid investing in shares of companies which do not have CSR / Sustainability processes, policies and products 4. The benefits of CSR are tremendous. a. Win new business through positive publicity b. Increase customer retention c. Develop and enhance relationships with customers, suppliers and networks d. Attract, retain and maintain a happy workforce and be an Employer of Choice e. Save money on energy f. Innovation through social causes g. Differentiate yourself from your competitors h. Generate innovation and learning and enhance your influence i. Influence and Improve your business reputation and standing j. Garner positive publicity due to media interest in ethical business activities
Criticism of Sustainable Development The concept of sustainable development has been—and still is— subject to criticism. What, exactly, is to be sustained in sustainable
development? It has been argued that there is no such thing as a
sustainable use of a non-renewable resource, since any positive rate of exploitation will eventually lead to the exhaustion of earth's finite stock.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 1.16 CSR within business; Hakuhodo DY Holdings
Source https://www.hakuhodody-holdings.co.jp/english/csr/basics/relation.html This is an interesting diagrammatic presentation of the Hakuhodody group business with a stake holder perspective. It reflects that their business philosophy has stakeholder interests inculcated within business goals.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Two; Ethics
Acting in ways consistent with what society and individuals typically think are good values. Ethical behavior tends to be good for business and involves demonstrating respect for key moral principles that include honesty, fairness, equality, dignity, diversity and individual rights.
2.1 Ethical Behavior Ethical behavior is doing the right thing, even when no one else is around to witness it. It is choosing to not lie, cheat, steal or hurt others, but it is also stepping up to intervene when you are a witness to wrongdoing. It is being kind to all other living things on the planet, and treating them with respect Doing what you can to prevent the mistreatment of others. It is giving the cashier back the extra money s/he accidently gave you Taking responsibility for your words and actions Ethical behavior is being compassionate, honest, empathetic and pure of heart and mind. It's also being generous without an ulterior motive or expecting something in return. It is admitting when you are wrong and apologizing for your mistakes.
2.2 Ethical behavior also means including the following values in your day to day life 1. Personal integrity: being true to oneself is more important than anything else. 2. Empathy: being able to understand the others’ emotions and feelings. This is possible only when we are aware of our own. Identifying our emotions can help establish better control over our actions and words. It assumes extreme relevance in leading a successful life. 3. Restraint: yes, you heard that right. Enjoy your life as much as you can, but not at the expense of another's privacy or freedom. Remember the saying, “Your freedom ends where the other's nose begins.”
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 4. Trustworthiness : it acquires significance especially in a relationship. It's the very foundation of a true/serious relationship. 5. Temperance/moderation: finally keeping a check on any extreme emotions is important. Being level headed during success and being patient during failures, speak volumes about a person. 2.3 TATA Steel & Wipro
; Source http://www.tatasteel.com/media/newsroom/in-the-news/2017/tata-steel-wipro-on-worlds-most-ethical- companies-list/ 2.4 Religion and Ethics Every religion has the following components: (a) metaphysics and concept of God, (b) ways to salvation or liberation, (c) mythology, (d) rules or customs governing social institutions and rituals, (e) basic ethics. Religions may differ from each other significantly in the first four components. But they more or less agree on the basic ethical principles like commitment to truth, compassion for the weak, and self-control. Since each religion tries to relate different components with each other, ethics may have a distinct flavour in each religion. But their substance is really the same across religions. While the other components of religion divide people on religion, ethics has the powerful potential to unite them on a common footing.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Three: Corporate Governance
3.1 What is 'Corporate Governance' Corporate governance is the system of rules, practices and processes by which a firm is directed and controlled. Corporate governance essentially involves balancing the interests of a company's many stakeholders, such as shareholders, management, customers, suppliers, financiers, government and the community. Since corporate governance also provides the framework for attaining a company's objectives, it encompasses practically every sphere of management, from action plans and internal controls to performance measurement and corporate disclosure.
3.2 Corporate Governance and the Board of Directors The board of directors is the primary direct stakeholder influencing corporate governance. Directors are elected by shareholders or appointed by other board members, and they represent shareholders of the company. The board is tasked with making important decisions, such as corporate officer appointments, executive compensation and dividend policy. In some instances, board obligations stretch beyond financial optimization, when shareholder resolutions call for certain social or environmental concerns to be prioritized.
Boards are often made up of of inside and independent members. Insiders are major shareholders, founders and executives. Independent directors do not share the ties of the insiders, but they are chosen because of their experience managing or directing other large companies. Independents are considered helpful for governance because they dilute the concentration of power and help align shareholder interest with those of the insiders.
Corporate governance is the way a corporation polices itself. In short, it is a method of governing the company like a sovereign state, instating its own customs, policies and laws to its employees from the highest to the lowest levels. Corporate governance is intended to increase the accountability of your company and to avoid massive disasters before they occur. Failed energy giant Enron, and its bankrupt employees and shareholders, is a prime argument for the importance of solid corporate governance. Well-executed corporate governance should be similar to a police department's internal affairs unit, weeding out and eliminating
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) problems with extreme prejudice. A company can also hold meetings with internal members, such as shareholders and debtholders - as well as suppliers, customers and community leaders, to address the request and needs of the affected parties. 3.3 Eight Elements of Good Governance Good governance has 8 major characteristics. It is participatory, consensus oriented, accountable, transparent, responsive, effective and efficient, equitable and inclusive, and follows the rule of law. Good governance is responsive to the present and future needs of the organization, exercises prudence in policy-setting and decision-making, and that the best interests of all stakeholders are taken into account.
3.3.1. Rule of Law Good governance requires fair legal frameworks that are enforced by an impartial regulatory body, for the full protection of stakeholders.
3.3.2. Transparency Transparency means that information should be provided in easily understandable forms and media; that it should be freely available and directly accessible to those who will be affected by governance policies and practices, as well as the outcomes resulting therefrom; and that any decisions taken and their enforcement are in compliance with established rules and regulations.
3.3.3. Responsiveness Good governance requires that organizations and their processes are designed to serve the best interests of stakeholders within a reasonable timeframe.
3.3.4. Consensus Oriented Good governance requires consultation to understand the different interests of stakeholders in order to reach a broad consensus of what is in the best interest of the entire stakeholder group and how this can be achieved in a sustainable and prudent manner.
3.3.5. Equity and Inclusiveness The organization that provides the opportunity for its stakeholders to maintain, enhance, or generally improve their well-being provides the most compelling message regarding its reason for existence and value to society.
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3.3.6. Effectiveness and Efficiency Good governance means that the processes implemented by the organization to produce favorable results meet the needs of its stakeholders, while making the best use of resources – human, technological, financial, natural and environmental – at its disposal.
3.3.7. Accountability Accountability is a key tenet of good governance. Who is accountable for what should be documented in policy statements. In general, an organization is accountable to those who will be affected by its decisions or actions as well as the applicable rules of law.
3.3.8. Participation Participation by both men and women, either directly or through legitimate representatives, is a key cornerstone of good governance. Participation needs to be informed and organized, including freedom of expression and assiduous concern for the best interests of the organization and society in general.
3.4 Towards Improved Governance: Good governance is an ideal which is difficult to achieve in its totality. Governance typically involves well-intentioned people who bring their ideas, experiences, preferences and other human strengths and shortcomings to the policy-making table. Good governance is achieved through an on-going discourse that attempts to capture all of the considerations involved in assuring that stakeholder interests are addressed and reflected in policy initiatives.
Source: Australian National Audit Office
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Four; Sustainable Development Goals The Sustainable Development Goals (SDGs), otherwise known as the Global Goals, are a universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity.
These 17 Goals build on the successes of the Millennium Development Goals, while including new areas such as climate change, economic inequality, innovation, sustainable consumption, peace and justice, among other priorities. The goals are interconnected – often the key to success on one will involve tackling issues more commonly associated with another. The SDGs work in the spirit of partnership and pragmatism to make the right choices now to improve life, in a sustainable way, for future generations. They provide clear guidelines and targets for all countries to adopt in accordance with their own priorities and the environmental challenges of the world at large. The SDGs are an inclusive agenda. They tackle the root causes of poverty and unite us together to make a positive change for both people and planet. “Poverty eradication is at the heart of the 2030 Agenda, and so is the commitment to leave no-one behind,” UNDP Administrator Achim Steiner said. “The Agenda offers a unique opportunity to put the whole world on a more prosperous and sustainable development path. In many ways, it reflects what UNDP was created for.”
4.1 POVERTY: Eradicating poverty in all its forms remains one of the greatest challenge facing humanity. While the number of people living in extreme poverty dropped by more than
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) half between 1990 and 2015 – from 1.9 billion to 836 million – too many are still struggling for the most basic human needs. Globally, more than 800 million people are still living on less than US$1.25 a day, many lacking access to adequate food, clean drinking water and sanitation. Rapid economic growth in countries like China and India has lifted millions out of poverty, but progress has been uneven. Women are more likely to live in poverty than men due to unequal access to paid work, education and property. Progress has also been limited in other regions, such as South Asia and sub- Saharan Africa, which account for 80 percent of those living in extreme poverty. New threats brought on by climate change, conflict and food insecurity, mean even more work is needed to bring people out of poverty.
The SDGs are a bold commitment to finish what we started, and end poverty in all forms and dimensions by 2030. This involves targeting the most vulnerable, increasing access to basic resources and services, and supporting communities affected by conflict and climate-related disasters.
4.2. ZERO HUNGER: Rapid economic growth and increased agricultural productivity over the past two decades have seen the number of undernourished people drop by almost half. Many developing countries that used to suffer from famine and hunger can now meet the nutritional needs of the most vulnerable. Central and East Asia, Latin America and the Caribbean have all made huge progress in eradicating extreme hunger.
These are all huge achievements in line with the targets set out by the first Millennium Development Goals. Unfortunately, extreme hunger and malnutrition remains a huge barrier to development in many countries. 795 million people are estimated to be chronically undernourished as of 2014, often as a direct consequence of environmental degradation, drought and loss of biodiversity. Over 90 million children under the age of five are dangerously underweight. And one person in every four still goes hungry in Africa.
The SDGs aim to end all forms of hunger and malnutrition by 2030, making sure all people – especially children – have access to sufficient and nutritious food all
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) year round. This involves promoting sustainable agricultural practices: supporting small scale farmers and allowing equal access to land, technology and markets. It also requires international cooperation to ensure investment in infrastructure and technology to improve agricultural productivity. Together with the other goals set out here, we can end hunger by 2030.
4.3. GOODHEALTH AND WELL BEING: We have made huge strides in reducing child mortality, improving maternal health and fighting HIV/AIDS, malaria and other diseases. Since 1990, there has been an over 50 percent decline in preventable child deaths globally. Maternal mortality also fell by 45 percent worldwide. New HIV/AIDS infections fell by 30 percent between 2000 and 2013, and over 6.2 million lives were saved from malaria. Despite this incredible progress, more than 6 million children still die before their fifth birthday every year. 16,000 children die each day from preventable diseases such as measles and tuberculosis. Every day hundreds of women die during pregnancy or from child-birth related complications. In many rural areas, only 56 percent of births are attended by skilled professionals. AIDS is now the leading cause of death among teenagers in sub-Saharan Africa, a region still severely devastated by the HIV epidemic.
These deaths can be avoided through prevention and treatment, education, immunization campaigns, and sexual and reproductive healthcare. The Sustainable Development Goals make a bold commitment to end the epidemics of AIDS, tuberculosis, malaria and other communicable diseases by 2030. The aim is to achieve universal health coverage, and provide access to safe and affordable medicines and vaccines for all. Supporting research and development for vaccines is an essential part of this process as well.
4.4. QUALITY EDUCATION: Since 2000, there has been enormous progress in achieving the target of universal primary education. The total enrolment rate in developing regions reached 91 percent in 2015, and the worldwide number of children out of school has dropped by almost half. There has also been a dramatic
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) increase in literacy rates, and many more girls are in school than ever before. These are all remarkable successes.
Progress has also been tough in some developing regions due to high levels of poverty, armed conflicts and other emergencies. In Western Asia and North Africa, ongoing armed conflict has seen an increase in the number of children out of school. This is a worrying trend. While Sub-Saharan Africa made the greatest progress in primary school enrolment among all developing regions – from 52 percent in 1990, up to 78 percent in 2012 – large disparities still remain. Children from the poorest households are up to four times more likely to be out of school than those of the richest households. Disparities between rural and urban areas also remain high.
Achieving inclusive and quality education for all reaffirms the belief that education is one of the most powerful and proven vehicles for sustainable development. This goal ensures that all girls and boys complete free primary and secondary schooling by 2030. It also aims to provide equal access to affordable vocational training, to eliminate gender and wealth disparities, and achieve universal access to a quality higher education.
4.5. GENDER EQUALITY: Ending all forms of discrimination against women and girls is not only a basic human right, but it also crucial to accelerating sustainable development. It has been proven time and again, that empowering women and girls has a multiplier effect, and helps drive up economic growth and development across the board.
Since 2000, UNDP, together with our UN partners and the rest of the global community, has made gender equality central to our work. We have seen remarkable progress since then. More girls are now in school compared to 15 years ago, and most regions have reached gender parity in primary education. Women now make up to 41 percent of paid workers outside of agriculture, compared to 35 percent in 1990.
The SDGs aim to build on these achievements to ensure that there is an end to discrimination against women and girls everywhere. There are still huge
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) inequalities in the labour market in some regions, with women systematically denied equal access to jobs. Sexual violence and exploitation, the unequal division of unpaid care and domestic work, and discrimination in public office, all remain huge barriers.
Affording women equal rights to economic resources such as land and property are vital targets to realizing this goal. So is ensuring universal access to sexual and reproductive health. Today there are more women in public office than ever before, but encouraging women leaders will help strengthen policies and legislation for greater gender equality.
4.6. CLEAN WATER AND SANITATION: Water scarcity affects more than 40 percent of people around the world, an alarming figure that is projected to increase with the rise of global temperatures as a result of climate change. Although 2.1 billion people have gained access to improved water sanitation since 1990, dwindling supplies of safe drinking water is a major problem impacting every continent. In 2011, 41 countries experienced water stress – 10 of which are close to depleting their supply of renewable freshwater and must now rely on alternative sources. Increasing drought and desertification is already worsening these trends. By 2050, it is projected that at least one in four people will be affected by recurring water shortages.
Ensuring universal access to safe and affordable drinking water for all by 2030 requires we invest in adequate infrastructure, provide sanitation facilities, and encourage hygiene at every level. Protecting and restoring water-related ecosystems such as forests, mountains, wetlands and rivers is essential if we are to mitigate water scarcity. More international cooperation is also needed to encourage water efficiency and support treatment technologies in developing countries.
4.7. AFFORDABLE AND CLEAN ENERGY: Between 1990 and 2010, the number of people with access to electricity has increased by 1.7 billion, and as the global population continues to rise so will the demand for cheap energy. A global economy reliant on fossil fuels, and the
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) increase of greenhouse gas emissions is creating drastic changes to our climate system. This is impacting every continent.
Efforts to encourage clean energy has resulted in more than 20 percent of global power being generated by renewable sources as of 2011. Still one in seven people lack access to electricity, and as the demand continues to rise there needs to be a substantial increase in the production of renewable energy across the world.
Ensuring universal access to affordable electricity by 2030 means investing in clean energy sources such as solar, wind and thermal. Adopting cost-effective standards for a wider range of technologies could also reduce the global electricity consumption by buildings and industry by 14 percent. This means avoiding roughly 1,300 mid-size power plants. Expanding infrastructure and upgrading technology to provide clean energy in all developing countries is a crucial goal that can both encourage growth and help the environment.
4.8. DECENT WORK AND ECONOMIC GROWTH: Over the past 25 years the number of workers living in extreme poverty has declined dramatically, despite the lasting impact of the 2008 economic crisis and global recession. In developing countries, the middle class now makes up more than 34 percent of total employment – a number that has almost tripled between 1991 and 2015.
However, as the global economy continues to recover we are seeing slower growth, widening inequalities, and not enough jobs to keep up with a growing labour force. According to the International Labour Organization, more than 204 million people were unemployed in 2015.
The SDGs promote sustained economic growth, higher levels of productivity and technological innovation. Encouraging entrepreneurship and job creation are key to this, as are effective measures to eradicate forced labour, slavery and human trafficking. With these targets in mind, the goal is to achieve full and productive employment, and decent work, for all women and men by 2030.
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4.9. INDUSTRY, INNOVATION AND INFRASTRUCTURE: Investment in infrastructure and innovation are crucial drivers of economic growth and development. With over half the world population now living in cities, mass transport and renewable energy are becoming ever more important, as are the growth of new industries and information and communication technologies. Technological progress is also key to finding lasting solutions to both economic and environmental challenges, such as providing new jobs and promoting energy efficiency. Promoting sustainable industries, and investing in scientific research and innovation, are all important ways to facilitate sustainable development.
More than 4 billion people still do not have access to the Internet, and 90 percent are from the developing world. Bridging this digital divide is crucial to ensure equal access to information and knowledge, as well as foster innovation and entrepreneurship.
4.10. REDUCED INEQUALITY It is well documented that income inequality is on the rise, with the richest 10 percent earning up to 40 percent of total global income. The poorest 10 percent earn only between 2 percent and 7 percent of total global income. In developing countries, inequality has increased by 11 percent if we take into account the growth of population.
These widening disparities require the adoption of sound policies to empower the bottom percentile of income earners, and promote economic inclusion of all regardless of sex, race or ethnicity.
Income inequality is a global problem that requires global solutions. This involves improving the regulation and monitoring of financial markets and institutions, encouraging development assistance and foreign direct investment to regions where the need is greatest. Facilitating the safe migration and mobility of people is also key to bridging the widening divide.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 4.11. SUSTAINABLE CITIES AND COMMUNITIES: More than half of the world’s population now live in urban areas. By 2050 , that figure will have risen to 6.5 billion people – two-thirds of all humanity. Sustainable development cannot be achieved without significantly transforming the way we build and manage our urban spaces. The rapid growth of cities in the developing world, coupled with increasing rural to urban migration, has led to a boom in mega-cities. In 1990, there were ten mega-cities with 10 million inhabitants or more. In 2014, there are 28 mega-cities, home to a total 453 million people.
Extreme poverty is often concentrated in urban spaces, and national and city governments struggle to accommodate the rising population in these areas.Making cities safe and sustainable means ensuring access to safe and affordable housing, and upgrading slum settlements. It also involves investment in public transport, creating green public spaces, and improving urban planning and management in a way that is both participatory and inclusive.
4.12. RESPONSIBLE CONSUMPTION AND PRODUCTION: Achieving economic growth and sustainable development requires that we urgently reduce our ecological footprint by changing the way we produce and consumer goods and resources. Agriculture is the biggest user of water worldwide, and irrigation now claims close to 70 percent of all freshwater for human use.
The efficient management of our shared natural resources, and the way we dispose of toxic waste and pollutants, are important targets to achieve this goal. Encouraging industries, businesses and consumers to recycle and reduce waste is equally important, as is supporting developing countries to move towards more sustainable patterns of consumption by 2030.
A large share of the world population is still consuming far too little to meet even their basic needs. Halving the per capita of global food waste at the retailer and consumer levels is also important for creating more efficient production and
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) supply chains. This can help with food security, and shift us towards a more resource efficient economy. 4.13. CLIMATE AND ACTION: There is no country in the world that is not experiencing first-hand the drastic effects of climate change. Greenhouse gas emissions continue to rise, and are now more than 50 percent higher than their 1990 level. Further, global warming is causing long-lasting changes to our climate system, which threatens irreversible consequences if we do not take action now.
The annual average losses from earthquakes, tsunamis, tropical cyclones and flooding amount to hundreds of billions of dollars, requiring an investment of US$6 billion annually in disaster risk management alone. The goal aims to mobilize $100 billion annually by 2020 to address the needs of developing countries and help mitigate climate-related disasters.
Helping more vulnerable regions, such as land locked countries and island states, adapt to climate change must go hand in hand with efforts to integrate disaster risk measures into national strategies. It is still possible, with the political will and a wide array of technological measures, to limit the increase in global mean temperature to two degrees Celsius above pre-industrial levels. This requires urgent collective action.
4.14. LIFE BELOW WATER The world’s oceans – their temperature, chemistry, currents and life – drive global systems that make the Earth habitable for humankind. How we manage this vital resource is essential for humanity as a whole, and to counter balance the effects of climate change. Over three billion people depend on marine and coastal biodiversity for their livelihoods. However, today we are seeing 30 percent of the world’s fish stocks overexploited, reaching below the level at which they can produce sustainable yields. Oceans also absorb about 30 percent of the carbon dioxide produced by humans, and we are seeing a 26 percent rise in ocean acidification since the beginning of
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) the industrial revolution. Marine pollution, an overwhelming majority of which comes from land-based sources, is reaching alarming levels, with an average of 13,000 pieces of plastic litter to be found on every square kilometre of ocean.
The SDGs aim to sustainably manage and protect marine and coastal ecosystems from pollution, as well as address the impacts of ocean acidification. Enhancing conservation and the sustainable use of ocean-based resources through international law will also help mitigate some of the challenges facing our oceans.
4.15. LIFE ON LAND Human life depends on the earth as much as the ocean for our sustenance and livelihoods. Plant life provides 80 percent of our human diet, and we rely on agriculture as an important economic resource and means of development. Forests account for 30 percent of the Earth’s surface, providing vital habitats for millions of species and important sources for clean air and water; as well as being crucial for combating climate change.
Today we are seeing unprecedented land degradation, and the loss of arable land at 30 to 35 times the historical rate. Drought and desertification is also on the rise each year, amounting to the loss of 12 million hectares and affects poor communities globally. Of the 8,300 animal breeds known, 8 percent are extinct and 22 percent are at risk of extinction.
The SDGs aim to conserve and restore the use of terrestrial ecosystems such as forests, wetlands, drylands and mountains by 2020. Halting deforestation is also vital to mitigating the impact of climate change. Urgent action must be taken to reduce the loss of natural habitats and biodiversity which are part of our common heritage.
4.16. PEACE JUSTICE AND STRONG INSTITUTION: Without peace, stability, human rights and effective governance, based on the rule of law - we cannot hope for sustainable development. We are living in a world that is increasingly divided. Some regions enjoy sustained levels of
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) peace, security and prosperity, while others fall into seemingly endless cycles of conflict and violence. This is by no means inevitable and must be addressed.
High levels of armed violence and insecurity have a destructive impact on a country’s development, affecting economic growth and often resulting in long standing grievances that can last for generations. Sexual violence, crime, exploitation and torture are also prevalent where there is conflict or no rule of law, and countries must take measures to protect those who are most at risk.
The SDGs aim to significantly reduce all forms of violence, and work with governments and communities to find lasting solutions to conflict and insecurity. Strengthening the rule of law and promoting human rights is key to this process, as is reducing the flow of illicit arms and strengthening the participation of developing countries in the institutions of global governance.
4.17. PARTNERSHIPS FOR THE GOALS: The SDGs can only be realized with a strong commitment to global partnership and cooperation. While official development assistance from developed countries increased by 66 percent between 2000 and 2014, humanitarian crises brought on by conflict or natural disasters continue to demand more financial resources and aid. Many countries also require Official Development Assistance to encourage growth and trade.
The world today is more interconnected than ever before. Improving access to technology and knowledge is an important way to share ideas and foster innovation. Coordinating policies to help developing countries manage their debt, as well as promoting investment for the least developed, is vital to achieve sustainable growth and development.
The goals aim to enhance North-South and South-South cooperation by supporting national plans to achieve all the targets. Promoting international trade, and helping developing countries increase their exports, is all part of achieving a universal rules-based and equitable trading system that is fair and open, and benefits all.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Five; Smart Cities 5.1. What is a Smart City? A smart city is an urban area that uses different types of electronic data collection sensors to supply information which is used to manage assets and resources efficiently. This includes data collected from citizens, devices, and assets that is processed and analyzed to monitor and manage traffic and transportation systems, power plants, water supply networks, waste management, law enforcement, information systems, schools, libraries, hospitals, and other community services.
The smart city concept integrates information and communication technology (ICT), and various physical devices connected to the network (the Internet of things or IoT) to optimize the efficiency of city operations and services and connect to citizens.
Smart city technology allows city officials to interact directly with both community and city infrastructure and to monitor what is happening in the city and how the city is evolving…on a real time basis.
ICT is used to enhance quality, performance and interactivity of urban services, to reduce costs and resource consumption and to increase contact between citizens and government. Smart city applications are developed to manage urban flows and allow for real-time responses. A smart city may therefore be more prepared to respond to challenges than one with a simple "transactional" relationship with its citizens. Yet, the term itself remains unclear to its specifics and therefore, open to many interpretations
Major technological, economic and environmental changes have generated interest in smart cities, including climate change, economic restructuring, the move to online retail and entertainment, ageing populations, urban population growth and pressures on public finances.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) European Union: The European Union (EU) has devoted constant efforts to devising a strategy for achieving 'smart' urban growth for its metropolitan city- regions. The EU has developed a range of programmes under 'Europe's Digital Agenda". In 2010, it highlighted its focus on strengthening innovation and investment in ICT services for the purpose of improving public services and quality of life.
Examples of Smart City technologies and programs have been implemented in Singapore, Dubai, Milton, Keynes, Southampton, Amsterdam, Barcelona, Madrid, Stockholm, China and New York
5.2. Best performing Smart City – A Study2017 by Juniper research The “Global Smart City Performance Index 2017’ released on Monday (Mar 12) modelled scenarios across four areas - mobility, health, safety and productivity - to examine the benefits of smart city initiatives for residents in 20 cities. Specifically, it aimed to measure how technology saved time for people and improved their quality of life.
Singapore topped the index in all four areas, ahead of other major cities like San Francisco, Seoul, London and New York in the study sponsored by tech firm Intel. It was conducted from July to September last year.
The report noted that in the area of mobility, Singapore has applied "smart, connected traffic solutions" together with a very strong policy curtailing car ownership in an effort to reduce the number of vehicles on its roads.
It also highlighted Singapore's focus on addressing healthcare service provision for elderly citizens through a range of technologies, including digital service
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) platforms as well as remote monitoring devices. In the area of safety, the report noted that Singapore has started trials using smart video surveillance to detect criminal activity.
In addition, Singapore is a leader in allowing citizens to access digital services and city information with its "large open data stores" and "strategies to encourage private innovation" through specialised test-bed environments, the report stated.
“Analysts tend to focus on the technical underpinnings of building a data-centric world,” said Mr Windsor Holden, head of forecasting and consultancy at Juniper Research. “We can’t overlook the importance of the real human benefits that smart cities have. Connected communities, municipal services and processes have a powerful impact on a citizen’s quality of life.”
According to Intel, “smart cities" employ Internet of Things technologies such as connected sensors, meters and lights to collect and analyse data to improve public infrastructure and services.
The study noted that Singapore's "Smart Nation" initiative and its position as a city-state makes the country unique in its ability to execute its smart city vision.
"Singapore was lauded for its rapid transformation since independence into the world’s leading smart city and was held up as an example which other cities can learn from," Intel said in a media release
5.3. Smart City Mission – India Smart City Mission, is an urban renewal and retrofitting program by the Government of India with the mission to develop 100 cities across the country making them citizen friendly and sustainable. The Union Ministry of Urban Development is responsible for implementing the mission in collaboration with the state governments of the respective cities.
Smart Cities Mission envisions developing an area within 100 cities in the country as model areas based on an area development plan, which is expected to have a rub-off effect on other parts of the city, and nearby cities and towns. Cities will be selected based on the Smart Cities challenge, where cities will compete in a countrywide competition to obtain the benefits from this mission. As of January
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 2018, 99 cities have been selected to be upgraded as part of the Smart Cities Mission after they defeated other cities in the challenge
It is a five-year program, where all of the Indian states and Union territories are participating, except West Bengal, by nominating at least one city for the Smart Cities challenge. Financial aid will be given by the central and state governments between 2017-2022 to the cities, and the mission will start showing results from 2022 onwards.
Each city will create a Special Purpose Vehicle (SPV), headed by a full-time CEO, to implement the Smart Cities Mission. The execution of projects may be done through joint ventures, subsidiaries, public-private partnership (PPP), turnkey contracts, etc... Suitably dovetailed with revenue streams. Centre and state government will provide INR 1,000 Crore funding to the company, as equal contribution of INR 500 crore each. The company has to raise additional funds from the financial market as a debt or equity.
5.4. History Smart Cities Mission India "100 Smart Cities Mission" was launched by our beloved Prime Minister Shree Narendra Modi Ji on 25 June 2015. A total of 98,000 crore (US$14 billion) has been approved by the Indian Cabinet for the development of 100 smart cities and the rejuvenation of 500 others.
INR 48,000 crore (US$7.0 billion) for the Smart Cities mission and a total funding of INR 50,000 crore(US$7.3 billion) for the Atal Mission for Rejuvenation and Urban Transformation (AMRUT) have been approved by the Cabinet
In the 2014 Union budget of India, Finance Minister Shri Arun Jaitley allocated INR 7,016 crore (US$1.0 billion) for the 150 smart cities.
The first batch of 20 cities was selected. Known as 20 Lighthouse Cities in the first round of the All India City Challenge competition, they will be provided with central assistance of INR 200 crore (US$29 million) each during this financial year followed by INR100 crore (US$15 million) per year during the next three years. The remaining money has to come from the states, urban bodies and the consortium they form with corporate entities. Also, 10 percent of budget allocation will be given to states/union territories as incentives based on
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) achievement of reforms during the previous year The Urban Development Ministry had earlier released INR 2 crore (US$290,000) each to mission cities for preparation of Smart City Plans.
5.5. India; 1st Round winners – Selection of 20 Smart Cities Minister of Urban Development) Shri Venkaiah Naidu announced the selected top 20 from among the 98 nominated cities on 28 January 2016. Bhubaneswar topped the list of the top 20, followed by Pune and Jaipur.
Ranking Cities Shortlisted Name of State/UT 1 Bhubaneswar Odisha 2 Pune Maharashtra 3 Jaipur Rajasthan 4 Surat Gujarat 5 Kochi Kerala 6 Ahmedabad Gujarat 7 Jabalpur Madhya Pradesh 8 Visakhapatnam Andhra Pradesh 9 Solapur Maharashtra 10 Davangere Karnataka 11 Indore Madhya Pradesh 12 New Delhi New Delhi 13 Coimbatore Tamil Nadu 14 Kakinada Andhra Pradesh 15 Belgaum Karnataka 16 Udaipur Rajasthan 17 Guwahati Assam 18 Chennai Tamil Nadu 19 Ludhiana Punjab 20 Bhopal Madhya Pradesh
5.6. India; 2nd Round winners – Selection of 13 Smart Cities
S. No. Name of City Name of State/UT 1 Lucknow Uttar Pradesh 2 Bhagalpur Bihar 3 Faridabad Haryana
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 4 Chandigarh Chandigarh 5 Raipur Chhattisgarh 6 Ranchi Jharkhand 7 Dharamasala Himachal Pradesh 8 Warangal Telangana 9 Panaji Goa 10 Agartala Tripura 11 Imphal Manipur 12 Port Blair Andaman & Nicobar 13 New Town Kolkata* West Bengal
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Six: Smart City Features – India Specific
6.1. Some typical features of comprehensive development in Smart Cities 1. Promoting mixed land use in area based developments–planning for ‘unplanned areas’ containing a range of compatible activities and land uses close to one another in order to make land use more efficient. The States will enable some flexibility in land use and building bye-laws to adapt to change; 2. Housing and inclusiveness - expand housing opportunities for all; 3. Creating walkable localities –reduce congestion, air pollution and resource depletion, boost local economy, promote interactions and ensure security. The road network is created or refurbished not only for vehicles and public transport, but also for pedestrians and cyclists, and necessary administrative services are offered within walking or cycling distance; 4. Preserving and developing open spaces - parks, playgrounds, and recreational spaces in order to enhance the quality of life of citizens, reduce the urban heat effects in Areas and generally promote eco-balance; 5. Promoting a variety of transport options - Transit Oriented Development (TOD), public transport and last mile para-transport connectivity; 6. Making governance citizen-friendly and cost effective - increasingly rely on online services to bring about accountability and transparency, especially using mobiles to reduce cost of services and providing services without having to go to municipal offices. Forming e-groups to listen to people and obtain feedback and use online monitoring of programs and activities with the aid of cyber tour of worksites; 7. Giving an identity to the city - based on its main economic activity, such as local cuisine, health, education, arts and craft, culture, sports goods, furniture, hosiery, textile, dairy, etc; 8. Applying Smart Solutions to infrastructure and services in area-based development in order to make them better. For example, making Areas less vulnerable to disasters, using fewer resources, and providing cheaper services.
6.2. Challenges Anticipated Indian Context This is the first time, a MoUD programme is using the ‘Challenge’ or competition method to select cities for funding and using a strategy of area-based development. This captures the spirit of ‘competitive and cooperative federalism’.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) States and ULBs will play a key supportive role in the development of Smart Cities. Smart leadership and vision at this level and ability to act decisively will be important factors determining the success of the Mission. Understanding the concepts of retrofitting, redevelopment and greenfield development by the policy makers, implementers and other stakeholders at different levels will require capacity assistance.
Major investments in time and resources will have to be made during the planning phase prior to participation in the Challenge. This is different from the conventional DPR-driven approach.
The Smart Cities Mission requires smart people who actively participate in governance and reforms. Citizen involvement is much more than a ceremonial participation in governance. Smart people involve themselves in the definition of the Smart City, decisions on deploying Smart Solutions, implementing reforms, doing more with less and oversight during implementing and designing post- project structures in order to make the Smart City developments sustainable. The participation of smart people will be enabled by the SPV through increasing use of ICT, especially mobile-based tools.
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Section Seven; Europe 2020 Strategy The Europe 2020 strategy is the EU's agenda for growth and jobs for the current decade. It emphasises smart, sustainable and inclusive growth as a way to overcome the structural weaknesses in Europe's economy, improve its competitiveness and productivity and underpin a sustainable social market economy. 7.1. Targets: Employment - 75% of people aged 20–64 to be in work Research and development (R&D) - 3% of the EU's GDP to be invested in R&D Climate change and energy - greenhouse gas emissions 20% lower than 1990 levels - 20% of energy coming from renewables - 20% increase in energy efficiency Education - rates of early school leavers below 10% - at least 40% of people aged 30–34 having completed higher education Poverty and social exclusion - at least 20 million fewer people in – or at risk of – poverty/social exclusion
7.2. Features of the targets They give an overall view of where the EU should be on key parameters by 2020. They are translated into national targets so that each EU country can check its own progress towards each goal. There is no burden-sharing – they are common goals for all EU countries, to be met through a mix of national and EU action. They are interrelated and mutually reinforcing - educational improvements help employability and reduce poverty - R&D/innovation and more efficient energy use makes us more competitive and creates jobs
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- investing in cleaner technologies combats climate change while creating new business or job opportunities.
7.3. How is the strategy implemented? The Europe 2020 strategy is used as a reference framework for activities at EU and at national and regional levels. EU governments have set national targets to help achieve the overall EU targets, and are reporting on them as part of their annual national reform programmes.
7.4. How is the strategy monitored? The EU statistics office, Eurostat, regularly publishes comprehensive progress reports for the targets. In 2014-15, the Commission performed a mid-term review of Europe 2020. This included a public consultation that showed that the strategy is still seen as an appropriate framework to promote jobs and growth. Following the review, the Commission decided to continue the strategy, monitoring and implementing it through a process known as the European Semester.
Source ec.europa.eu
The Europe 2020 strategy is the EU's agenda for growth and jobs for the current decade. It emphasises smart, sustainable and inclusive growth as a way to overcome the structural weaknesses in Europe's economy, improve its competitiveness and productivity and underpin a sustainable social market economy.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Eight; Make in India Program
The Make in India initiative was launched by Prime Minister in September 2014 as part of a wider set of nation-building initiatives. Devised to transform India into a global design and manufacturing hub,
Make in India was a timely response to a critical situation: by 2013, the much- hyped emerging markets bubble had burst, and India’s growth rate had fallen to its lowest level in a decade. The promise of the BRICS Nations (Brazil, Russia, India, China and South Africa) had faded, and India was tagged as one of the so- called ‘Fragile Five’. Global investors debated whether the world’s largest democracy was a risk or an opportunity. India’s 1.2 billion citizens questioned whether India was too big to succeed or too big to fail. India was on the brink of severe economic failure.
8.1. PROCESS Make in India was launched by Prime Minister against the backdrop of this crisis, and quickly became a rallying cry for India’s innumerable stakeholders and partners. It was a powerful, galvanising call to action to India’s citizens and business leaders, and an invitation to potential partners and investors around the world. But, Make in India is much more than an inspiring slogan. It represents a comprehensive and unprecedented overhaul of out-dated processes and policies. Most importantly, it represents a complete change of the Government’s mindset – a shift from issuing authority to business partner, in keeping with Prime Minister's tenet of ‘Minimum Government, Maximum Governance’.
8.2. PLAN To start a movement, you need a strategy that inspires, empowers and enables in equal measure. Make in India needed a different kind of campaign: instead of the typical statistics-laden newspaper advertisements, this exercise required messaging that was informative, well-packaged and most importantly, credible. It had to (a) inspire confidence in India’s capabilities amongst potential partners abroad, the Indian business community and citizens at large; (b) provide a framework for a vast amount of technical information on 25 industry sectors; and
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) (c) reach out to a vast local and global audience via social media and constantly keep them updated about opportunities, reforms, etc.
The Department of Industrial Policy & Promotion (DIPP) worked with a group of highly specialised agencies to build brand new infrastructure, including a dedicated help desk and a mobile-first website that packed a wide array of information into a simple, sleek menu. Designed primarily for mobile screens, the site’s architecture ensured that exhaustive levels of detail are neatly tucked away so as not to overwhelm the user. 25 sector brochures were also developed: Contents included key facts and figures, policies and initiatives and sector-specific contact details, all of which was made available in print and on site.
8.3. PARTNERSHIPS The Make in India initiative has been built on layers of collaborative effort. DIPP initiated this process by inviting participation from Union Ministers, Secretaries to the Government of India, state governments, industry leaders, and various knowledge partners. Next, a National Workshop on sector specific industries in December 2014 brought Secretaries to the Government of India and industry leaders together to debate and formulate an action plan for the next three years, aimed at raising the contribution of the manufacturing sector to 25% of the GDP by 2020. This plan was presented to the Prime Minister, Union Ministers, industry associations and industry leaders by the Secretaries to the Union Government and the Chief Secretary, Maharashtra on behalf of state governments.
These exercises resulted in a road map for the single largest manufacturing initiative undertaken by a nation in recent history. They also demonstrated the transformational power of public-private partnership, and have become a hallmark of the Make in India initiative. This collaborative model has also been successfully extended to include India’s global partners, as evidenced by the recent in-depth interactions between India and the United States of America.
8.4. PROGRESS In a short space of time, the obsolete and obstructive frameworks of the past have been dismantled and replaced with a transparent and user-friendly system that is helping drive investment, foster innovation, develop skills, protect Intellectual Property (IP) and build best-in-class manufacturing infrastructure. The
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) most striking indicator of progress is the unprecedented opening up of key sectors – including Railways, Defence, Insurance and Medical Devices – to dramatically higher levels of Foreign Direct Investment.
A workshop titled “Make in India – Sectorial perspective & initiatives” was conducted on 29th December, 2014 under which an action plan for 1 year and 3 years has been prepared to boost investments in 25 sectors. The ministry has engaged with the World Bank group to identify areas of improvement in line with World Bank’s ‘doing business’ methodology. A 2 day workshop and several follow up meetings were held to formulate framework which could boost India’s ranking which is currently 130 in terms of Ease of doing business.
An Investor Facilitation Cell (IFC) dedicated for the Make in India campaign was formed in September 2014 with an objective to assist investors in seeking regulatory approvals, hand-holding services through the pre-investment phase, execution and after-care support.
The Indian embassies and consulates have also been communicated to disseminate information on the potential for investment in the identified sectors. DIPP has set up a special management team to facilitate and fast track investment proposals from Japan, the team known as ‘Japan Plus’ has been operationalized w.e.f October 2014. Similarly 'Korea Plus', launched in June 2016, facilitates fast track investment proposals from South Korea and offers holistic support to Korean companies wishing to enter the Indian market.
Various sectors have been opened up for investments like Defence, Railways, Space, etc. Also, the regulatory policies have been relaxed to facilitate investments and ease of doing business.
Six industrial corridors are being developed across various regions of the country. Industrial Cities will also come up along these corridors.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Today, India’s credibility is stronger than ever. There is visible momentum, energy and optimism. Make in India is opening investment doors. Multiple enterprises are adopting its mantra. The world’s largest democracy is well on its way to becoming the world’s most powerful economy.
8.5. Few sectors in Make in India and what makes the sector interesting
8.5.1. Automobiles
Summary 1. The Automobile Industry contributes around 7.1% to India’s GDP by volume. 2. India poised to be the third largest automotive market in the world by 2020. 3. India is also the fourth largest producer in the world with an annual production of 25 million vehicles in 2016-17 and is the largest manufacturer of two-wheelers, three-wheelers and tractors in the world. 4. India is home to four large auto manufacturing hubs: Delhi-Gurgaon- Faridabad in the north, Mumbai-Pune-Nashik-Aurangabad in the west, Chennai- Bengaluru-Hosur in the south and Jamshedpur-Kolkata in the east. 5. Six million-plus hybrid and electric vehicles to be sold annually, by 2020. 6. FDI received by the sector between April 2000 and December 2017- USD 18.43 Billion.
8.5.2. Automobile Components
Summary 1. Size of the Indian Auto Component Industry is around USD 43.5 billion (2016-17) and contributes 2.3% to India’s Gross Domestic Product (GDP). 2. Auto Component Industry registered a Compound Annual Growth Rate (CAGR) of 7% over 2011-12 to 2016-17 , 3. Indian auto component industry is expected to register a turnover of USD 115 billion by 2020-21 and USD 200 billion by 2026. 4. In the last financial year, the auto component exports contributed 4% to India’s overall exports. 5. Exports increased to USD 10.90 billion in 2016-17. 6. Domestic Aftermarket in 2016-17: USD 8.4 billion.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 7. The industry is projected to be the third largest in the world by 2025
Statistics Indian auto-component industry is set to become the third largest in the world by 2025. Indian automotive sector registered a turnover of USD 43.5 billion in 2016-17 , and is expected to reach USD 115 billion by 2020-21. And, USD 200 billion by 2026. Indian Auto component Industry registered a CAGR of 7% over 2011-12 to 2016- 17. Auto components exports from India account for 4% of total India’s exports, and in 2016-17, Indian exports stood at USD 10.90 billion. Industry exports are projected to reach USD 30 billion by 2020-21, further rising to USD 80 billion by 2026. Exports of auto components grew at a CAGR of 11% over the period 2011-12 to 2016-17. Major export markets are: USA (22%), Germany (7%) and Turkey (6.2%). The domestic aftermarket for auto components stands at USD 8.4 billion in 2016- 17. Contribution of Auto Component Industry in India’s GDP will account to as much as 5% to 7% by 2026. At present, the sector contributes 2.3% to India’s GDP. The industry currently employs 1.5 million people directly and 1.5 million indirectly. Further, Automotive Mission Plan (2016-26) envisages to provide direct incremental employment to 3.2 million by 2026. Realization of goals in Automotive Mission Plan (2016-26) requires an additional investment of USD 25-30 billion. The Indian Automotive industry will be among the top three of the world in the area of engineering, manufacturing and export of vehicles and components. The Indian auto component industry is composed of organized and unorganized sector. The organized sector refers to original equipment manufacturers (OEMs) and is engaged in manufacture of high value precision instruments. Whereas, the unorganized sectors comprise of low-valued products catering to after-market services. Various sub sectors of Auto-component sector: Engine parts, drive transmission & steering parts, body and chassis, suspension and braking parts, equipment, electrical parts and others such as fan belts, die-casting and sheet metal parts. At present, India is considered competitive in manufacturing of forgings, stampings, castings, machining, wiring harness and electronic fuel injectors.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 8.5.3. AVIATION
Summary India is the world’s fastest growing domestic aviation market, and has posted the fastest full year growth rate for three years in a row now. India’s Revenue Passenger Kilometre (RPK) growth of 17.5% was higher than the global average growth of 7% in 2017. At USD 16 billion, India’s aviation market is currently the 9th largest in the world and is projected to be the 3rd largest by 2020, and largest by 2030. More than 80 international airlines connecting to over 40 countries
Statistics Domestic passenger traffic crossed the 100 million mark in 2017, reaching 106 million in the January to November period. India is the fastest growing aviation market and is expected to cater to 478 million passengers by 2036. India is one of the least penetrated air markets in the world with 0.04 trips per capita per annum as compared to 0.3 in China and more than 2 in the USA (2016).
8.5.4. Biotechnology
Summary India is among the top 12 biotech destinations in the world and ranks third in the Asia Pacific. India has the second highest number of United States Food & Drug Administration (USFDA) approved plants. No.1 producer of Hepatitis B vaccine recombinant. Indian biotech industry shall touch USD 100 billion by 2025. Large consumer base with increasing disposable income
Statistics The Indian biotech industry is expected to grow at 30.46 percent CAGR to reach USD 100 billion by 2025. The Biotechnology Industry in India has grown from $1.1 billion in 2005 to $7 billion in 2015 and is expected to reach $11.6 billion in 2017.
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The growth is due to a range of positive trends such as growing demand for healthcare services, increase demand for food & nutrition intensive R&D activities and strong government initiatives. The Indian biotech sector is divided into five major segments- bio-pharma, bio- services, bio-agri, bio-industrial and bio-informatics. The bio-pharmaceutical sector accounts for the largest share of the biotech industry with a share of 62% of total revenues in 2015, followed by bio-services (18%), bio-agri (15%), bio-industrial (4%) and bio-informatics (1%). Supported 104 new startups, 346 companies, 509 projects including 115 collaborative projects through BIRAC, a Public Sector Unit of Government of India. 100 Intellectual Property facilitated. 175,000 sq. ft. of bioincubation space created and the target to support 50 world class bioincubators by 2020. 5 University Innovation Clusters created and 1 regional innovation centre
8.5.5. Chemicals and Petrochemicals
Summary Sixth largest producer of chemicals worldwide and third largest producer in Asia. (by output) . The size of Indian chemicals sector for the year 2015-16 was USD 142 billion. During 2016-17, production of total major chemicals and basic petrochemicals stood at 25739 thousand MT, while that of major chemicals was 10234 thousand MT. Total export of Chemicals and Chemical Products in 2016-17-USD 29 billion. Chemicals sector also acts as a key enabling industry and provides support for variety of other sectors like agriculture, construction, leather etc
Statistics In 2015-16, Chemical and Chemical Products Sector accounted for 2.39% of the GVA in 2015-16, compared to 2.23% in 2014-15. Chemical and chemical products sector accounted for 13.38% of GVA of manufacturing sector in 2015-16. The size of the Indian Chemical industry in terms of value of output for the year 2015-16 was USD 142 billion. The average Indices of Industrial Product (IIP) for the Chemicals and Chemical products stands at 116.5, witnessing a growth of 2.46% over previous year.
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The production of major chemicals in 2016-17 was 10234 thousand MT. In 2016-17, production of total major chemicals and basic petrochemicals stood at 25739 thousand MT, registering a growth of 3.86% over the previous year. The country has four Naphtha and four gas based cracker complexes in the country with a combined annual ethylene capacity of 4.23 million MT. And, six aromatic complexes with a combined xylene capacity of 4.45 million MT. India’s combined capacity of propylene stands at 4.7 million MT. India exported worth USD 29 billion of Chemicals and Chemical products in 2016- 17, accounting for 10.3% of India’s total exports in the corresponding period. During 2017-18 (upto December, 2017), 3 patents were filed, 62 research papers were published and 31 papers were presented in International Conferences
8.5.6. Construction
Summary 1. USD 650 Billion investments in urban infrastructure estimated over next 20 years. 2. 100% Foreign Direct Investment (FDI) permitted through the automatic route for townships, cities. 3. Dedicated Fund for Affordable Housing under National Housing Bank. 4. Identification of 99 Smart Cities, having an outlay of USD 31.38 billion.
Statistcs 1. As per the second advance estimates for the year 2017-18, GVA (at basic prices) by the construction sector stood at USD 140 billion . It is estimated to register a growth rate of 4.3% in 2017-18 as compared to 1.3% in 2016-17. 2. Share of infrastructure spending in the construction sector as a part of India’s GDP rose to 9% in 2017. 3. Investment in retail projects in Tier 1 & 2 cities reached USD 6.19 billion from 2006-17. 4. During the last three years, over 7.1 million houses have already been completed which include 1.7 million under Pradhan Mantri Awas Yojana (Gramin) houses. 5. Second largest employer, after agriculture sector, employing more than 35 Million people
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 8.5.7. Defence Manufacturing
Summary 1. India has the third largest armed forces in the world. 2. The allocation of Defense in the India's union budget is approx USD 34.53 billion and 31.1% of the defense budget is spent on capital acquisitions. 3. 60% of defense related requirements are met by imports which offers a huge opportunity for import substitution
Statistics India has the third largest armed forces in the world India is one of the largest importers of conventional defense equipment and spends about 31.1% of its total defense budget on capital acquisitions About 60% of its defense requirements are met through imports. The allocation for Defense in the Union Budget 2016-17 is approximate USD 34.53 billion
Agencies Ministry of Defense, Government of India Department of Defense Production, Ministry of Defense Department of Industrial Policy and Promotion, Ministry of Commerce & Industry, Government of India Department of Commerce, Ministry of Commerce & Industry, Government of India Defense and Strategic Industries Association of India
8.5.8. Electrical Machinery
Summary In 2016-17, the size of Indian Electrical Equipment Industry exceeded USD 25 billion. The sector contributes about 8% to manufacturing sector in terms of value, and 1.5% to the overall GDP. Estimated market value is expected to reach USD 100 billion by 2022. To provide employment, both directly and indirectly to 3.5 million people by 2022
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Statistics Electrical equipment industry broadly comprises of two segments: Generation Equipment (boilers, turbines, generators) and transmission & distribution (T&D) and allied equipment like transformers, cables, transmission lines, switchgears, capacitors, energy meters, instrument transformers, etc. The T&D equipment sector, dominates the sector making up for 85% of the industry whereas generation equipment sector accounts for the rest 15%. In 2016-17, the size of Indian Electrical Equipment Industry exceeded USD 25 billion. For the period April-December 2016-17, electrical and industrial electronics industry witnessed 4% growth rate. And, for 2016-17, Exports stood at approximately USD 6 billion. The sector contributes about 8% to manufacturing sector in terms of value, and 1.5% to the overall GDP. The subsector of heavy industry provides direct employment to 0.5 million persons, indirect to 1 million, and over 5 million across the entire value chain. Additionally, India has state of the art technology that is at par with the global standards. Major export markets for the sector are United States of America, United Arab Emirates, Germany and United Kingdom. And, India is a major exporter of Switchgear and Controlgear, Transformers & Parts, Industrial Electronics, Cables, Transmission Line Towers, Conductors, Rotating Machines (Motors, AC Generators, and Generating Sets) & Parts, within the sector. With Heavyweight sectors like Transformers, Cable and Transmission Line Towers registering a double digit growth , the Electrical Equipment industry witnessed a growth rate of 9.7% over the period April-September ‘2017. This was despite the industry being heavily engaged in GST preparations and alignments. Within the sector, high output growth sub sectors are Power Generation Systems and Cables, having industry size worth USD 6.92 billion and USD 6.34 billion. The demand for inter-regional transmission system (transmission lines and associated substations) is projected to have a peak demand of 226 GW in the 2021-22-time frame. Making electricity accessible has been the key concern, and with various initiatives taken, India has managed to scale itself up to 26th position in terms of electricity accessibility, from 99th in 2014. Alongside, transmission lines witnessed a 26 % increase from 2, 91,336 circuit kilometres (ckm) in March 14 to 3, 66,634 ckm in March 17
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 8.5.9. Electronic Systems
Summary The electronics market of India is one of the largest in the world and is anticipated to reach USD 400 billion by 2020. India ranks third among global startup ecosystems. Several government driven initiatives and incentives like – Electronics Development Fund (EDF), Electronics Manufacturing Clusters (EMCs) scheme, Modified Special Incentive Package Scheme (M-SIPS). 100% FDI is allowed through automatic route (49% through automatic route in strategic defense electronics sector
Statistics The sector comprises of Consumer Electronics, Industrial Electronic, Electronic Components, Strategic Electronics, Semiconductor Design and Electronic Manufacturing Services. The electronics market of India is one of the largest in the world and is anticipated to reach USD 400 billion in 2020. Investments in Electronic Manufacturing stood at INR 1.57 lakh crores in 2017, registering a growth rate of 27% over the year. Mobile Phones, one of the dominant sub-sector, witnessed a jump of 60 % in volume terms, as manufacturing of mobile phones reached INR 17.5 crore units by 2016-17. India is home to 105 mobile/ancillary manufacturing units, providing employment to 4 lakh people directly. Expected market size for major electrics sub-sectors in India by 2020: . Telecom Equipment (USD 34 Billion) . Laptops, Desktops, Tablets (USD 34 Billion) . LED (USD 35 Billion) . Consumer Electronics (USD 29 Billion) . Set Top Boxes (USD 10 Billion) . Automotive Electronics (USD 10 Billion) . Medical Electronics (USD 8.5 Billion
8.5.10. FOOD PROCESSING
Summary 200.9 million hectares of the Gross Cropped Area in 2013-14.
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141.4 million hectares of Net Sown Area. 127 agro-climactic zones 9 Mega Food parks operationalized, 42 got sanctioned. Nivesh Bandhu, an investor one-stop platform
Statistics The Food Processing Industry has emerged as one of the important segment in terms of its contribution to Indian economy, as it contributes 9 % and 11% of GDP in Manufacturing and Agriculture sector respectively. Gross Value Added by agriculture & allied sectors stands at 322. 01 USD’ billion, contributing approximately 17% to total GVA in 2015-16. The share of Food Processing Sector in GVA of manufacturing sector was 8.71% and in that of agriculture, forestry and fishing stands at 10.04% in 2015-16. The average annual growth rate (AAGR) of Food Processing Sector for the period 2011-12 to 2014-15 has outnumbered as that of agriculture, standing at 2.26% as compared to 1.69%. The number of registered food processing units has increased from 37,450 in 2013-14 to 38,608 in 2014-15. Investment in Fixed Capital in registered food processing sector has grown from 25.90 USD’ billion in 2013-14 to 29.53 USD’ billion in 2014-15, witnessing a growth rate of 14%. Food Processing Industry stands as one of the major employment intensive industry, constituting 12.77 % of employment generated in all manufacturing factories registered under Factories Act 1948. Additionally, the sector constitutes 13.72% of employment in unregistered manufacturing sector. The sector makes up for 13% of India’s exports and 6% of total industrial investment. Additionally, the sector is considered as the 13th largest recipient of FDI in India
8.5.11. IT and BMP
Summary IT-BPM sector accounts for largest share in total Indian services export (45%). IT-BPM sector accounts for 56% of the total global outsourcing market. 640 offshore development centers in more than 80 countries. Indian IT & BPM industry is expected to grow to USD 300 billion by 2020.
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IT - BPM sector constitutes ~ 9.3% of India's GDP. IT-BPM is the largest private sector employer - delivering 3.7 million jobs
Statistics IT BPM industry revenues (excluding hardware) is estimated at around USD 130 billion (2015-16). Exports from the IT-BPM industry stands at USD 107.8 billion for Financial Year 2015-16 (Segment wise breakup is as under): IT services - USD 61.0 billion The BPM industry exports - USD 24.4 billion ER&D and Software Product Development - USD 22.4 billion The IT industry has more than 16000 firms; of which 1000+ are large firms with over 50 delivery locations in India. The IT-BPM industry is the largest private sector employer – delivering 3.7 million jobs. The sector accounts for 45% share in total services export from the country. India is ranked as the 3rd largest tech based start-up hub in the world with over 4200 start-ups in the country
8.5.12. Leather
Summary Indian leather sector stands at USD 17.85 billion (Exports – USD 5.85 billion, Domestic Market – USD 12 billion). India accounts for 12.93% of the world’s leather production of hides/skins. High Growth projected in the next five years. Indian leather industry has one of the youngest workforce with 55% of workforce below 35 years of age. India is the second largest producer of footwear and leather garments in the world
Statistics Strong Raw Material Base: 1. A strong base for raw materials – India is endowed with 20% of the world’s cattle and buffalo and 11% of the world’s goat and sheep population.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 2. India produces 2.5 billion sq. feet of leather, accounting for about 13% of global production. The Indian Leather Industry comprises of major segments namely Footwear, Finished Leather, Leather Goods, Leather Garments, Footwear Components and Saddlery and Harness. All these segments have high growth potential. Per capita consumption of footwear in India projected to increase upto 4 pairs and total domestic consumption is expected to reach upto 5 billion pairs by 2020. Great opportunity to set-up manufacturing facility of footwear components, considering increasing demand for fashion footwear in India
8.5.13. Media and Entertainment
Summary INR 204 Billion film industry by 2019. INR 1,026 Billion in 2014 revenues. Second largest TV market in the world. 168 Million television households in 2014. INR 45 Million animation industry. 800 TV channels
Statistics India has 168 Million television households, 99,7000 newspapers, close to 2,000 multiplexes and close to 300 Million Internet users – second largest base after China, and is expected to reach out to 640 million by 2019. By 2019, digital advertising is projected to have the highest CAGR of 30.2%, while all other sub-sectors are expected to grow at a CAGR between 8% and 18%. Overall, the industry is expected to register a CAGR of 13.9% to touch INR 1,964 Billion by 2019
8.5.14. MINING
Summary Mining sector is one of the core sectors of economy. It provides basic raw materials to many important industries.
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Mining sector (including fuel, atomic, major and minor minerals) contributed about 2.4% of GDP in 2014-15 as per the data released by Central Statistical Organization under Ministry of Statistics & Program implementation. India is a mineral rich country and has favorable geological milieu which is yet to be fully explored, assessed and exploited. Its geological setup is similar in many ways to that of resource rich countries like Canada, Australia, Brazil, South Africa, Chile and Mexico etc. Exploration activities in India are mostly carried out by Geological Survey of India (GSI), Mining Exploration Corporation Limited (MECL), various State Directorates of Geological Mining (DGMs), public sector undertakings (PSU) and private sector entities both domestic and subsidiaries of many global companies. India total land area 3.2875 million sq. km out of which, GSI has identified 0.571 million sq. km. as Obvious Geological Potential (OGP) area for minerals.
Obvious Geological Potential (OGP) Area Mineral Area (sq. km.) Gold 1,02,809 Diamond and Precious Stones 3,00,000 Base Metals 1,81,150 Platinum Group of Elements 8,130 Iron ore 5,135 Manganese ore 4,600 Chromite 2,690 Manganese 6,000 Tin and Tungsten 1,300 Bauxite 32,520
The Mines & Minerals (Development & Regulation Act), which governs the mineral sector, has been amended recently, by the Government. The amendment removed discretion by instituting auction to be sole method of grant of major mineral concessions and, thereby bringing in greater transparency. It also provided the much-needed impetus to the mining sector by deemed extension of mining leases. India has a liberalized FDI up to 100% in mining under automatic route Transferability of captive leases, allowed by recent amendment in MMDR Act in 2016
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Statistics India produces as many as 88 minerals which includes 4 fuels minerals, 3 atomic minerals, 26 metallic & non-metallic minerals and 55 minor minerals (including building and other materials). INDIA’S MINERAL PRODUCTION India’s India’s Mineral India’s rank India’s Rank Production Reserves Iron Ore 6 % 4th 4 % 6th Manganese 5 % 6th 8 % 5th Bauxite 5 % 6th 3 % 8th Chromite 14 % 3rd 12 % 3rd Barytes 19 % 2nd 13 % 2nd Zinc 6 % 6th 5 % 5th Talc 15 % 2nd 8% 6th
8.5.15. OIL and GAS
Summary 635 million metric Tonnes (MMT) of proven oil reserves (2P). 54 trillion cubic Feet of proven natural gas reserves and 96 trillion cubic Feet of estimated Shale gas reserves. Third largest consumer of crude oil and petroleum products in the world and second largest refiner in Asia. 60% of the prognosticated reserves of 28,000 MMT are yet to be harnessed Regasified Liquified Natural Gas (RLNG) regasification facility is likely to increase from 47.5 MMTPA* by 2022 from a current level of 22 MMTPA. *million metric tonnes per annum
Statistics The oil and gas industry ranks amongst India's eight core industries. India was the third largest consumer of oil in the world in 2015, after the United States & China. Oil imports constitute about 81% of India's total domestic oil consumption in 2015-16. Oil and gas contributes about 34.4% to primary energy consumption in India. During 2015, natural gas constituted about 6.5% of the total energy mix
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India had 54 Trillion cubic feet of proven natural gas reserves at the beginning of 2015. Approximately 34% of total reserves are located onshore, while 66% are offshore. India has 230.066 MMTPA of refining capacity with a surplus refining capacity of about 15%, making it the second largest refiner in Asia after China. Private & joint venture companies own about 41% of total capacity. India is the fourth-largest LNG (Liquified Natural Gas) importer in 2015 and accounted for 6.4% of global imports. India held nearly 635 MMT of proven oil reserves at the beginning of 2015, mostly in the western part of the country. About 49% of reserves are onshore resources, while 51% are offshore
8.5.15. PHARMACEUTICALS
Summary At the same time, Indian pharmaceuticals market is expected to touch USD 55 billion by 2020 from USD 36.7 billion in 2016, growing at a compound annual growth rate (CAGR) of 15.92 per cent By 2020, India is likely to be among the top three pharmaceutical markets by incremental growth and sixth largest market globally in absolute size There are over 10,500 manufacturing units and 3,000 pharma companies in India. Over 60,000 generic brands exist across 60 therapeutic categories India accounts for 20% of global exports in generics, making it the largest provider of generic medicines globally. Indian vaccines are exported to 150 countries
Statistics India’s total exports of Pharmaceuticals (APIs, Generics and Alternative system of medicine) during 2016-17 was USD 16.8 billion India has a market share of almost 42% of Generic drugs produced globally, a market size of Africa and Middle East put together. North America is India’s largest export market, receiving over 34% of India’s pharmaceuticals exports. Africa is the second largest, receiving over 19% of India’s exports. The Indian pharmaceutical industry is largely dominated by generics drugs as the industry earns around 70% of its revenues from the same.
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India’s Pharmaceutical industry has filed the highest number of Drug Master Files (DMFS) with USFDA and by the end of year 2016, number of filings stands at 3,950. India’s Abbreviated New Drug Applications (ANDAS) totaling over 4,000 by June 2017
8.5.16. Ports and Shipping
Summary India has 12 major ports and 64 minor ports handling Export Import cargo. The total cargo handling capacity of Major ports during 2016-17 was 1065.83 MTPA. In 2016-17, 57 projects worth USD 14 billion created an additional capacity of 103.52 MTPA. Budget 2018-19 allocation to Ministry of Shipping stands at USD 289 million
Statistics Over 7500 kilometres of coastline with 12 major and about 205 notified Non- major Ports. 90% of the country's trade by volume and 70% by value is moved through maritime transport. With substantial focus on capacity enhancement and infrastructure development, cargo handling capacity at major ports increased to 1065.83 MTPA in 2016-17 from 744.91 MTPA in 2012-13. During 2016-17, the traffic handled by major ports was 648.40 million tonnes, witnessing an increase in traffic by 11% from 2014-15. The traffic handled at non-major ports stands at 485.213 million tonnes. There has been a steady decrease in average turnaround time from 87.36 hours in 2015-16 to 82.56 hours in 2016-17 and approximately 63.33 hours in 2017-18. The Average Output per Ship per Berthday increased from 13156 tonnes in 2015- 16 to 14583 tonnes in 2016-17 and further to approximately 14912 tonnes in 2017-18. In 2016-17, 57 projects worth USD 14 billion created an additional capacity of 103.52 MTPA. Further, in 2017-18, 59 additional projects have been targeted. Port led development was given a big push with the Sagarmala project, involving an investment of USD 14.06 billion covering 142 port projects.
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Cargo handled at ports during the period April’2017- January’ 2018: Petroleum, Oil and Lubricants ( 33.74%, followed by Container (19.70%), Thermal & Steam Coal (13.72%), Other Misc. Cargo (12.09%), Coking & Other Coal (7.60%), Iron Ore & Pellets (6.72%), Other Liquid (4.15%), Finished Fertilizer (1.17%) . 12 major ports in India handle approximately 57% of total Cargo traffic
8.5.17. RAILWAYS
Summary Indian Railways network spans more than 66030 kms, making it the world’s third largest rail network. India has the fourth largest rail freight carrier in the world and has the largest passenger carrier. Indian railways carry around 3.04 million tonnes and 22.4 million passengers of freight every day. 1.3 million strong work force in Indian Railways
Statistics Increasing urbanization coupled with rising incomes (both urban and rural) is driving growth in the passenger segment. Growing industrialization across the country has increased freight traffic over the last decade. Both passenger and freight traffic volumes have increased steadily in the recent years. While freight traffic witnessed a CAGR of 2.63% during 2010-2017, passenger traffic has registered a marginally lower CAGR of 0.85% during the same period. The sector runs 13,329 trains carrying approximately 22.4 million passengers daily and connecting more than 7349 stations . Indian Railways runs more than 9221 freight trains, carrying about 3.04 million tonnes of freight every day. The sector total track length is 121407 Km . It also comprises 70,937 coaches , 2, 77,987 wagons and 1.3 million employees. During the year 2017-18, 48 trains speeded up to the category of superfast trains with an average speed of 55kmph and above. A total of 3675 bridges have been repaired/ rebuilt over the period 2012-13 to 2016-17
8.5.18. RENEWABLE ENERGY
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Summary 4th Largest wind power capacity in the world. Highest ever wind power capacity addition of 5.5 GW in 2016-17 6th Largest solar power capacity in the world. Highest ever solar power capacity addition of 5.5 GW in 2016-17 World’s largest ground based solar power and world’s largest rooftop solar plant are both in India Biomass power includes installations from biomass combustion, biomass gasification and bagasse co-generation, for which capacity stands at 8.1 GW, as on November 2017 In accordance with the COP21 Paris accords, the Government of India has set a target of adding 175 GW of renewable power in the country by 2022, which will offer massive investment opportunities across the value chain
Statistics Largest ever Wind Power capacity addition of 5.5 GW in 2016-17, exceeding target by 38%. During 2017-18, a total 0.5 GW capacity has been added till November 2017, making cumulative achievement 32.7 GW. Now, in terms of wind power installed capacity, India is globally placed at 4th position after China, USA and Germany. Biggest ever Solar Power capacity addition of 5.5 GW in 2016-17. During 2017-18, a total 4.3 GW capacity has been added till November 2017, making cumulative achievement 16.6 GW (including 863.92 MW Solar Roof Top) 142,000 Solar Pump have been installed in the Country as on November 2017, including 131,000 installed during last three and half year Solar projects of capacity 23.6 GW have been tendered A capacity addition of 0.59 GW has been added under Grid Connected Renewable Power since last three and half years from Small Hydro Power plants Biomass power includes installations from biomass combustion, biomass gasification and bagasse co-generation making a cumulative achievement to 8.1 GW Family Type Biogas Plants mainly for rural and semi-urban households are set up under the National Biogas and Manure Management Programme (NBMMP). During 2017-18, against a target of 110,000 biogas plants, 15,000 biogas plants installations have been achieved, making a cumulative achievement to nearly 5 million biogas plants as on November 2017
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Summary India with 47 km of road length has one of the largest road networks in the world. 1, 15,435 km of National Highways as on 30.06.2017. National Highways awarded in 2016-17- 15,948 kms. National Highways constructed in 2016-17- 8,231 kms. Around 6502.74 kms. of National Highways are targeted to be awarded in 2017- 18. 83,677 kms of highway sector projects proposed to be implemented with an overall cost of USD 106 billion over the period 2017-18 to 2021-22. The type of PPP project implementation models used in the highways sector are Build Operate Transfer (BOT) Toll, BOT (Annuity) and Special Purpose Vehicles (SPV). Budgetary allocation for 2018-19 stands at USD 10.92 billion to Ministry of Road Transport & Highways. The implementation agencies of MoRTH includes the following: o National Highways Authority of India (NHAI) o State/UTs PWD (Public Works Department) o National Highway and Infrastructure Development Corporation Limited (NHIDCL) o Border Roads Organization (BRO STATISTICS The length of National Highways has grown from 91,287 kms on 31.03.2014 to 1, 15,435 km as on 30.06.2017. National Highways, although constituting 2% of total road network, carry 40% of the total Road traffic. During 2002-16, 369 Road & Highway projects undertaken under PPP mode. National Highways Awarded in 2016-17 -15948 kms. , as against 10098 kms in 2015-16 and 7972 kms in 2014-15. National Highways Constructed in 2016-17-8231 kms. , as against 6061 kms in 2015-16 and 4410 kms. in 2014-15. Efficiency Parameters during 2017-18 are : o Average Construction of road in km/day-22.55 kms. o Average Award of Works in Km/day-43.70 kms. o % of Toll Plazas covered with Electronic Toll Collection System-98.3%. Achievements for the period April-March (2017-18) are : o 8,088 kms. of road length awarded. o 7,589 kms. of construction completed.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) o 2,156 kms. of highways tolled. 85% Indians are solely dependent on public transport. 70 million passengers use State Road Transport Undertaking buses on a daily basis
8.5.20. SPACE
Summary India’s space programme stands out as one of the most cost-effective in the world. 33 countries and three multinational bodies have formal co-operative arrangements in place with the Indian Space Research Organisation (ISRO). 30 spacecraft in differing orbital paths
Statistics Space activities in the country were initiated with the setting up of the Indian National Committee for Space Research (INCOSPAR) in 1962. The ISRO was established in August 1969. The Government of India constituted the Space Commission and established the Department of Space (DOS) in June 1972 and brought ISRO under DOS in September 1972. Polar Satellite Launch Vehicle (PSLV), in its 21st flight (PSLV-C19), launched India’s first radar imaging Satellite (RISAT-1) from Sriharikota on April 26, 2012 of which one orbited India’s Radar Imaging Satellite (RISAT-1) and the other a French Remote Sensing Satellite SPOT-6 and the Japanese satellite PROITERES. In its 22nd flight (PSLV-C21), PSLV successfully launched the French earth observation satellite SPOT-6, along with Japanese micro-satellite PROITERES from Sriharikota on 09.09.2012. India’s heaviest communication satellite, GSAT-10, was successfully launched by Ariane-5 VA 209 from Kourou, French Guiana on 29.09.2012. PSLV, in its 23rd flight (PSLV-C20), successfully launched Indo-French Satellite SARAL along with six smaller foreign satellites from Sriharikota on 25.02.2013. ISRO currently has a constellation of nine communication satellites, 1 meteorological satellite, 10 earth observation satellites and one scientific satellite.
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PROJECTS GSLV III: It is designed to launch heavier communication satellites weighing 4500 to 5000 kg, it would also enhance the capability of the country to be a competitive player. GSLV is designed to put satellites to geosynchronous transfer orbit, an intermediate orbit to which satellites ultimately destined for geostationary are normally taken by launchers. Chandrayaan II: India second moon mission, Chandrayaan II, set to be launched in 2016-17, will have a soft land over a wheeled robotic vehicle to explore the landing area. Manned mission to Space. Mars Orbiter Mission. PSLV: The PSLV is capable of launching 1600 kg satellites in 620 km sun- synchronous polar orbit and 1050 kg satellite in geo-synchronous transfer orbit.
THE 5 FOREIGN SATELLITES: SPOT-7 Country: France Mass: 714 kilograms Objective: Earth Observation satellite, similar to SPOT-6. Will form part of the existing earth observation constellation. NLS.1 & NLS7.2: Country: Canada Mass: 15 kilograms Objective: Experiments on formation flying of two satellites which are very near to each other in orbit, using GPS. VELOX-1: Country: Singapore Mass: 7 kilograms Objective: Experiments technology demonstration of satellite-based cameras and associated systems. AISAT: Country: Germany Mass: 14 kilograms Objective: A global sea-traffic monitoring system
8.5.21. TEXTILES & GARMENTS
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Summary The Indian Textile industry is one of the largest in the world with a large raw material base and manufacturing strength across the value chain India is the largest producer and the second largest exporter of cotton in the world. India is also the leading consumer of cotton. At 50% of world production, India is the largest producer of raw jute and jute goods in the world India is also the second largest producer of silk in the world The Mill sector, with 3,400 textile mills having installed capacity of more than 50 million spindles and 842,000 rotors is the second largest in the world With 45 million people employed directly, the textile sector is one of the largest sources of employment generation in the country The Textile sector in India is dominated by women workers, with 70% of the workforce being women
Statistics The Textile industry contributes to 7% of industry output in value terms, 2% of India’s GDP and to 15% of the Country’s export earnings India has the largest acreage with 12.2 million hectares under cotton cultivation, which is around 42% of the World area of 29.3 million hectares. Producing an estimated 6.5 million tons during 2017-18
8.5.22. THERMAL POWER
Summary Total coal reserves stood at 301.564 billion tonnes, out of which 125.909 billion tonnes were proven reserves (as on 01/4/14). Proven natural gas reserve measure up to 1488.73 billion cubic meters (as on 01/4/15). Fifth largest producer and consumer of electricity. 100% FDI permitted under automatic route in the power sector. STATISTICS With a production of 1108 TW, India is the world’s fifth largest producer and consumer of electricity with a total demand of 1905 TW expected by 2022. The power sector accounts for almost a quarter of the projected investments amongst all the infrastructure sectors between 2012-17. A Total Thermal Installed Capacity of 211.67 GW as of May, 2016
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Growth Drivers Expansion in industrial activity to boost demand for electricity. A growing urban & rural population is likely to boost demand for energy. Increasing market penetration and per-capita usage will provide further impetus to the energy industry. Ambitious projects and increasing investments across the value chain in various sectors
8.5.23. TOURISM AND HOSPITALITY
Summary USD 21.07 billion in Foreign Exchange Earnings (FEEs) through tourism during 2015 (4.1% Growth Rate over 2014) 1290.12 million Domestic Tourist Visits during 2014 India is host to 35 world heritage sites, 10 bio-geographical zones and 26 biotic provinces. India was host to 8.03 million Foreign Tourist Arrivals (FTAs) during 2015 India has 21 Central institutes of hotel management In India, 78 jobs are created with every USD 1 million invested in the sector
Statistics Tourism is a big employment generator – every USD 1 million invested in tourism creates 78 jobs Tourism is the third largest foreign exchange earner after gems, jewellery and readymade garments In 2015, Foreign Exchange Earnings (FEE) from tourism were USD 21.071 billion as compared to USD 20.236 billion in 2014, registering a growth of 4.1% India registered 8.03 million FTAs in 2015, registering an annual growth of 4.5% over the previous year The number of domestic tourist visits in India during 2014 was 1290.12 million as compared to 1142.53 million in 2013, recording a growth rate of 12.92% FTAs (Provisional) from January to May 2016 were 3.64 million, an increase of 9.1% over the same period of previous year FEEs (Provisional) from January to May 2016 were USD 9.58 billion, an increase of 14.4% over the same period of previous year
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Growth Drivers A growing recognition of tourisms contribution to employment and economic growth. The availability of better infrastructure, focused marketing and promotion efforts, liberalisation of air transport, the growth of online travel portals, growing intra-regional cooperation and more effective Private Public Partnerships (PPPs) are seen as key drivers for tourism in the next decade More than half of the Ministry of Tourisms Plan budget is channelised for funding the development of destinations, circuits, mega projects as well as rural tourism infrastructure projects There is a renewed focus on skill development in the travel and tourism sector – 21 government-run hotel management and catering technology institutes and 10 food craft institutes have been established to impart specialised training in hoteliering and catering Commencing from 27th November 2014 e-Tourist Visa facility has been made available for citizens of 150 countries arriving at 16 airports in India as on date. During 2015, a total number of 4,45,300 Visas on Arrival were issued as compared to 39,046 Visas on Arrival during 2014, which amounts to a growth of 1040.4% The Tourist Visa on Arrival (TVoA) was renamed as Electronic Travel Authorisation (ETA) on 15th April, 2015. Currently the ETA facility is available for 150 countries. This is expected to have a significant positive impact on foreign tourist arrivals in India Recently, the Indian government has also released a fresh category of visa - the medical visa or M visa, to encourage medical tourism in India. Short term medical visa under existing E-Tourist scheme is included
8.5.24. WELLNESS
Summary Second largest exporter of Ayurvedic and alternative medicine in the world. INR 490 Billion wellness market. 6200 indigenous herbal plants. INR 1 trillion wellness market by 2015. Potential to generate three million job opportunities.
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The country has developed vast AYUSH infrastructure comprising of 736,538 registered practitioners
Statistics India’s wellness market is estimated at INR 490 Billion, and wellness services alone comprise 40% of the market. The AYUSH sector has an annual turnover of around INR 120 Billion. The sector is dominated by micro, small and medium enterprises, accounting for more than 80% of the enterprises, located in identifiable geographical clusters. The products market is worth about INR 40 Billion with over-the-counter products such as digestives, health food and pain balms, constituting almost 75% the segment. India has 9,000 units engaged in the manufacture of AYUSH drugs. The biggest markets for Indian herbal products are Western Europe, Russia, USA, Kazakhstan, UAE, Nepal, Ukraine, Japan, Philippines, Kenya etc. India has over 8000 medicinal plants found in the Himalayan region, around its coastline, deserts and rainforest eco-system. More than 32 Million people are practicing yoga in the USA alone. The demand for yoga across the world is growing exponentially
Financial Support A scheme has been envisaged for the development of AYUSH clusters, for creating a Common Facility Centre for standardisation, quality assurance and control, productivity, marketing, infrastructure and capacity-building through a cluster- based approach. Central Sector Scheme for promotion of international cooperation in AYUSH which provides for international exchange of experts and officers, incentive to drug manufacturers, entrepreneurs, AYUSH institutions etc. for international propagation of AYUSH by participating in international exhibitions, trade fairs, road shows etc. and registration of AYUSH products (Market Authorisation) at regulatory bodies of different countries such as USFDA/EMEA/UK- MHRA/NHPD/TGA etc. for exports, support for international market development and AYUSH promotion-related activites, translation and publication of AYUSH literature/books in foreign languages. A centrally-sponsored scheme has been set up for specialised AYUSH facilities in government tertiary care as well as AYUSH hospitals in PPP mode.
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The Central Sector Scheme to provide support for Conservation, Development and Sustainable Management of Medicinal plants aims at ex-situ/in-situ conservation, awareness creation, R&D, herbal gardens, etc. and a centrally sponsored scheme "National AYUSH Mission" (NAM) to support cultivation of medicinal plants on farmer's lands on mission mode. Provisions have been made for the North-eastern region in this sector. The Scheme for Hospitals and Dispensaries, under NRHM including AYUSH flexi- pool, continues to provide assistance to states for integrating AYUSH in the national health care network, creating AYUSH facilities in PHCs/CHCs/District Hospitals. The AYUSH Sector Innovation Council has been instituted by the Government of India
8.6. Industrial Corridors planned to facilitate Make in India
Source http://www.makeinindia.com/live-projects-industrial-corridor
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Nine; Sustainability & Banking 9.1. Explanation This section focuses on the role of commercial and investment banks in sustainable development. It examines recent trends in banking and sustainable development, innovative banking practices, and events that have shaped the role of the banking sector in sustainable development.
The integration of sustainability into the banking sector has taken two key directions: The pursuit of environmental and social responsibility in a bank's operations through environmental initiatives (such as recycling programs or improvements in energy efficiency) and socially responsible initiatives (such as support for cultural events, improved human resource practices and charitable donations); The integration of sustainability into a bank's core businesses through the integration of environmental and social considerations into product design, mission policy and strategies. Examples include the integration of environmental criteria into lending and investment strategy, and the development of new products that provide environmental businesses with easier access to capital.
The second of these categories has the potential to influence business on a larger scale. By integrating sustainability into a bank's business strategy and decision- making processes, institutions can support environmentally or socially responsible projects, innovative technologies and sustainable enterprises.
While banks play a crucial role in promoting sustainable development, the industry got off to a late start in acknowledging sustainability as an item on its agenda. In the 1990s, however, it started to play a more active role in sustainable development. The major shift happened when bankers realized poor environmental performance on the part of their clients represented a threat to their business success.
The interdependency between a bank's profitability and the environmental record of its clients has influenced the business strategy of both banks and their corporate clients. This has happened in several ways. In particular:
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) To decrease their exposure to environmental liability and to improve risk management, bankers started to look more closely at the environmental performance of their clients. They developed mechanisms to assess the environmental risk exposure of their customers, and to protect themselves from potential losses. This growing concern about clients' environmental performance, manifested in lending and investments decisions, began to act as an additional driver of sustainability in the private sector. Companies were given one more reason to pursue environmentally and socially sound solutions.
9.2. Impact Investments Impact investments and sustainable investing is gaining limelight. Simple put investors are keen to invest in companies and projects which are not damaging / less damaging to ecology, environment and people. Investing in such projects or products or companies is called impact investing / sustainable investing.
Sustainable finance refers to any form of financial service integrating environmental, social and governance (ESG) criteria into the business or investment decisions for the lasting benefit of both clients and society at large.
A sustainable financial centre is a financial marketplace that, as a whole, contributes to sustainable development and value creation in economic, environmental and social terms. In other words, one that ensures and improves economic efficiency, prosperity, and economic competitiveness both today and in the long-term, while contributing to protecting and restoring ecological systems, and enhancing cultural diversity and social well-being.
Activities that fall under the heading of sustainable finance, to name just a few, include sustainable funds, green bonds, impact investing, microfinance, active ownership, credits for sustainable projects and development of the whole financial system in a more sustainable way.
Financial institutions are increasingly adopting global standards for environmental and social risk management and developing sustainable finance products.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 9.3. Mission investing by foundations Mission investments are investments made by foundations and other mission- based organizations to further their philanthropic goals. They include any type of investment that is intended and designed to generate both a measurable social or environmental benefit and a financial return:
Program-related investments (PRIs) or other concessionary (below-market rate) investments are primarily made to achieve programmatic rather than financial objectives. This category includes grant support, equity (stock), subordinated loans, senior loans, below-market cash deposits and loan guarantees. For private foundations, PRIs count towards the required 5 percent annual payout. Market-rate investments (MRIs) expected to generate a market-rate financial return on investment comparable to an ordinary investment of a similar type and risk profile. They are designed to have a positive impact while contributing to the foundation’s long-term financial stability and growth. This category includes market-rate cash deposits, fixed income (bond), private equity and public equity (stocks)
9.4. For financial institutions, sustainability has two components: Managing environmental and social risks. Financial institutions can strengthen their portfolio by systematically evaluating environmental and social risks of lending and investment activities in order to minimize financial, liability and reputational risks arising from environmental and social issues.
Identifying and taking advantage of environmental business opportunities. Identifying opportunities for innovative product
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) development in new areas related to sustainability entails creating financial products and services that support commercial activities with environmental and social benefits. A growing cluster of these opportunities has evolved and includes renewable energy, energy efficiency, cleaner production processes and technologies, carbon finance, and sustainable supply chains. By effectively managing environmental and social opportunities and risks together, financial institutions create long-term value for their business. Business models that address these two dimensions are helping financial institutions differentiate themselves from competitors, improve their reputation among key customers and stakeholders, attract new capital, and generate goodwill and support from stakeholders through increased transparency.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India)
Source: http://www.worldbank.org/en/news/feature/2015/11/08/rapid-climate-informed-development-needed-to-keep-climate-change-from- pushing-more-than-100-million-people-into-poverty-by-2030
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Ten; Sustainability & Information Technology 10.1. Meaning & Definitions Sustainable, or "green," IT is a catch-all term used to describe the manufacture, management, use and disposal of information technology in a way that minimizes damage to the environment. As a result, the term has many different meanings, depending on whether you are a manufacturer, manager or user of technology.
Sustainable IT builds on the principles of Green IT – reducing the environmental impact of our IT products and infrastructure – while adding aspects of social such as working environment and socially responsible manufacturing of IT products responsibly
By developing a sustainable IT strategy, organizations can lower their environmental impact, reduce costs and show a commitment to social responsibility
Sustainable IT is becoming increasingly important in the eyes of many organizations. A survey of organisations of all sizes across both the government and corporate sectors found that 80 percent of IT decision makers believe that implementing Sustainable IT in their organizations is important and 49 percent cite positive reputation as one of the greatest benefits. However, 51 percent of IT decision makers cite cost as a barrier to implementing Sustainable IT technologies, 25 percent cite complexity of implementation and maintenance, and 21 percent cite potential disruptions to current IT systems.
10.2. Sustainable IT includes Product service systems: also known as sustainable services and systems and eco- efficient services. There are several product service systems topologies.. In this topology, customers purchase the services of some or all IT hardware and software products through leasing, renting, sharing or pooling while the vendor maintains the ownership, responsibility and stewardship of the products. The aims are to remove aged technology with minimal environmental impact while customers maximize their investment on their IT systems. Vendors can be either an external company or the customer’s IT business function, operating largely independently.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Sustainable IT products: i.e. those items of client and data centre equipment that are resource efficient to manufacture, transport and operate, and have low-to-no adverse health impacts on people and the environment throughout their lifecycles. 10.3. Initiatives of Fuji Xerox to realize a future where people join hands to create value in society Source https://www.fujixerox.com/eng/company/sr/2015/edit.html
Section Eleven; Sustainable Manufacturing 11.1. The Business Case for Sustainable Manufacturing: A growing number of companies are treating "sustainability" as an important objective in their strategy and operations to increase growth and global competitiveness. This trend has reached well beyond the small niche of those who traditionally positioned themselves as "green," and now includes many prominent businesses across many different industry sectors. In many cases, these efforts are having significant results.
11.2. Reasons why companies pursue sustainability: Increase operational efficiency by reducing costs and waste Respond to or reach new customers and increase competitive advantage
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Protect and strengthen brand and reputation and build public trust Build long-term business viability and success Respond to regulatory constraints and opportunities
Companies engaged in sustainability efforts include those of all sizes, ages and sectors. Companies move forward along the path to sustainability by improving performance and reducing their resource footprint.
11.3. Ways that companies progress further on the path to sustainability include: Address sustainability in a coordinated, integrated and formal manner, rather than in an ad hoc, unconnected and informal manner Focus on increased competitiveness and revenues rather than primarily focusing on cost-cutting, risk reduction and improved efficiency Use innovation, scenario planning and strategic analysis to go beyond compliance Integrate sustainability across business functions Focus more on the long term Work collaboratively with external stakeholders
Section Twelve; Alternate fuels for vehicles
12.1. Cars today can be driven on the following fuels 1. Liquefied Petroleum Gas (LPG, commonly known as propane) 2. Compressed Natural Gas (CNG) 3. Liquefied Natural Gas (LNG) 4. Methanol (M85) 5. Ethanol (E85) 6. Biodiesel (B20) 7. Electricity 8. Hydrogen
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 12.1.1. Liquefied Petroleum Gas (LPG) Liquefied petroleum gas, as the name suggests, is partly a byproduct of petroleum refining. It consists of hydrocarbons that are vapors, rather than liquids, at normal temperatures and pressures, but which turn liquid at moderate pressures; its main constituent is propane, and it is sometimes referred to by that name. It is also somewhat cheaper than gasoline in most places at most times, when you compare the price of a gallon of gasoline with the price of the somewhat larger volume of LPG needed to drive the same distance.
Because LPG enters the engine as a vapor, it doesn't wash oil off cylinder walls or dilute the oil when the engine is cold, and it also doesn't put carbon particles and sulfuric acid into the oil. Thus an engine that runs on propane can expect a longer service life and reduced maintenance costs. (Incoming liquid gasoline cools the combustion chamber and valves as it vaporizes, so you might expect, for example, that you'd need a valve job more often on an LPG-burning engine because the gaseous fuel doesn't give this cooling effect. However, modern valve and valve- seat materials, designed for unleaded gasoline, don't have problems with the "dry" fuel. More recently, direct injection of LPG in the liquid state, with attendant cooling effect as well as improved emissions control, is being tested.) Its high octane rating (around 105) means that power output and/or fuel efficiency can be increased, without causing detonation ("knocking"), in a vehicle that isn't required to run on gasoline as well.
Its somewhat lower energy content compared to gasoline means you need a slightly bigger tank to get the same driving range; the tank will also be heavier because it has to be strong enough to withstand the LPG storage pressure. Mostly because of the special fuel tank, a vehicle that runs on LPG will typically be somewhat more expensive 12.1.2. Compressed Natural Gas (CNG) Natural gas can be imported through pipelines or as a cryogenic (super-cold) liquid on special tanker ships, but because this is a lot harder than pouring crude or refined oil into a tanker or a pipeline In order to store a reasonable amount of fuel (i.e., enough to drive a reasonable distance before refueling), natural gas has to be compressed to around 200 times atmospheric pressure--or even more for the tanks aboard large buses! This is like the pressure a mile and a quarter under the ocean, and requires special compressors to be "tapped into" the pipelines.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Compressed natural gas is like liquefied petroleum gas (LPG) in many ways, It is very easy on the engine, giving longer service life and lower maintenance costs. CNG is the least expensive alternative fuel, when you compare equal amounts of fuel energy,
As with LPG, because the fuel tanks have to withstand such enormous internal pressures, they are incredibly tough, with good results for safety. In addition, because natural gas is lighter than air and has very narrow flammability limits, if a leak develops it is very likely that the fuel will dissipate harmlessly into the air without causing a danger of ignition or explosion. Again, CNG is like LPG, is many other ways which are disadvantageous, The tanks are quite bulky and heavy, about three times more so than LPG tanks 12.1.3. Liquefied Natural Gas (LNG) Liquefied natural gas for vehicles comes from the same sources as compressed natural gas (CNG), or for that matter as the gas that cooks your dinner. Unlike liquefied petroleum gas (LPG), which is changed from a vapor to a liquid at room temperature by application of pressure, LNG has to be cooled to very low temperatures in order to cause it to liquefy; this makes it hard to transport via tanker, and it is usually liquefied at the dispensing station.
LNG is somewhat behind CNG in retail availability, because of the added complexity of a cryogenic (ultra-cold) liquefying station compared to a compressor station. However, there are projects being undertaken (like the Clean Cities Corridors program in United States of America) to construct enough refueling stations along major trucking highways to allow LNG-powered long-haul trucks to replace diesels along some routes.
The liquefaction process amounts to a distillation, so the fuel is essentially pure methane. Also, LNG is a somewhat less bulky and heavy way to store natural gas than as CNG in high-pressure tanks.
Though LNG tanks are less bulky and heavy than CNG tanks, they are still more so than tanks for liquid fuels like gasoline, diesel, or alcohols. They are also more complex and expensive because they have to insulate the fuel very well in order to prevent it from warming up and boiling off too fast.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 12.1.4. Methanol (M85) Methanol is typically made from natural gas; though it is possible to produce it by fermenting biomass (this is why it is sometimes called "wood alcohol"), this is not economically competitive yet. Because it is easier to transport natural gas to a distant market by converting it to methanol, which is a liquid at ordinary temperatures and pressures, than by chilling and liquefying it or by building a long pipeline, some petroleum-exporting countries are looking at exporting their "waste" natural gas (which they currently "flare off" in huge flames) by converting it to methanol;
Alcohol fuels like M85 are perhaps the most "transparent" alternative fuels to the user, i.e., they are the least distinguishable from gasoline in how you buy and use them, which should ease acceptance. The fuel system of a car or truck only needs to be slightly changed (somewhat different materials, bigger fuel injectors, and a fuel composition sensor) in order for it to run on M85, and recently automakers have been offering M85 vehicles at no extra cost over their gasoline counterparts (or even for slightly less money), though at present automakers seem to be more interested in ethanol (E85).
Methanol is more corrosive than gasoline (though it is less toxic, and not carcinogenic); this is why an automaker needs to change some of the materials in the fuel-handling systems of both the vehicle and the refueling station to materials that can withstand attack by the fuel. Special oil additives are necessary in order to protect the engine. Also, because the mixture of air to fuel is much richer than gasoline (about 8 to 1 by weight, compared to about 14 to 1 for gasoline), there is more liquid fuel available to wash oil off of cylinder walls during a cold start. Some early methanol users experienced durability problems, but development work has been making steady progress.
The richer fuel/air mixture needed by methanol also means that a given volume of gasoline will take you about 70% farther than the same tank full of M85; most automakers have at least partially compensated for this by putting a larger fuel tank in their M85 vehicles. And the reason that methanol is most commonly used in a mixture with 15% gasoline is to correct for two disadvantages of pure methanol. One is that a methanol flame is colorless, so gasoline is added to give the flame some color so rescuers can tell if a fire is present should an M85 vehicle get into a crash. The other is that methanol, being a pure chemical compound,
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) has a single boiling point, so that it can cause cold-start problems in cold weather, or vapor lock in hot. Gasoline, being a mixture of compounds with different boiling points, always has some components that want to stay liquid and some that want to vaporize at a given temperature, so adding it to methanol confers this flexibility on the M85 mixture. Indeed, some manufacturers recommend mixing additional gasoline with M85 in very cold weather.
12.1.5. Ethanol (E85) Ethanol, or grain alcohol, is produced by fermenting biomass, commonly corn (though other, lower-value feedstocks have been tested in an effort to reduce costs, like brewery waste and cheese-factory effluent). It is thus inherently a renewable resource, and contributes nothing in itself to greenhouse-gas loading of the atmosphere (and with efficient modern farming techniques, there's still an improvement even when you add in the petroleum- based fuel burned to plow the fields, make the fertilizer, etc.). As an alternative motor vehicle fuel, it is usually blended in a mixture of 85% ethanol, 15% unleaded gasoline,
Ethanol, as noted above, is a renewable resource that contributes nothing in itself to global warming concerns. Like methanol, it can be blended with any amount of gasoline in the tank of a flex-fuel vehicle, which is what automakers are selling these days.
12.1.6. Biodiesel (B20) Biodiesel is to petroleum diesel fuel what ethanol (E85) is to gasoline: a substitute fuel made from biomass, which means that it is inherently renewable and, in itself, it contributes nothing to carbon-dioxide loading of the atmosphere. Biodiesel commonly uses soybean or canola oil as its base, but animal fat or recycled cooking oil can also be used. To speed its market introduction, and dilute its additional cost over petroleum diesel fuel, the initial commercial product being studied is a blend of 20% biodiesel and 80% petroleum diesel fuel, (B20.) Biodiesel is not currently widely available,
The main disadvantage of B20, like that of E85, is fuel cost. However, since it requires no changes in hardware (vehicle or refueling) or retraining of mechanics and users, studies have shown that it could be the most cost-effective way for
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) some fleets to meet clean-air requirements (compressed natural gas cuts fuel and maintenance costs, but vehicles must be replaced or converted to use it, and mechanics must be retrained
12.1.7. Electricity Electricity can be made by many means, from the burning of high-sulfur coal to pollution-free photovoltaic cells (or solar cells). Electric vehicles are generally divided into battery and hybrid classes, depending on whether the electricity is generated off-board and stored in a battery or generated by a small on-board power plant.
Hybrid electric vehicles can be designed to run on any fuel, including gasoline or diesel as well as alternative fuels, and can best be thought of as highly-efficient gasoline, diesel, or alternative-fueled vehicles.
Since electricity is available virtually everywhere, electricity for refueling (recharging) is always available that is if you have the right kind of socket into which to plug your electric vehicle.
Conventional cars converted to run on electricity usually are built to plug into ordinary 110-volt wall sockets and/or 220-volt appliance outlets, but modern production electric vehicles are mostly being built with specialized connectors that can speed up the "refueling" process and increase safety.
You can install a recharging station with the right kind of connector for your vehicle in your garage, and in some cities (globally) recharging stations that offer the most popular connectors are being installed in public places (many of them free!).
Electric vehicles have the potential to be by far the cleanest means of transportation, Electric generators and motors are very efficient; even accounting for losses in producing electricity from some fuel, transmitting it over power lines, recharging a battery with it, and feeding it out of the battery to the motor, you still can go a lot farther by burning a given amount of fuel to generate electricity for an electric car than by using it directly in an internal combustion engine.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Moreover, the same electric motor that expends energy to speed a vehicle up can be run as a generator to absorb energy and slow the vehicle down; this is called regenerative braking, and it allows energy to be recovered and put back into the battery that, in a conventional vehicle, simply gets wasted as heat in the brakes. Thus, to go a given distance, you will burn a lot less fuel and generate a lot less pollution if you use it to generate electricity for an electric vehicle than if you use it in a conventional internal-combustion power train.
Second, electric generation is generally done in the cleanest possible manner for a given fuel, and power utilities keep their generators in top condition as a matter of course. Moreover, electric generation is getting cleaner all the time: as time goes on, older, dirtier generating plants are being taken out of service and replaced with newer, cleaner ones, or even with pollution-free solar or wind generators. Thus an electric car will get cleaner over time as the power plants from which it gets its energy are upgraded, and it can switch to fully renewable energy sources without a hiccup as they come online; by contrast, a conventional car, or even one that runs on natural gas, methanol, or another alternative fuel, will get dirtier over time as its catalytic converter and other emission-control features age.
Electric vehicles are by nature low-maintenance, and their simplicity (an electric motor has one moving part, the rotor, in contrast to how many in an internal combustion engine?) means that, when produced in large numbers, their price should be low compared to other vehicles (look how inexpensive and how common electrical appliances and tools are).
Disadvantages; The disadvantage of electric vehicles, at present, is their higher price. Modern electric vehicles have been built only in extremely small numbers-- hundreds, not hundreds of thousands, per year--so economies of scale have not even begun to come into play to bring their prices down.
The biggest disadvantage of electric vehicles is their range. Modern freeway- capable electric vehicles have ranges between recharges of perhaps 60 to 120 miles, which won't get you very far down the road
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 12.1.8. Hydrogen Hydrogen does not occur free in nature; it can be made by "re-forming" natural gas or another fossil fuel, or by using electricity to split ("electrolyze") water into its components of oxygen and hydrogen. In this sense, hydrogen is like electricity: the energy to generate it can be obtained from sources ranging from the burning of high-sulfur coal to pollution-free photovoltaic cells (solar cells).
There is not currently a bulk hydrogen distribution infrastructure on anything like the scale of that for fossil fuels, though studies have been undertaken of the possibility of sending it through the existing natural-gas pipeline network. Because hydrogen can be made from natural gas by re-forming or from water by electrolysis, and natural gas, electricity, and water are readily available, it might be simpler to make the hydrogen at the point of sale, rather than ship it there. Hydrogen is currently available only as an industrial or scientific chemical product, not as a bulk fuel.
Hydrogen has been called the "most alternative" of the alternative fuels: if it is made by electrolysis of water using electricity from a nonpolluting source like wind or solar power, then no pollutants of any kind are generated by burning it in an internal combustion engine except for trace amounts of nitrogen oxides, and if it is used in a fuel cell then even these disappear. Furthermore, no greenhouse gases are generated because there's no carbon in the fuel. All that comes out the vehicle's exhaust is drinkable water! Using hydrogen as the "battery" to store energy from a nonpolluting, renewable source would result in a truly unlimited supply of clean fuel. The advantage of using hydrogen to store energy rather than a battery pack is that a hydrogen tank can be refilled in minutes rather than recharged in hours, and it takes less space and weight to store enough hydrogen to drive a given distance on a single refueling than it does to carry enough battery capacity to go the same distance on a single recharging. The battery-electric drive train uses energy more efficiently, and can handle the vast majority of daily commute-and-errands driving that people do, but for long trips hydrogen could prove to be a lot more convenient.
Hydrogen is currently very expensive, not because it is rare but because it's difficult to generate, handle, and store, requiring bulky and heavy tanks BMW, Mazda, and Ford have done some tests; the most efficient way to use it is in fuel cell vehicles, but these are still in the demonstration stage.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Thirteen; Dedicated, Bi-Fuel, Flex- Fuel, and Dual-Fuel A vehicle need not be restricted to a single fuel. Vehicles that run on an alternative fuel without the ability to run on gasoline, are referred to as dedicated alternative-fuel vehicles; in that sense, most cars and trucks are "dedicated" gasoline or diesel vehicles. The engine of a dedicated vehicle can be optimized to run on its one fuel; for example, the Honda Civic GX is a dedicated natural-gas vehicle, 13.1. BI FUEL System There are two common ways to allow a vehicle to run on an alternative fuel as well as gasoline, depending on whether gasoline and the alternative fuel can be mixed in one fuel tank. If the two fuels cannot be mixed, like natural gas and gasoline, then one needs two complete separate fuel systems--that is, two sets of fuel tanks and injectors or carburetors, with the ability to switch back and forth between them. For example, a natural gas carburetor (or "mixer") can be installed as a "hat" over the throttle body of a fuel-injected gasoline engine, and fuel flow to the gasoline injectors is turned off when natural gas is going to the carburetor. Such an arrangement is called a bi-fuel system. It gives the ability to run on alternative fuel where it is available, with gasoline as a backup; however, it requires the vehicle to bear the weight and cost of two complete fuel systems.
13.2. FLEXI FUEL System If the alternative fuel can be mixed with gasoline, like methanol or ethanol, then both fuels can be put into the same fuel tank. A sensor in the fuel line tells the engine computer what the mixing fraction of the alternative fuel with gasoline is, so that it can adjust ignition and injector timing accordingly. The driver doesn't have to make any adjustments, so such a flex-fuel system is the simplest way to give consumers the ability to use alternative fuels. In fact, starting in the 1999 model year, some major automakers began building all vehicles in certain model lines with ethanol flex-fuel capability, at no extra charge.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Fourteen; Green Engineering
14.1. What is green engineering? Green engineering is the design, commercialization, and use of processes and products in a way that reduces pollution, promotes sustainability, and minimizes risk to human health and the environment without sacrificing economic viability and efficiency.
Green engineering embraces the concept that decisions to protect human health and the environment can have the greatest impact and cost-effectiveness when applied early, in the design and development phase of a process or product.
14.2. Principles of Green Engineering Green engineering processes and products: Holistically use systems analysis and integrate environmental impact assessment tools. Conserve and improve natural ecosystems while protecting human health and well-being. Use life-cycle thinking in all engineering activities. Ensure that all material and energy inputs and outputs are as inherently safe and benign as possible. Minimize depletion of natural resources. Strive to prevent waste. Additionally, green engineering: Develops and applies engineering solutions while being cognizant of local geography, aspirations, and cultures. Creates engineering solutions beyond current or dominant technologies; improves, innovates, and invents (technologies) to achieve sustainability. Actively engages communities and stakeholders in the development of engineering solutions.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Fifteen; Solid Waste Landfills
15.1. Landfills Modern landfills are well-engineered facilities designed to receive specific kinds of waste, including municipal solid waste (MSW), construction and demolition debris (C&D) and hazardous waste. Landfill facilities must be designed to protect the environment from contaminants, which may be present in the solid waste disposed in the unit
15.2. What is a landfill? Modern landfills are well-engineered and managed facilities for the disposal of solid waste. Landfills are located, designed, operated and monitored to ensure compliance with federal regulations. They are also designed to protect the environment from contaminants, which may be present in the waste stream. Landfills cannot be built in environmentally-sensitive areas, and they are placed using on-site environmental monitoring systems. These monitoring systems check for any sign of groundwater contamination and for landfill gas, as well as provide additional safeguards. Today’s landfills must meet stringent design, operation and closure requirements established under the government regulations
15.3. Types of landfills Landfills are highly regulated by the government. There are separate rules for management of nonhazardous solid waste, such as household garbage and nonhazardous industrial solid waste. Regulations in many countries are classified according to the following, 1. Municipal Solid Waste Landfills (MSWLFs) – Specifically designed to receive household waste, as well as other types of nonhazardous wastes. 2. Bioreactor Landfills – A type of MSWLF that operates to rapidly transform and degrade organic waste. 3. Industrial Waste Landfill – Designed to collect commercial and institutional waste (i.e. industrial waste), which is often a significant portion of solid waste, even in small cities and suburbs. 4. Construction and Demolition (C&D) Debris Landfill – A type of industrial waste landfill designed exclusively for construction and demolition
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) materials, which consists of the debris generated during the construction, renovation and demolition of buildings, roads and bridges. C&D materials often contain bulky, heavy materials, such as concrete, wood, metals, glass and salvaged building components. 5. Coal Combustion Residual (CCR) landfills – An industrial waste landfill used to manage and dispose of coal combustion residuals (CCRs or coal ash). 6. A few countries have specific regulations to manage hazardous wastes from cradle to grave. The objective of this is to ensure that hazardous waste is handled in a manner that protects human health and the environment. To this end, there are regulations for the generation, transportation and treatment, storage or disposal of hazardous wastes, including the following: a. Hazardous Waste Landfills - Facilities used specifically for the disposal of hazardous waste. These landfills are not used for the disposal of solid waste.
15.4. Waste Classification; Types of solid waste
Solid waste can be classified into different types depending on their source: a) Household waste is generally classified as municipal waste, b) Industrial waste as hazardous waste, and c) Biomedical waste or hospital waste as infectious waste.
Municipal solid waste
Municipal solid waste consists of household waste, construction and demolition debris, sanitation residue, and waste from streets. This garbage is generated mainly from residential and commercial complexes. With rising urbanization and change in lifestyle and food habits, the amount of municipal solid waste has been increasing rapidly and its composition changing. In 1947 cities and towns in India generated an estimated 6 million tonnes of solid waste, in 1997 it was about 48 million tonnes. More than 25% of the municipal solid waste is not collected at all; 70% of the Indian cities lack adequate capacity to transport it and there are no sanitary landfills to dispose of the waste. The existing landfills are neither well
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) equipped nor well managed and are not lined properly to protect against contamination of soil and groundwater. Source EPA.gov
Garbage: the four broad categories 1. Organic waste: kitchen waste, vegetables, flowers, leaves, fruits. 2. Toxic waste: old medicines, paints, chemicals, bulbs, spray cans, fertilizer and pesticide containers, batteries, shoe polish. 3. Recyclable: paper, glass, metals, plastics. 4. Soiled: hospital waste such as cloth soiled with blood and other body fluids.
Over the last few years, the consumer market has grown rapidly leading to products being packed in cans, aluminium foils, plastics, and other such nonbiodegradable items that cause incalculable harm to the environment. In India, some municipal areas have banned the use of plastics and they seem to have achieved success. For example, today one will not see a single piece of plastic in the entire district of Ladakh where the local authorities imposed a ban on plastics in 1998. Other states should follow the example of this region and ban the use of items that cause harm to the environment. One positive note is that in many large cities, shops have begun packing items in reusable or biodegradable bags. Certain biodegradable items can also be composted and reused. In fact proper handling of the biodegradable waste will considerably lessen the burden of solid waste that each city has to tackle.
There are different categories of waste generated, each take their own time to degenerate (as illustrated in the table below).
The type of litter we generate and the approximate time it takes to degenerate Type of litter Approximate time it takes to degenerate the litter Organic waste such as a week or two. vegetable and fruit peels, leftover foodstuff, etc. Paper 10–30 days Cotton cloth 2–5 months
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Wood 10–15 years Woolen items 1 year Tin, aluminium, and other 100–500 years metal items such as cans Plastic bags one million years? Glass bottles Undetermined Source epa.gov
15.5. What is a Hazardous Waste?
A hazardous waste is a waste with properties that make it dangerous or capable of having a harmful effect on human health or the environment. Hazardous waste is generated from many sources, ranging from industrial manufacturing process wastes to batteries and may come in many forms, including liquids, solids gases, and sludges The American Government has some of the most stringent rules regarding such waste. The following diagram will help us understand this better. Source EPA.gov
Please note that rules & regulations will differ depending on country. These rules mentioned here are to enable the student to think in the direction and issue.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 15.6. Environmentally Sound Management of Waste: International Initiatives Leading initiatives on management of waste are the following, Apart from these there are multiple geographic initiatives taken y local governments individually as well as jointly. OECD Working Party on Resource Productivity and Waste U.S. - Mexico Border 2020 Waste Program North American Initiatives on Food and Organic Waste Basel Convention Working Group Regulation of Transboundary Shipments of Hazardous Waste G7 Alliance on Resource Efficiency
15.7. What is a Hazardous Waste Management Facility? Hazardous waste management facilities receive hazardous wastes for treatment, storage or disposal. These facilities are often referred to as treatment, storage and disposal facilities and their activities are described in more detail below:
Treatment –
Using various processes, such as incineration or oxidation, to alter the character or composition of hazardous wastes. Some treatment processes enable waste to be recovered and reused in manufacturing settings, while other treatment processes dramatically reduce the amount of hazardous waste.
Storage –
Temporarily holding hazardous wastes until they are treated or disposed. Hazardous waste is commonly stored prior to treatment or disposal, and must be stored in containers, tanks, containment buildings, drip pads, waste piles, or surface impoundments that comply with government and international regulations.
Disposal –
Permanently containing hazardous wastes. The most common type of disposal facility is a landfill, where hazardous wastes are disposed of in carefully constructed units designed to protect groundwater and surface water resources.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 15.8. What is a Hazardous Waste Management Unit? Every country has their own specific requirements or hazardous waste management units. The following are based on american rules, this will help the reader get the general idea on rules and types of units.
Government of America has authorized EPA to promulgate regulations establishing design and operating requirements for hazardous waste management units. The requirements are intended to protect human health and the environment from the risks posed by hazardous waste.
Specific regulations have been developed for various types of hazardous waste management units. These units include:
Containers
A hazardous waste container is any portable device in which a hazardous waste is stored, transported, treated, or otherwise handled. The most common hazardous waste container is the 55-gallon drum. Other examples of containers are tanker trucks, railroad cars, buckets, bags, and even test tubes.
Tanks
Tanks are stationary devices constructed of non-earthen materials used to store or treat hazardous waste. Tanks are constructed of a wide variety of materials including steel, plastic, fiberglass, and concrete.
Drip Pads
A drip pad is an engineering structure consisting of a curbed, free-draining base, constructed of non-earthen materials, and designed to convey wood preservative chemical drippage from treated wood, precipitation, and surface water run-on to an associated collection system at wood preserving plants.
Containment Buildings
Containment buildings are completely enclosed, self-supporting structures (i.e., they have four walls, a roof, and a floor) used to store or treat non-containerized hazardous waste.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Incinerators
Incinerators are enclosed devices that use controlled flame combustion for the thermal treatment of hazardous waste. When performed properly, this process destroys toxic organic constituents in hazardous waste and reduces the volume of waste that needs to be disposed.
Boilers and Industrial Furnaces
Boilers are enclosed devices that use controlled flame combustion to recover and export energy in the form of steam, heated fluids, or heated gases. Industrial furnaces are enclosed units that are integral parts of a manufacturing process and use thermal treatment to recover materials or energy from hazardous waste. Examples of an industrial furnace are cement kilns, aggregate kilns, and halogen acid furnaces (produce acid from halogenated hazardous waste).
Landfills
Landfills are excavated or engineered sites where non-liquid hazardous waste is deposited for final disposal and covered. These units are selected and designed to minimize the chance of release of hazardous waste into the environment. Design standards for hazardous waste landfills require: Double liner Double leachate collection and removal systems Leak detection system Run on, runoff, and wind dispersal controls Construction quality assurance program Operators must also comply with inspection, monitoring, and release response requirements. Since landfills are permanent disposal sites and are closed with waste in place, they are subject to closure and post-closure care requirements including: Installing and maintaining a final cover Continuing operation of the leachate collection and removal system until leachate is no longer detected Maintaining and monitoring the leak detection system Maintaining ground water monitoring Preventing storm water run on and runoff Installing and protecting surveyed benchmarks
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Surface impoundments are natural topographic depressions, man-made excavations, or diked areas formed primarily of earthen materials (although lined with man-made materials) that are used to treat, store, or dispose of liquid hazardous waste. Hazardous waste surface impoundments are required to be constructed with: Double liner system Leachate collection and removal systems Leak detection system To ensure proper installation and construction, regulations require the unit to have and follow a construction quality assurance program. The regulations also outline monitoring, inspection, response action, and closure requirements.
Waste Piles
Waste piles are non-containerized piles of solid, non-liquid hazardous waste that are used for temporary storage or treatment. Waste piles are required to have:
A double liner system Double leachate collection and removal systems Leak detection system Run-on, run-off and wind dispersal controls Construction quality assurance
Land Treatment Units
Land treatment units use naturally occurring soil microbes and sunlight to treat hazardous waste. This is accomplished by applying the hazardous waste directly on the soil surface or incorporating it into the upper layers of the soil in order to degrade, transform, or immobilize the hazardous constituents. Land treatment units rely upon the physical, chemical, and biological processes occurring in the topsoil layers to contain the waste. Because of this, the units are not required to have liner systems or a leachate collection and removal systems. Before hazardous waste can be placed in a land treatment unit, operators must complete a treatment demonstration to demonstrate the unit's effectiveness and ability to treat the hazardous waste. Once operational, operators must monitor the unit (unsaturated zone monitoring) to ensure that all hazardous constituents
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Injection Wells
Injection wells are regulated primarily under the Safe Drinking Water Act and other municipal acts
Miscellaneous and Other Units
Miscellaneous hazardous waste management units include units that do not fit within the definition of the more typical waste management units (containers, tanks, incinerators, etc.). These include geologic repositories other than injection wells, such as: Salt dome formations Salt bed formations Underground mines Underground caves Thermal treatment units other than incinerators, boilers or industrial furnaces Because these units vary greatly, they are subject to environmental performance standards, not prescribed technology-based standards. The standards require that these miscellaneous units must be located, designed, constructed, operated, maintained, and closed in a manner that ensures the protection of human health and the environment.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Sixteen; Artificial Intelligence
16.1. Meaning & Definition Artificial intelligence (AI), sometimes called machine intelligence, is intelligence demonstrated by machines, in contrast to the natural intelligence displayed by humans and other animals.
In computer science AI research is defined as the study of "intelligent agents": any device that perceives its environment and takes actions that maximize its chance of successfully achieving its goals. Colloquially, the term "artificial intelligence" is applied when a machine mimics "cognitive" functions that humans associate with other human minds, such as "learning" and "problem solving”
The scope of AI is disputed: as machines become increasingly capable, tasks considered as requiring "intelligence" are often removed from the definition, a phenomenon known as the AI effect, leading to the quip, "AI is whatever hasn't been done yet. For instance, optical character recognition is frequently excluded from "artificial intelligence", having become a routine technology. Capabilities generally classified as AI as of 2017 include successfully understanding human speech, competing at the highest level in strategic game systems (such as chess and Go), autonomous cars, intelligent routing in content delivery network and military simulations.
Artificial intelligence was founded as an academic discipline in 1956, and in the years since has experienced several waves of optimism, followed by disappointment and the loss of funding (known as an "AI winter"). Followed by new approaches, success and renewed funding.
For most of its history, AI research has been divided into subfields that often fail to communicate with each other. These sub-fields are based on technical considerations, such as particular goals (e.g. "robotics" or "machine learning"), the use of particular tools ("logic" or artificial neural networks), or deep philosophical differences. Subfields have also been based on social factors (particular institutions or the work of particular researchers).
The traditional problems (or goals) of AI research include reasoning, knowledge representation, planning, learning, natural language processing, perception and
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) the ability to move and manipulate objects. General intelligence is among the field's long-term goals. Approaches include statistical methods, computational intelligence, and traditional symbolic AI. Many tools are used in AI, including versions of search and mathematical optimization, artificial neural networks, and methods based on statistics, probability and economics. The AI field draws upon computer science, mathematics, psychology, linguistics, philosophy and many others.
The field was founded on the claim that human intelligence "can be so precisely described that a machine can be made to simulate it". This raises philosophical arguments about the nature of the mind and the ethics of creating artificial beings endowed with human-like intelligence which are issues that have been explored
by myth, fiction and philosophy since antiquity. Some people also consider AI to be a danger to humanity if it progresses unabatedly. Others believe that AI, unlike previous technological revolutions, will create a risk of mass unemployment.
In the twenty-first century, AI techniques have experienced a resurgence following concurrent advances in computer power, large amounts of data, and theoretical understanding; and AI techniques have become an essential part of the technology industry, helping to solve many challenging problems in computer science.
16.2. Applications of AI
An automated online assistant providing customer service on a web page – one of many very primitive applications of artificial intelligence
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) AI is relevant to any intellectual task. Modern artificial intelligence techniques are pervasive and are too numerous to list here. Frequently, when a technique reaches mainstream use, it is no longer considered artificial intelligence; this phenomenon is described as the AI effect.
High-profile examples of AI include autonomous vehicles (such as drones and self- driving cars), medical diagnosis, creating art (such as poetry), proving mathematical theorems, playing games (such as Chess or Go), search engines (such as Google search), online assistants (such as Siri), image recognition in photographs, spam filtering, prediction of judicial decisions and targeting online advertisements.
With social media sites overtaking TV as a source for news for young people and news organisations increasingly reliant on social media platforms for generating distribution, major publishers now use artificial intelligence (AI) technology to post stories more effectively and generate higher volumes of traffic.
Healthcare
Example: X-ray of a hand, with automatic calculation of bone age by computer software Artificial intelligence is breaking into the healthcare industry by assisting doctors. According to Bloomberg Technology, Microsoft has developed AI to help doctors find the right treatments for cancer.
There is a great amount of research and drugs developed relating to cancer. In detail, there are more than 800 medicines and vaccines to treat cancer. This negatively affects the doctors, because there are too many options to choose from, making it more difficult to choose the right drugs for the patients. Microsoft is working on a project to develop a machine called "Hanover". Its goal is to memorize all the papers necessary to cancer and help predict which combinations of drugs will be most effective for each patient. One project that is being worked on at the moment is fighting myeloid leukemia, a fatal cancer where the treatment has not improved in decades.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Another study was reported to have found that artificial intelligence was as good as trained doctors in identifying skin cancers. Another study is using artificial intelligence to try and monitor multiple high-risk patients, and this is done by asking each patient numerous questions based on data acquired from live doctor to patient interactions.
According to CNN, a recent study by surgeons at the Children's National Medical Center in Washington successfully demonstrated surgery with an autonomous robot. The team supervised the robot while it performed soft-tissue surgery, stitching together a pig's bowel during open surgery, and doing so better than a human surgeon, the team claimed. IBM has created its own artificial intelligence computer, the IBM Watson, which has beaten human intelligence (at some levels). Watson not only won at the game show Jeopardy! against former champions, but was declared a hero after successfully diagnosing a woman who was suffering from leukemia.
Automotive
Example: driverless cars Advancements in AI have contributed to the growth of the automotive industry through the creation and evolution of self-driving vehicles. As of 2016, there are over 30 companies utilizing AI into the creation of driverless cars. A few companies involved with AI include Tesla, Google, and Apple.
Many components contribute to the functioning of self-driving cars. These vehicles incorporate systems such as braking, lane changing, collision prevention, navigation and mapping. Together, these systems, as well as high performance computers, are integrated into one complex vehicle.
Recent developments in autonomous automobiles have made the innovation of self-driving trucks possible, though they are still in the testing phase. The UK government has passed legislation to begin testing of self-driving truck platoons in 2018. Self-driving truck platoons are a fleet of self-driving trucks following the lead of one non-self-driving truck, so the truck platoons aren't entirely autonomous yet. Meanwhile, the Daimler, a German automobile corporation, is testing the Freightliner Inspiration which is a semi-autonomous truck that will only be used on the highway.
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One main factor that influences the ability for a driver-less automobile to function is mapping. In general, the vehicle would be pre-programmed with a map of the area being driven. This map would include data on the approximations of street light and curb heights in order for the vehicle to be aware of its surroundings.
Source UBER
However, Google has been working on an algorithm with the purpose of eliminating the need for pre-programmed maps and instead, creating a device that would be able to adjust to a variety of new surroundings. Some self-driving cars are not equipped with steering wheels or brake pedals, so there has also been research focused on creating an algorithm that is capable of maintaining a safe environment for the passengers in the vehicle through awareness of speed and driving conditions.
Another factor that is influencing the ability for a driver-less automobile is the safety of the passenger. To make a driver-less automobile, engineers must program it to handle high-risk situations. These situations could include a head-on
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) collision with pedestrians. The car's main goal should be to make a decision that would avoid hitting the pedestrians and saving the passengers in the car. But there is a possibility the car would need to make a decision that would put someone in danger. In other words, the car would need to decide to save the pedestrians or the passengers. The programing of the car in these situations is crucial to a successful driver-less automobile.
Finance and economics
Financial institutions have long used artificial neural network systems to detect charges or claims outside of the norm, flagging these for human investigation. The use of AI in banking can be traced back to 1987 when Security Pacific National Bank in US set-up a Fraud Prevention Task force to counter the unauthorised use of debit cards. Programs like Kasisto and Moneystream are using AI in financial services.
Banks use artificial intelligence systems today to organize operations, maintain book-keeping, invest in stocks, and manage properties. AI can react to changes overnight or when business is not taking place.
In August 2001, robots beat humans in a simulated financial trading competition. AI has also reduced fraud and financial crimes by monitoring behavioral patterns of users for any abnormal changes or anomalies.
The use of AI machines in the market in applications such as online trading and decision making has changed major economic theories. For example, AI based buying and selling platforms have changed the law of supply and demand in that it is now possible to easily estimate individualized demand and supply curves and thus individualized pricing. Furthermore, AI machines reduce information asymmetry in the market and thus making markets more efficient while reducing the volume of trades. Furthermore, AI in the markets limits the consequences of behavior in the markets again making markets more efficient. Other theories where AI has had impact include in rational choice, rational expectations, game theory, Lewis turning point, portfolio optimization and counterfactual thinking.
Video games
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) In video games, artificial intelligence is routinely used to generate dynamic purposeful behavior in non-player characters (NPCs). In addition, well-understood AI techniques are routinely used for path finding. Some researchers consider NPC AI in games to be a "solved problem" for most production tasks. Games with more atypical AI include the AI director of Left 4 Dead (2008) and the neuro- evolutionary training of platoons in Supreme Commander 2 (2010).
Military
Example: Artificial intelligence arms race, lethal autonomous weapon, and Unmanned combat aerial vehicle
Worldwide annual military spending on robotics rose from 5.1 billion USD in 2010 to 7.5 billion USD in 2015. Military drones capable of autonomous action are widely considered a useful asset. In 2017, Vladimir Putin stated that "Whoever becomes the leader in (artificial intelligence) will become the ruler of the world". Many artificial intelligence researchers seek to distance themselves from military applications of AI.
Audit
For financial statements audit, AI makes continuous audit possible. AI tools could analyze many sets of different information immediately. The potential benefit would be the overall audit risk will be reduced, the level of assurance will be increased and the time duration of audit will be reduced
Advertising
A report by the Guardian newspaper in the UK in 2018 found that online gambling companies were using AI to predict the behavior of customers in order to target them with personalized promotions. Developers of commercial AI platforms are also beginning to appeal more directly to casino operators, offering a range of existing and potential services to help them boost their profits and expand their customer base.
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Art
Artificial Intelligence has inspired numerous creative applications including its usage to produce visual art. The exhibition "Thinking Machines: Art and Design in the Computer Age, 1959-1989" at MoMA provides a good overview of the historical applications of AI for art, architecture, and design. Recent exhibitions showcasing the usage of AI to produce art include the Google-sponsored benefit and auction at the Gray Area Foundation in San Francisco, where artists experimented with the deep dream algorithm and the exhibition "Unhuman: Art in the Age of AI," which took place in Los Angeles and Frankfurt in the fall of 2017. In the spring of 2018, the Association of Computing Machinery dedicated a special magazine issue to the subject of computers and art highlighting the role of machine learning in the arts
16.3 AI Effect
The AI effect occurs when onlookers discount the behavior of an artificial intelligence program by arguing that it is not real intelligence.
Author Pamela McCorduck writes: "It's part of the history of the field of artificial intelligence that every time somebody figured out how to make a computer do something—play good checkers, solve simple but relatively informal problems—there was chorus of critics to say, 'that's not [1] thinking'." AIS researcher Rodney Brooks complains "Every time we figure out a piece of it, it stops being magical; we say, 'Oh, that's just a computation.
"The AI effect" tries to redefine AI to mean: AI is anything that has not been done yet
A view taken by some people trying to promulgate the AI effect is: As soon as AI successfully solves a problem, the problem is no longer a part of AI.
Pamela McCorduck calls it an "odd paradox" that "practical AI successes, computational programs that actually achieved intelligent behavior, were soon assimilated into whatever application domain they were found to be useful in,
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) and became silent partners alongside other problem-solving approaches, which left AI researchers to deal only with the "failures", the tough nuts that couldn't yet be cracked.”
When IBM's chess playing computer Deep Blue succeeded in defeating Garry Kasparov in 1997, people complained that it had only used "brute force methods" and it wasn't real intelligence. Fred Reed writes: "A problem that proponents of AI regularly face is this: When we know how a machine does something 'intelligent,' it ceases to be regarded as intelligent. If I beat the world's chess champion, I'd be regarded as highly bright."
Douglas Hofstadter expresses the AI effect concisely by quoting Tesler's Theorem: "AI is whatever hasn't been done yet.”
When problems have not yet been formalised, they can still be characterised by a model of computation that includes human computation. The computational burden of a problem is split between a computer and a human: one part is solved by computer and the other part solved by human. This formalisation is referred to as human-assisted Turing machine.
Section Seventeen; Block Chain
Block chain is a growing list of records, called blocks, which are linked using cryptography. Blockchains which are readable by the public are widely used by cryptocurrencies. Private blockchains have been proposed for business use. Some marketing of blockchains has been called "snake oil”
Each block contains a cryptographic hash of the previous block, a timestamp, and transaction data (generally represented as a merkle tree root hash). By design, a blockchain is resistant to modification of the data. It is "an open, distributed ledger that can record transactions between two parties efficiently and in a verifiable and permanent way". For use as a distributed ledger, a blockchain is typically managed by a peer-to-peer network collectively adhering to a protocol for inter-node communication and validating new blocks. Once recorded, the data in any given block cannot be altered retroactively without
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Though blockchain records are not unalterable, blockchains may be considered secure by design and exemplify a distributed computing system with high Byzantine fault tolerance. Decentralized consensus has therefore been claimed with a blockchain
Blockchain was invented by Satoshi Nakamoto in 2008 to serve as the public transaction ledger of the cryptocurrency bitcoin. The invention of the blockchain for bitcoin made it the first digital currency to solve the double-spending problem without the need of a trusted authority or central server. The bitcoin design has inspired other applications
17.1 Structure A blockchain is a decentralized, distributed and public digital ledger that is used to record transactions across many computers so that the record cannot be altered retroactively without the alteration of all subsequent blocks and the consensus of the network. This allows the participants to verify and audit transactions inexpensively. A blockchain database is managed autonomously using a peer-to- peer network and a distributed time stamping server. They are authenticated by mass collaboration powered by collective self-interests. The result is a robust workflow where participants' uncertainty regarding data security is marginal. The use of a blockchain removes the characteristic of infinite reproducibility from a digital asset. It confirms that each unit of value was transferred only once, solving the long-standing problem of double spending. Blockchains have been described as a value-exchange protocol. This blockchain- based exchange of value can be completed quicker, safer and cheaper than with traditional systems. A blockchain can assign title rights because, when properly set up to detail the exchange agreement, it provides a record that compels offer and acceptance.
17.2 Blocks Blocks hold batches of valid transactions that are hashed and encoded into a Merkle tree. Each block includes the cryptographic hash of the prior block in the
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) blockchain, linking the two. The linked blocks form a chain. This iterative process confirms the integrity of the previous block, all the way back to the original genesis block. Sometimes separate blocks can be produced concurrently, creating a temporary fork. In addition to a secure hash-based history, any blockchain has a specified algorithm for scoring different versions of the history so that one with a higher value can be selected over others. Blocks not selected for inclusion in the chain are called orphan blocks. Peers supporting the database have different versions of the history from time to time. They keep only the highest-scoring version of the database known to them. Whenever a peer receives a higher-scoring version (usually the old version with a single new block added) they extend or overwrite their own database and retransmit the improvement to their peers. There is never an absolute guarantee that any particular entry will remain in the best version of the history forever. Because blockchains are typically built to add the score of new blocks onto old blocks and because there are incentives to work only on extending with new blocks rather than overwriting old blocks, the probability of an entry becoming superseded goes down exponentially as more blocks are built on top of it, eventually becoming very low For example, in a blockchain using the proof-of- work system, the chain with the most cumulative proof-of-work is always considered the valid one by the network. There are a number of methods that can be used to demonstrate a sufficient level of computation. Within a blockchain the computation is carried out redundantly rather than in the traditional segregated and parallel manner.
17.3 Decentralization By storing data across its peer-to-peer network, the blockchain eliminates a number of risks that come with data being held centrally. The decentralized blockchain may use ad-hocmessage passing and distributed networking. Peer-to-peer blockchain networks lack centralized points of vulnerability that computer crackers can exploit; likewise, it has no central point of failure. Blockchain security methods include the use of public-key cryptography. A public key (a long, random-looking string of numbers) is an address on the blockchain. Value tokens sent across the network are recorded as belonging to that address. A private key is like a password that gives its owner access to their digital assets or
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) the means to otherwise interact with the various capabilities that blockchains now support. Data stored on the blockchain is generally considered incorruptible. Every node in a decentralized system has a copy of the blockchain. Data quality is maintained by massive database replication and computational trust. No centralized "official" copy exists and no user is "trusted" more than any other. Transactions are broadcast to the network using software. Messages are delivered on a best-effort basis. Mining nodes validate transactions, add them to the block they are building, and then broadcast the completed block to other nodes. Blockchains use various time-stamping schemes, such as proof-of-work, to serialize changes. Alternate consensus methods include proof-of-stake. Growth of a decentralized blockchain is accompanied by the risk of node centralization because the computer resources required to process larger amounts of data become more expensive.
Section Eighteen; United Nations Guiding Principles on Business and Human Rights
The United Nations Guiding Principles on Business and Human Rights (UNGPs) is an instrument consisting of 31 principles implementing the United Nations ‘Protect, Respect and Remedy’ framework on this issue of human rights and transnational corporations and other business enterprises. Developed by the Special Representative of the Secretary-General (SRSG) John Ruggie, these Guiding Principles provided the first global standard for preventing and addressing the risk of adverse impacts on human rights linked to business activity, and continue to provide the internationally accepted framework for enhancing standards and practice regarding business and human rights. On June 16, 2011, the United Nations Human Rights Council unanimously endorsed the Guiding Principles for Business and Human Rights, making the framework the first corporate human rights responsibility initiative to be endorsed by the United Nations
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 18.1 The UNGPs encompass three pillars These pillars outline how states and businesses should implement the framework:
The state duty to protect human rights The corporate responsibility to respect human rights Access to remedy for victims of business-related abuses
The UNGPs have received wide support from states, civil society organizations, and even the private sector, this has further solidified their status as the key global foundation for business and human rights. The UNGP are informally known as the "Ruggie Principles" or the "Ruggie Framework" due to their authorship by John Ruggie, who conceived them and led the process for their consultation and implementation.
Section Nineteen; United Nations
The United Nations (UN) is an intergovernmental organization tasked to promote international co-operation and to create and maintain international order. A replacement for the League of Nations, the organization was established on 24 October 1945 after World War II with the aim of preventing another such conflict. At its founding, the UN had 51 member states; there are now 193.* The headquarters of the UN is in Manhattan, New York City, and is subject to extraterritoriality. Further main offices are situated in Geneva, Nairobi, and Vienna. The organization is financed by assessed and voluntary contributions from its member states. Its objectives include maintaining international peace and security, promoting human rights, fostering social and economic development, protecting the environment, and providing humanitarian aid in cases of famine, natural disaster, and armed conflict. The UN is the largest, most familiar, most internationally represented and most powerful intergovernmental organization in the world
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) The UN Charter was drafted at a conference between April–June 1945 in San Francisco, and was signed on 26 June 1945 at the conclusion of the conference; this charter took effect on 24 October 1945, and the UN began operation. The UN's mission to preserve world peace was complicated in its early decades by the Cold War between the United States and Soviet Union and their respective allies. The organization participated in major actions in Korea and the Congo, as well as approving the creation of the Israeli state in 1947. The organization's membership grew significantly following widespread decolonization in the 1960s, and by the 1970s its budget for economic and social development programmes far outstripped its spending on peacekeeping. After the end of the Cold War, the UN took on major military and peacekeeping missions across the world with varying degrees of success.
19.1 Principal Organs of the UN The UN has six principal organs:
1. The General Assembly (the main deliberative assembly);
I. May resolve non-compulsory recommendations to states or suggestions to the Security Council (UNSC); II. Decides on the admission of new members, following proposal by the UNSC; III. Adopts the budget; IV. Elects the non-permanent members of the UNSC; all members of ECOSOC; the UN Secretary General (following his/her proposal by the UNSC); and the fifteen judges of the International Court of Justice (ICJ). Each country has one vote.
2. The Security Council (for deciding certain resolutions for peace and security);
I. Responsible for the maintenance of international peace and security; II. May adopt compulsory resolutions;
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) III. Has fifteen members: five permanent members with veto power and ten elected members.
3. The Economic and Social Council (ECOSOC; for promoting international economic and social co-operation and development);
I. Responsible for co-operation between states as regards economic and social matters; II. Co-ordinates co-operation between the UN's numerous specialized agencies; III. Has 54 members, elected by the General Assembly to serve staggered three- year mandates.
4. The Secretariat (for providing studies, information, and facilities needed by the UN);
I. Supports the other UN bodies administratively (for example, in the organization of conferences, the writing of reports and studies and the preparation of the budget); II. Its chairperson – the UN Secretary General – is elected by the General Assembly for a five-year mandate and is the UN's foremost representative.
5. The International Court of Justice (the primary judicial organ);
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) i. Decides disputes between states that recognize its jurisdiction; ii. Issues legal opinions; iii. Renders judgement by relative majority. Its fifteen judges are elected by the UN General Assembly for nine-year terms.
6. The UN Trusteeship Council (inactive since 1994).
i. Was originally designed to manage colonial possessions that were former League of Nations mandates; ii. Has been inactive since 1994, when Palau, the last trust territory, attained independence.
Section Twenty; UN System Agencies
UN System agencies include i. The World Bank Group, ii. The World Health Organization, iii. The World Food Programme, iv. UNESCO, and v. UNICEF. vi. The UN's most prominent officer is the Secretary-General. Non-governmental organizations may be granted consultative status with ECOSOC and other agencies to participate in the UN's work.
20.1 World Bank Group
The World Bank Group (WBG) (French: Groupe de la Banque mondiale) is a family of five international organizations that make leveraged loans to developing
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) countries. It is the largest and most famous development bank in the world and is an observer at the United Nations Development Group. The bank is based in Washington, D.C. and provided around $61 billion in loans and assistance to "developing" and transition countries in the 2014 fiscal year. The bank's stated mission is to achieve the twin goals of ending extreme poverty and building shared prosperity. Total lending as of 2015 for the last 10 years through Development Policy Financing was approximately $117 billion.
Its five organizations are
i. The International Bank for Reconstruction and Development(IBRD), ii. The International Development Association (IDA), iii. The International Finance Corporation (IFC), iv. The Multilateral Investment Guarantee Agency (MIGA) and v. The International Centre for Settlement of Investment Disputes (ICSID). (The first two are sometimes collectively (and confusingly) referred to as the World Bank.)
The World Bank's (the IBRD and IDA's) activities are focused on developing countries, in fields such as human development (e.g. education, health), agriculture and rural development (e.g. irrigation and rural services), environmental protection (e.g. pollution reduction, establishing and enforcing regulations), infrastructure (e.g. roads, urban regeneration, and electricity), large industrial construction projects, and governance (e.g. anti-corruption, legal institutions development). The IBRD and IDA provide loans at preferential rates to member countries, as well as grants to the poorest countries. Loans or grants for specific projects are often linked to wider policy changes in the sector or the country's economy as a whole. For example, a loan to improve coastal environmental management may be linked to development of new environmental institutions at national and local levels and the implementation of new regulations to limit pollution.
Founding
The WBG came into formal existence on 27 December 1945 following international ratification of the Bretton Woods agreements, which emerged from the United Nations Monetary and Financial Conference (1–22 July 1944). It also
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) provided the foundation of the Osiander Committee in 1951, responsible for the preparation and evaluation of the World Development Report. Commencing operations on 25 June 1946, it approved its first loan on 9 May 1947 (US$250M to France for postwar reconstruction, in real terms the largest loan issued by the Bank to date).
20.2 Information on the five organizations within world bank group
The International Bank for Reconstruction and Development (IBRD) is an international financial institution that offers loans to middle-income developing countries. The IBRD is the first of five member institutions that compose the World Bank Group and is headquartered in Washington, D.C., United States. It was established in 1944 with the mission of financing the reconstruction of European nations devastated by World War II. The IBRD and its concessional lending arm, the International Development Association, are collectively known as the World Bank as they share the same leadership and staff. Following the reconstruction of Europe, the Bank's mandate expanded to advancing worldwide economic development and eradicating poverty. The IBRD provides commercial-grade or concessional financing to sovereign states to fund projects that seek to improve transportation and infrastructure, education, domestic policy, environmental consciousness, energy investments, healthcare, access to food and potable water, and access to improved sanitation. The IBRD is owned and governed by its member states, but has its own executive leadership and staff which conduct its normal business operations. The Bank's member governments are shareholders which contribute paid-in capital and have the right to vote on its matters. In addition to contributions from its member nations, the IBRD acquires most of its capital by borrowing on international capital markets through bond issues. In 2011, it raised $29 billion USD in capital from bond issues made in 26 different currencies. The Bank offers a
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) number of financial services and products, including flexible loans, grants, risk guarantees, financial derivatives, and catastrophic risk financing. It reported lending commitments of $26.7 billion made to 132 projects in 2011.
Services The IBRD provides financial services as well as strategic coordination and information services to its borrowing member countries. The Bank only finances sovereign governments directly, or projects backed by sovereign governments. The World Bank Treasury is the division of the IBRD that manages the Bank's debt portfolio of over $100 billion and financial derivatives transactions of $20 billion. The Bank offers flexible loans with maturities as long as 30 years and custom- tailored repayment scheduling. The IBRD also offers loans in local currencies. Through a joint effort between the IBRD and the International Finance Corporation, the Bank offers financing to subnational entities either with or without sovereign guarantees. For borrowers needing quick financing for an unexpected change, the IBRD operates a Deferred Drawdown Option which serves as a line of credit with features similar to the Bank's flexible loan program. Among the World Bank Group's credit enhancement and guarantee products, the IBRD offers policy-based guarantees to cover countries' sovereign default risk, partial credit guarantees to cover the credit risk of a sovereign government or subnational entity, and partial risk guarantees to private projects to cover a government's failure to meet its contractual obligations. The IBRD's Enclave Partial Risk Guarantee to cover private projects in member countries of the IDA against sovereign governments' failures to fulfill contractual obligations. The Bank provides an array of financial risk management products including foreign exchange swaps, currency conversions, interest rate swaps, interest rate caps and floors, and commodity swaps. To help borrowers protect against catastrophes and other special risks, the bank offers a Catastrophe Deferred Drawdown Option to provide financing after a natural disaster or declared state of emergency. It also issues catastrophe bonds which transfer catastrophic risks from borrowers to investors. The IBRD reported $26.7 billion in lending commitments for 132 projects in fiscal year 2011, significantly less than its $44.2 billion in commitments during fiscal year 2010.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) International Development Association
The International Development Association (IDA) is an international financial institution which offers concessional loans and grants to the world's poorest developing countries. The IDA is a member of the World Bank Group and is headquartered in Washington, D.C., United States. It was established in 1960 to complement the existing International Bank for Reconstruction and Development by lending to developing countries which suffer from the lowest gross national income, from troubled creditworthiness, or from the lowest per capita income. Together, the International Development Association and International Bank for Reconstruction and Development are collectively generally known as the World Bank, as they follow the same executive leadership and operate with the same staff. The association shares the World Bank's mission of reducing poverty and aims to provide affordable development financing to countries whose credit risk is so prohibitive that they cannot afford to borrow commercially or from the Bank's other programs. The IDA's stated aim is to assist the poorest nations in growing more quickly, equitably, and sustainably to reduce poverty. The IDA is the single largest provider of funds to economic and human development projects in the world's poorest nations. From 2000 to 2010, it financed projects which recruited and trained 3 million teachers, immunized 310 million children, funded $792 million in loans to 120,000 small and medium enterprises, built or restored 118,000 kilometers of paved roads, built or restored 1,600 bridges, and expanded access to improved water to 113 million people and improved sanitation facilities to 5.8 million people. The IDA has issued a total $238 billion USD in loans and grants since its launch in 1960. Thirty-six of the association's borrowing countries have graduated from their eligibility for its concessional lending. However, eight of these countries have relapsed and have not re-graduated.
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20.3 International Finance Corporation The International Finance Corporation (IFC) is an international financial
institution that offers investment, advisory, and asset-management services to encourage private-sector development in developing countries. The IFC is a member of the World Bank Group and is headquartered in Washington, D.C.. It was established in 1956, as the private-sector arm of the World Bank Group, to advance economic development by investing in for-profit and commercial projects for poverty reduction and promoting development. The IFC's stated aim is to create opportunities for people to escape poverty and achieve better living standards by mobilizing financial resources for private enterprise, promoting accessible and competitive markets, supporting businesses and other private- sector entities, and creating jobs and delivering necessary services to those who are poverty stricken or otherwise vulnerable. Since 2009, the IFC has focused on a set of development goals that its projects are expected to target. Its goals are to increase sustainable agriculture opportunities, improve healthcare and education, increase access to financing for microfinance and business clients, advance infrastructure, help small businesses grow revenues, and invest in climate health. The IFC is owned and governed by its member countries but has its own executive leadership and staff that conduct its normal business operations. It is a corporation whose shareholders are member governments that provide paid-in capital and have the right to vote on its matters. Originally, it was more financially integrated with the World Bank Group, but later, the IFC was established separately and eventually became authorized to operate as a financially- autonomous entity and make independent investment decisions.
It offers an array of debt and equity financing services and helps companies face their risk exposures while refraining from participating in a management capacity. The corporation also offers advice to companies on making decisions, evaluating their impact on the environment and society, and being responsible. It advises
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) governments on building infrastructure and partnerships to further support private sector development.
The corporation is assessed by an independent evaluator each year. In 2011, its evaluation report recognized that its investments performed well and reduced poverty, but recommended that the corporation define poverty and expected outcomes more explicitly to better-understand its effectiveness and approach poverty reduction more strategically. The corporation's total investments in 2011 amounted to $18.66 billion. It committed $820 million to advisory services for 642 projects in 2011, and held $24.5 billion worth of liquid assets. The IFC is in good financial standing and received the highest ratings from two independent credit rating agencies in 2018
20.4 Multilateral Investment Guarantee Agency The Multilateral Investment Guarantee Agency (MIGA) is an international financial institution which offers political risk insurance and credit enhancement guarantees. These guarantees help investors protect foreign direct investments against political and non-commercial risks in developing countries. MIGA is a member of the World Bank Group and is headquartered in Washington, D.C., United States.
MIGA was established in 1988 as an investment insurance facility to encourage confident investment in developing countries. MIGA is owned and governed by its member states, but has its own executive leadership and staff which carry out its daily operations. Its shareholders are member governments that provide paid-in capital and have the right to vote on its matters. It insures long- term debt and equity investments as well as other assets and contracts with long- term periods.
The agency is assessed by the World Bank's Independent Evaluation Group each year.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 20.5 International Centre for Settlement of Investment Disputes The International Centre for Settlement of Investment Disputes (ICSID) is an international arbitration institution established in 1966 for legal dispute resolution and conciliation between international investors. The ICSID is part of and funded by the World Bank Group, headquartered in Washington, D.C., in the United States. It is an autonomous, multilateral specialized institution to encourage international flow of investment and mitigate non-commercial risks by a treaty drafted by the International Bank for Reconstruction and Development's executive directors and signed by member countries. As of May 2016, 153 contracting member states agreed to enforce and uphold arbitral awards in accordance with the ICSID Convention. The center performs advisory activities and maintains several publications. Section Twenty one; Noteworthy NGO’S / Foundations
21.1 Buffet Foundation The Buffett Foundation is a charitable organization formed in 1964 by Omaha, Nebraska, investor and industrialist Warren Buffett as a vehicle to manage his charitable giving. It was renamed the Susan Thompson Buffett Foundation in honor of his wife, Susan Buffett, who died in 2004. As of 2014, the Buffet Foundation ranked fourth among family foundations by grants paid. It invests heavily in reproductive health and family planning grants across the world, including substantial investments in abortion and contraceptives
21.2 Bill & Melinda Gates Foundation (BMGF), Also known as the Gates Foundation, is a private foundation founded by Bill and Melinda Gates. It was launched in 2000, and is said to be the largest private foundation in the US, holding $38 billion in assets. The primary aims of the foundation are, globally, to enhance healthcare and reduce extreme poverty, and
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) in America, to expand educational opportunities and access to information technology. The foundation, based in Seattle, Washington, is controlled by its three trustees: Bill and Melinda Gates, and Warren Buffett. Other principal officers include Co-Chair William H. Gates, Sr. and Chief Executive Officer Susan Desmond-Hellmann.
It had an endowment of US$44.3 billion as of December 31, 2014. The scale of the foundation and the way it seeks to apply business techniques to giving makes it one of the leaders in venture philanthropy, though the foundation itself notes that the philanthropic role has limitations. In 2007, its founders were ranked as the second most generous philanthropists in America, and Warren Buffett the first. As of May 16, 2013, Bill Gates had donated US$28 billion to the foundation. Since its founding, the foundation has endowed and supported a broad range of social, health, and education developments including the establishment of the Gates Cambridge Scholarships at Cambridge University
21.3 The Make-A-Wish Foundation This is a 501(c)(3) non-profit organization founded in the United States that arranges experiences described as "wishes" to children with life-threatening medical conditions. In order to qualify for a wish, the child must be between the ages of 3 and 17 years at the time of the application submitted, although it is the child's physician that ultimately decides if a child is eligible.
The national headquarters and founding chapter of the Make-A-Wish Foundation are in Phoenix. The organization grants wishes through its 62 chapters located throughout the United States. Make-A-Wish also operates in 45 other countries around the world through 38 other affiliate offices
21.4 The Stichting INGKA Foundation Is a Dutch foundation founded in 1982 by Ingvar Kamprad, a Swedish billionaire and founder of IKEA, and his corporate attorney Linnea Walsh. INGKA is one of the largest charitable foundations in the world and used to be one of the largest nonprofit organizations in the world. The name "INGKA" comes from a contraction of his name, while stichting is the Dutch language word for foundation. The stated purpose of the foundation is to promote and support innovation in the field of architectural and interior design; however, the
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) organization has recently expanded its philanthropic agenda to target children in the developing world
The foundation owns the private Dutch company INGKA Holding, based in Leiden, which is the holding company that controls 315 of the 360 outlets of IKEA. INGKA does not own the IKEA franchise and trademark; these are owned by Inter IKEA Systems B.V. in Delft, also in the Netherlands, which receives 3% of all IKEA revenues in royalties. Inter IKEA Systems is owned by Inter IKEA Holding, registered in Luxembourg, which is controlled, in turn, by Interogo Foundation, a Liechtenstein foundation that is also supported by the Kamprad family (to the value of $15 billion).
21.5 The Wellcome Trust Is a biomedical research charity based in London, United Kingdom. It was established in 1936 with legacies from the pharmaceutical magnate Sir Henry Wellcome to fund research to improve human and animal health. The aim of the Trust is to "achieve extraordinary improvements in health by supporting the brightest minds", and in addition to funding biomedical research it supports the public understanding of science. It has an endowment of £23.2 billion (2017) making it the second wealthiest charitable foundation in the world, after the Bill & Melinda Gates Foundation.
The Trust has been described by the Financial Times as the United Kingdom's largest provider of non-governmental funding for scientific research and one of the largest providers in the world.
The Trust was established to administer the fortune of the American-born pharmaceutical magnate Sir Henry Wellcome. Its income was derived from what was originally called Burroughs Wellcome, later renamed in the UK as the Wellcome Foundation Ltd. In 1986, the trust sold 25% of Wellcome plc stock to the public. Overseen by incoming Director of Finance Ian Macgregor, this marked the beginning of a period of financial growth that saw the Trust's value increase by almost £14bn in 14 years, as their interests moved beyond the bounds of the pharmaceutical industry.
In 1995, the trust divested itself of any interest in pharmaceuticals by selling all remaining stock to Glaxo plc, the company's historic British rival, creating
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) GlaxoWellcome plc. In 2000, the Wellcome name disappeared from the drug business altogether when GlaxoWellcome merged with SmithKline Beecham, to form GlaxoSmithKline plc
21.6 The Garfield Weston Foundation Is a grant-giving charity based in the United Kingdom. It was established in 1958 by Canadian businessman W. Garfield Weston (1898–1978), who during his lifetime contributed to numerous humanitarian causes, both personally and through his companies. His philanthropic works continue through the Garfield Weston Foundation in London and the W. Garfield Weston Foundation in Toronto, Ontario, Canada. The Garfield Weston Foundation is one of the largest charitable foundations in the world, with assets of £9.7 billion at 5 April 2007, of which a majority was attributed to the foundation's majority holding in Wittington Investments Limited.
The Garfield Weston Foundation gave Oxford University £25 million for the refurbishment of the New Library (built originally in the 1930s as part of the Bodleian Library) and due to open to the public in March 2015 as the Weston Library. The Foundation has given grants to a number of schools, including St Michael's Primary School and Brackenbury Primary School and is a sponsor of Baker Dearing Educational Trust which promotes University Technical Colleges.
21.7 Azim Premji Foundation In 2001, Mr. Azim Premji founded Azim Premji Foundation, a non-profit organisation, with a vision to significantly contribute to achieving quality universal education that facilitates a just, equitable, humane and sustainable society. The works in the area of elementary education to pilot and develop 'proofs of concept' that have a potential for systemic change in India's 1.3 million government-run schools. A specific focus is on working in rural areas where the majority of these schools exist. This choice to work with elementary education (Class I to VIII) in rural government-run is a response to evidence of educational attainment in India. The non-profit organisation set up by Premji in 2001 currently functions across Karnataka, Uttarakhand, Rajasthan, Chhattisgarh, Puducherry, Andhra Pradesh, Bihar and Madhya Pradesh, in close partnership with various state governments.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) The foundation has worked largely in rural areas, to help contribute to the improvement of quality and equity of school education.
In December 2010, he pledged to donate US$2 billion for improving school education in India. This has been done by transferring 213 million equity shares of Wipro Ltd, held by a few entities controlled by him, to the Azim Premji Trust. This donation is the largest of its kind in India.
21.8 The Ford Foundation The Ford Foundation is a New York-headquartered, globally oriented private foundation with the mission of advancing human welfare. Created in 1936 by Edsel Ford and Henry Ford, it was originally funded by a US$25,000 gift from Edsel Ford. By 1947, after the death of the two founders, the foundation owned 90% of the non-voting shares of the Ford Motor Company. (The Ford family retained the voting shares.) Between 1955 and 1974, the foundation sold its Ford Motor Company holdings and now plays no role in the automobile company. For years, the foundation was the largest, and one of the most influential foundations in the world, with global reach and special interests in economic empowerment, education, human rights, democracy, the creative arts, and Third World development.
The foundation makes grants through its headquarters and ten international field offices. For fiscal year 2014, it reported assets of US$12.4 billion and approved US$507.9 million in grants.
21.9 The Rockefeller Foundation The Rockefeller Foundation is a private foundation based at 420 Fifth Avenue, New York City. It was established by the six-generation Rockefeller family. The Foundation was started by Standard Oil owner John D. Rockefeller ("Senior"), along with his son John D. Rockefeller Jr. ("Junior"), and Senior's principal oil and gas business and philanthropic advisor, Frederick Taylor Gates, in New York State on May 14, 1913, when its charter was formally accepted by the New York State Legislature. Its stated mission is "promoting the well-being of humanity throughout the world.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 100 Resilient Cities (Rockefeller Foundation)
In December 2013, The Rockefeller Foundation launched the 100 Resilient Cities initiative, which is dedicated to promoting urban resilience, defined as "the capacity of individuals, communities, institutions, businesses, and systems within a city to survive, adapt, and grow no matter what kinds of chronic stresses and acute shocks they experience."
Through its program, 100 Resilient Cities offers cities the following resources: Financial and logistical guidance for establishing an innovative new position in city government, a Chief Resilience Officer, who will lead the city's resilience efforts Expert support for development of a robust resilience strategy Access to solutions, service providers, and partners from the private, public and NGO sectors who can help them develop and implement their resilience strategies Membership of a global network of member cities who can learn from and help each other
A total of 100 cities across six continents are part of the program, as of May 2016. All 100 cities have developed individual City Resilience Strategies with technical support from a Chief Resilience Officer (CRO). The CRO ideally reports directly to the city's chief executive and helps coordinate all the resilience efforts in a single city. In January 2016, The United States Department of Housing and Urban Development announced winners of its National Disaster Resilience Competition (NDRC), awarding three 100RC member cities – New York, NY; Norfolk, VA; and New Orleans, LA – with more than $437 million in disaster resilience funding. The grant was the largest ever received by the city of Norfolk.
21.10 The Rotary Foundation The Rotary Foundation is a non-profit corporation that supports the efforts of Rotary International to achieve world understanding and peace through international humanitarian, educational, and cultural exchange programs. It is supported solely by voluntary contributions from Rotarians and friends of the Foundation who share its vision of a better world.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) The Foundation was created in 1917 by Rotary International's sixth president, Arch C. Klumph, as an endowment fund for Rotary "to do good in the world." It has grown from a small initial contribution to more than US$1billion. It has one of the largest and most prestigious international fellowship programs in the world.
Section Twenty-Two; Ethical consumerism
The rise in popularity of ethical consumerism over the last two decades can be linked to the rise of CSR. (Corporate social responsibility) Consumers are becoming more aware of the environmental and social implications of their day- to-day consumption decisions and in some cases make purchasing decisions related to their environmental and ethical concerns.
One issue with the consumer's relationship with CSR is that it is much more complex than it first appears. In their paper on the consumer and CSR, Janssen and Vanhamme looked into a phenomenon that they termed the "CSR-Consumer Paradox". This describes the mismatch that occurs where consumers report that they would only buy from companies with good social responsibility.
A survey by Cohn & Wolfe found that globally over 60% of consumers want to buy from responsible companies. However, Janssen and Vanhamme reported that less than 4% of average household expenditure in the UK in 2010 was ethical. This indicates that there is a clear discrepancy between consumer beliefs and intentions, and actual consumer behaviour, so that when it comes down to their actual purchase behaviour, CSR has a much lesser impact than consumers initially say it does.
One theory put forward for explaining the "CSR-Consumer Paradox" is that of "bystander apathy" or the bystander effect. This theory stems from the social
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) psychology works of Darley and Latané[106] and states that the likelihood of an individual acting in a given situation is greatly reduced if other bystanders do nothing even if that individual strongly believes in a certain course of action. In terms of explaining the CSR-Consumer Paradox, this theory would suggest an "If they do not care then why should I?" mentality. So even if a consumer is against the use of sweatshops or wants to support green causes, they may continue to make purchases from companies that are socially irresponsible just because other consumers seem apathetic towards the issue.
A second explanation issued by Janssen and Vanhamme is that of reciprocal altruism. This is a key concept in evolutionary psychology that is argued to fuel all human behaviour: people only do something if they can get something back in return. In the case of CSR and ethical consumerism, however, consumers get very little in return for their investment. Ethically sourced or manufactured products are typically higher in price due to greater costs. However, the reward for consumers is not much different from that of a non-ethical counterpart. Therefore, evolutionary speaking making an ethical purchase is not worth the higher cost to the individual even if they believe in supporting ethically, environmentally and socially beneficial causes.
Section Twenty-Three; Companies Act India on CSR
Corporate Social Responsibility (CSR) assumes significance as it permits companies to engage in projects or programs related to activities related to social welfare and improvement enlisted under the terms of Companies Act, 2013. There is an element of flexibility in company activities by allowing them to select their preferred CSR engagements that are in agreement with the overall CSR policy of the company. In this article, we review the applicability of CSR, policy of CSR, role of Board of Directors and activities of CSR. Definition of Corporate Social Responsibility (CSR)
The term Corporate Social Responsibility or CSR has been defined as under, but is not limited to:
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Projects or programs with reference to activities that are specified in the Schedule; or Projects or programs related to activities undertaken by the Board in pursuance of recommendations of the CSR Committee according to the declared CSR policy subject to the condition that such policy covers subjects explained in the Schedule.
23.1. Applicability of Corporate Social Responsibility to Companies Corporate Social Responsibility is required for all companies viz. private limited company, limited company. The following companies are necessary to constitute a CSR committee: Companies with a net worth of Rs. 500 crores or greater, or Companies with a turnover of Rs. 1000 crores or greater, or Companies with a net profit of Rs. 5 crores or greater.
If any of the above financial strength criteria are met, the Corporate Social Responsibility (CSR) provisions and related rules will be applicable to the company. These companies are required to form a CSR committee consisting of its directors. This committee oversees the entire CSR activities of the Company. Note: Corporate Social Responsibility is a requirement for companies meeting the above criteria. On the other hand, Section 8 Companies are incorporated solely for not-for-profit purposes.
23.2. Role of Board of Directors in CSR The board of directors of a company plays a significant role in CSR activities of the company. The role of Board is as follows: Approval of the CSR policy. Ensuring its implementation. Disclosure of the contents of CSR policies related to its report. Placing the same on Company’s website. Ensuring that statutory specified amount is spend by the company with reference to CSR activities. It’s significant to note that there is no penalty if the particular amount is not spent on CSR activities. In such case, the board’s report must identify the reason for such short spending.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 23.3. CSR Committee and Policy All qualifying company required to have a CSR committee are required to spend at least 2% of its average net profit for the directly preceding 3 financial years on CSR activities. Additionally, the qualifying company shall be necessitated to comprise a committee (CSR Committee) of the Board of Directors (Board) comprising of 3 or more directors. The CSR Committee will prepare and recommend to the Board, a policy which will specify the activities to be undertaken (CSR Policy); advocate the amount of expenditure to be incurred on the activities referred and monitor the CSR Policy related to the company. The Board will take into account the recommendations made by the CSR Committee and support the CSR Policy of the company.
23.4. Activities permitted under Corporate Social Responsibility (CSR) The following activities can be performed by a company to accomplish its CSR obligations: Eradicating extreme hunger and poverty Promotion of education Promoting gender equality and empowering women Reducing child mortality Improving maternal health Combating human immunodeficiency virus, acquired, immune deficiency syndrome, malaria and other diseases Ensuring environmental sustainability, Employment enhancing vocational skills, social business projects Contribution to the Prime Minister’s National Relief Fund or any other fund set up by the Central Government or the State Governments for socio- economic development, and Relief and funds for the welfare of the Scheduled Castes, the Scheduled Tribes, other backward classes, minorities and women and such other matters as may be prescribed.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Twenty-Four; Responsible Research and Innovation
Responsible Research and Innovation (RRI) is part of a larger set of ideas and initiatives addressing socially responsible innovation, and describes a research and innovation process that takes into account effects and potential impacts on the environment and society. The approach is and has been included in European Framework Program and has been developed in scientific and technological publications in journals and conferences, as well as in projects. By June 2014, there were at least a dozen international research projects, most of them funded or co-funded by the European Commission, that were involved in developing a Responsible Research and Innovation governance framework
24.1. Definitions of RRI There are several definitions of Responsible Research and Innovation (RRI). RRI "refers to the comprehensive approach of proceeding in research and innovation in ways that allow all stakeholders that are involved in the processes of research and innovation at an early stage (A) to obtain relevant knowledge on the consequences of the outcomes of their actions and on the range of options open to them and (B) to effectively evaluate both outcomes and options in terms of societal needs and moral values and (C) to use these considerations (under A and B) as functional requirements for design and development of new research, products and services.
24.2. The European Commission (EC) described RRI
In an earlier publication as a framework that consisted of six key action points 1. Engagement: It implies that societal challenges should be framed on the basis of widely representative social, economic and ethical concerns and common principles on the strength of joint participation of all societal actors - researchers, industry, policymakers and civil society. 2. Gender Equality: Addresses the underrepresentation of women, indicating that human resources management must be modernized and that the
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) gender dimension should be integrated in the research and innovation content. 3. Science Education: Faces the challenge to better equip future researchers and other societal actors with the necessary knowledge and tools to fully participate and take responsibility in the research and innovation process. 4. Open Access: States that RRI must be both transparent and accessible. Free online access should be given to the results of publicly funded research (publications and data). 5. Ethics: Requires that research and innovation respects fundamental rights and the highest ethical standards in order to ensure increased societal relevance and acceptability of research and innovation outcomes. 6. Governance: Addresses the responsibility of policymakers to prevent harmful or unethical developments in research and innovation. The latter is a fundamental basis for the development of the rest of the dimensions.
RRI can be defined as "a transparent, interactive process by which societal actors and innovators become mutually responsive to each other with a view to the (ethical) acceptability, sustainability and societal desirability of the innovation process and its marketable products in order to allow a proper embedding of scientific and technological advances in our society
According to Owen et al. (2012) there are three main features of RRI that overlap to a great extent with the EC Framework
1. Democratic governance of the purposes of research and innovation and their orientation towards the "right impacts". 2. Responsiveness, emphasizing the integration and institutionalization of established approaches of anticipation, reflection and deliberation in and around research and innovation, influencing the direction of these and associated policy. 3. Framing of responsibility itself in the context of research and innovation as collective activities with uncertain and unpredictable consequences.
According to Stilgoe et al. (2013), RRI has four dimensions:[6]
1. Anticipation 2. Reflexivity
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 3. Inclusion 4. Responsiveness
RRI is best understood as a higher level responsibility that aims to shape, develop, and align existing and future research and innovation-related processes The concept is applied mainly for science and technology-based research and innovation, in particular in the area of emerging technologies— notably nanotechnologies, Information and communications technology (ICT), genomics, synthetic biology and geo-engineering.
Section Twenty-Five; Creating Shared Value
Creating shared value (CSV) is a business concept first introduced in Harvard Business Review article Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility. The concept was further expanded in the January 2011 follow-up piece entitled "Creating Shared Value: Redefining Capitalism and the Role of the Corporation in Society". Written by Michael E. Porter, a leading authority on competitive strategy and head of the Institute for Strategy and Competitiveness at Harvard Business School, and Mark R. Kramer, Kennedy School at Harvard University.
The central premise behind creating shared value is that the competitiveness of a company and the health of the communities around it are mutually dependent. Recognizing and capitalizing on these connections between societal and economic progress has the power to unleash the next wave of global growth and to redefine capitalism. 25.1. Companies can create shared value opportunities in three ways: 1. Reconceiving products and markets – Companies can meet social needs while better serving existing markets, accessing new ones, or lowering costs through innovation
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 2. Redefining productivity in the value chain – Companies can improve the quality, quantity, cost, and reliability of inputs and distribution while they simultaneously act as a steward for essential natural resources and drive economic and social development 3. Enabling local cluster development – Companies do not operate in isolation from their surroundings. To compete and thrive, for example, they need reliable local suppliers, a functioning infrastructure of roads and telecommunications, access to talent, and an effective and predictable legal system
Many approaches to CSR put businesses against society, emphasizing the costs and limitations of compliance with externally imposed social and environmental standards. CSV acknowledges tradeoffs between short-term profitability and social or environmental goals, but focuses more on the opportunities for competitive advantage from building a social value proposition into corporate strategy. Section Twenty-Six; Snippets
26.1. World Health Organization The World Health Organization (WHO) is a specialized agency of the United Nations that is concerned with international public health. It was established on 7 April 1948, and is headquartered in Geneva, Switzerland. The WHO is a member of the United Nations Development Group. Its predecessor, the Health Organization, was an agency of the League of Nations.
The constitution of the World Health Organization had been signed by 63 countries on 7 April 1948, with the first meeting of the World Health Assembly finishing on 24 July 1948. It incorporated the Office International d'Hygiène Publique and the League of Nations Health Organization. Since its establishment, it has played a leading role in the eradication of smallpox. Its current priorities include communicable diseases, in particular HIV/AIDS, Ebola, malaria and tuberculosis; the mitigation of the effects of non-communicable diseases such as sexual and reproductive health, development, and aging; nutrition, food security and healthy eating; occupational health; substance abuse; and driving the development of reporting, publications, and networking.
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26.2. World Food Programme The World Food Programme (WFP) is the food-assistance branch of the United Nations and the world's largest humanitarian organization addressing hunger and promoting food security. According to the WFP, it provides food assistance to an average of 80 million people in 76 countries each year. From its headquarters in Rome and from more than 80 country offices around the world, the WFP works to help people who cannot produce or obtain enough food for themselves and their families. It is a member of the United Nations Development Group and part of its Executive Committee
Funding
The WFP operations are funded by voluntary donations from governments of the world, corporations and private donors. The organization's administrative costs are only seven percent—one of the lowest and best among aid agencies. From 2008-2012, private donors donated around $500 million. In 2016, WFP received from donors in total US$ 5,933,529,247. The USA were the major donor of WFP with 2 billion US$, followed by the European Commission (894 million US$) and Germany (884 million US$)
Activities
United Nations C-130 Hercules transports deliver food for the Rumbek region of southern Sudan (2004). In 2013, the WFP reached 80.9 million people in 75 countries and provided 3.1 million tonnes of food including nutritionally enriched Ready-to-use therapeutic foods. 7.8 million malnourished children received special nutritional support in 2013, and 18.6 million children received school meals or take-home rations.
In 2015, the WFP reached 76.7 million people in 81 countries. In emergencies, more than 50 million people were reached in order to improve their nutrition and food security. School meals were provided to 17.4 million children helping retain children in schools, supporting uninterrupted access to education.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) The WFP has scaled up its use of cash and vouchers as food assistance tools. 7.9 million people received assistance through cash or voucher program in 2013. In the same year, the WFP purchased food in 91 countries; 86% of that food came from developing countries.
The WFP unloads humanitarian aid at the Freeport of Monrovia during Joint Task Force Liberia.
Among its other activities, the WFP has coordinated the five-year Purchase for Progress (P4P) pilot project. Launched in September 2008, P4P assists smallholder farmers by offering them opportunities to access agricultural markets and to become competitive players in the marketplace. The project spanned across 20 countries in Africa, Asia and Latin America and trained 800,000 farmers in improved agricultural production, post-harvest handling, quality assurance, group marketing, agricultural finance and contracting with the WFP. The project resulted in 366,000 metric tons of food produced and generated more than $148 million in income for its smallholder farmers.
The WFP focuses its food assistance on those who are most vulnerable to hunger, which most frequently means women, children, the sick and the elderly. In fact, part of the response to the 2010 Haiti earthquake consisted of distributing food aid only to women as experience built up over almost 5 decades of working in emergency situations has demonstrated that giving food only to women helps to ensure that it is spread evenly among all household members. School-feeding and/or take-home ration program in 71 countries help students focus on their studies and encourage parents to send their children, especially girls, to school.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Twenty-Seven; UNESCO, UNICEF & UN Charter
27.1 UNESCO The United Nations Educational, Scientific and Cultural Organization (UNESCO; French: Organisation des Nations unies pour l'éducation, la science et la culture) is a specialized agency of the United Nations (UN) based in Paris. Its declared purpose is to contribute to peace and security by promoting international collaboration through educational, scientific, and cultural reforms in order to increase universal respect for justice, the rule of law, and human rights along with fundamental freedom proclaimed in the United Nations Charter. It is the successor of the League of Nations' International Committee on Intellectual Cooperation.
UNESCO has 195 member states and ten associate members. Most of its field offices are "cluster" offices covering three or more countries; national and regional offices also exist.
UNESCO pursues its objectives through five major programs: education, natural sciences, social/human sciences, culture and communication/information. Projects sponsored by UNESCO include literacy, technical, and teacher-training programs, international science programs, the promotion of independent media and freedom of the press, regional and cultural history projects, the promotion of cultural diversity, translations of world literature, international cooperation agreements to secure the world's cultural and natural heritage (World Heritage sites) and to preserve human rights, and attempts to bridge the worldwide digital divide. It is also a member of the United Nations Development Group.
UNESCO's aim is "to contribute to the building of peace, the eradication of poverty, sustainable development and intercultural dialogue through education, the sciences, culture, communication and information". Other priorities of the organization include attaining quality Education For All and lifelong learning, addressing emerging social and ethical challenges, fostering cultural diversity, a culture of peace and building inclusive knowledge societies through information and communication.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) The broad goals and objectives of the international community—as set out in the internationally agreed development goals, including the Millennium Development Goals (MDGs)—underpin all UNESCO strategies and activities.
27.2. UNICEF The United Nations Children's Fund (UNICEF is a United Nations (UN) program headquartered in New York City that provides humanitarian and developmental assistance to children and mothers in developing countries. It is a member of the United Nations Development Group.
The United Nations International Children's Emergency Fund was created by the United Nations General Assembly on 11 December 1946, to provide emergency food and healthcare to children in countries that had been devastated by World War II.
In 1950, UNICEF's mandate was extended to address the long-term needs of children and women in developing countries everywhere. In 1953 it became a permanent part of the United Nations System, and the words "international" and "emergency" were dropped from the organization's name, making it simply the United Nations Children's Fund, retaining the original acronym, "UNICEF"
UNICEF relies on contributions from governments and private donors. UNICEF's total income for 2015 was US$5,009,557,471. Governments contribute two-thirds of the organization's resources. Private groups and individuals contribute the rest through national committees. It is estimated that 92 per cent of UNICEF revenue is distributed to program services.[7] UNICEF's programs emphasize developing community-level services to promote the health and well-being of children. UNICEF was awarded the Nobel Peace Prize in 1965 and the Prince of Asturias Award of Concord in 2006.
Most of UNICEF's work is in the field, with a presence in 190 countries and territories. UNICEF's network of over 150 country offices, headquarters and other offices, and 34 National Committees carry out UNICEF's mission through programs developed with host governments. Seven regional offices provide technical assistance to country offices as needed.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) UNICEF's Supply Division is based in Copenhagen and serves as the primary point of distribution for such essential items as vaccines, antiretroviral medicines for children and mothers with HIV, nutritional supplements, emergency shelters, family reunification, and educational supplies. A 36-member executive board establishes policies, approves programs and oversees administrative and financial plans. The executive board is made up of government representatives who are elected by the United Nations Economic and Social Council, usually for three-year terms.
27.3. United Nations Charter The Charter of the United Nations (also known as the UN Charter) of 1945 is the foundational treaty of the United Nations, an intergovernmental organization. The UN Charter articulated a commitment to uphold human rights of citizens and outlined a broad set of principles relating to achieving ‘higher standards of living’, addressing ‘economic, social, health, and related problems,’ and ‘universal respect for, and observance of, human rights and fundamental freedoms for all without distinction as to race, sex, language, or religion. As a charter, it is a constituent treaty, and all members are bound by its articles. Furthermore, Article 103 of the Charter states that obligations to the United Nations prevail over all other treaty obligations.
The Charter was opened for signature on 26 June 1945 and was signed at the San Francisco War Memorial and Performing Arts Center in San Francisco, United States, on 26 June 1945, by 50 of the 51 original member countries (Poland, the other original member, which was not represented at the conference, signed it two months later). It entered into force on 24 October 1945, after being ratified by the original five permanent members of the United Nations Security Council— the Republic of China (after 1949, located in Taiwan and was later replaced by the People's Republic of China), the Provisional Government of the French Republic(later replaced by the Fourth Republic and then the Fifth Republic), the Union of Soviet Socialist Republics (later replaced by the Russian Federation), the United Kingdom, and the United States—and a majority of the other signatories. In the meantime, the atomic bombings of Hiroshima and Nagasaki took place on 6 and 9 August, respectively; the introduction of this new weapon of warfare completely changed the security environment in which the UN Charter was promulgated. Most countries in the world have now ratified the Charter.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) 24 October was later declared as United Nations Day by the United Nations General Assembly.
Section Twenty-Eight; Snippets
28.1. Sustainability In the 1980s, the Brundtland Commission, a UN investigative body, defined sustainability as development that meets the needs of the present without compromising the ability of future generations to meet their own needs
28.2. Walmart Wal-Mart issued an edict to its distributors demanding that they reduce their packaging by 5%. As a result, the retail giant is now saving $3.4 billion a year in waste disposal costs
28.3. Michelin The Michelin tyre company has moved into selling the performance of truck tyres rather than just tyres, because it can produce a long-life tyre that’s easy to re- tread, thereby earning a higher profit.
If a re-threadable tyre sold as a performance service can travel twice the distance (e.g. the distance the tyre can travel is sold rather than the tyre itself – with the tyre remaining under the control of the company), the company earns more money; whereas, if it produces and sells a longer-distance tyre, the buyer would probably not pay the higher price involved (to pay for R&D and disposal costs) and company turnover would decrease.
28.4. Collins & Aikman: Profits from recycling The Collins & Aikman Floor covering company (now part of the Tandus Group) is widely considered to be the first business in the carpet industry to take the closed-loop plunge by collecting and breaking down old carpets into material for new carpets.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) This reduced the company’s raw material costs and allowed Collins & Aikmanto enjoy double-digit growth in both revenues and profits when the entire carpet industry was growing at about 4% a year.
Most carpet-manufacturing processes require approximately one kilogram of fossil fuel to make about half a kilogram of carpet material, and because carpet scan take up to 20,000 years or more to decompose. The recycling program naturally resulted in major contribution to a sustainable development.
28.5. The Umicore Case Study A company known as Union Minière du Haut Katanga was in the business of mining rich mineral resources of Belgium’s colony in the Congo. The company mined copper, tin, cobalt and precious metals, and shipped them to its silver and lead refineries in the Hoboken section of Antwerp. This business took a spiralling hit when Union Minière’s assets in central Africa were seized by the government of Zaire in 1968, forcing the company to seek new mines.
The company, now called Umicore, is still mining and refining – but instead of extracting metals from the earth, it recovers them from the discards of the industrial economy: electronic waste, catalytic converters, rechargeable batteries, and residues from copper and zinc smelters. The Hoboken refineries have been completely changed, and in their place is what Umicore calls “the world’s most advanced, largest (116 hectares) and cleanest precious and specialty metals refining, recycling and recovery operation.”
Umicore has transformed from a traditional mining company into an innovative technology firm that focuses on clean technologies, including emission-control catalysts, materials for rechargeable batteries and photovoltaic, and advanced recycling.
Products: About one in three of the world’s cars are equipped with aUmicore catalytic converter, and about one in four of the world’s laptops and mobile phones have Umicore materials in their batteries.
UMICORE VISION 2015 The Vision 2015 refers to “innovation as a differentiator for success in all areas”
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Achievements 2002 Turnover: 1 B Euro 2010 Turnover: 10 B Euro 2014 Turnover: 13 Euro
The company devised a new strategy intended to capitalize on four global megatrends: resource scarcity, electrified transportation, clean energy production and storage, and cleaner air.
Umicore now operates four business units: Catalysis: Its catalysts reduce pollution from cars and trucks powered by internal combustion engines. Government air pollution standards, which are becoming stricter, help drive growth. Energy materials: These are engineered materials derived from cobalt, germanium and nickel that find their way into products like rechargeable batteries and photovoltaics. Performance materials: These are materials derived from zinc, platinum and other metals that are used in building products, fertilizer and fibreglass production. Recycling: The company recovers precious and non-ferrous metals from complex waste streams, including industrial, electronic and consumer waste. This business, too, has been driven by regulation, particularly in the EU, where industries are required to take back and recycle e-waste.
Recycling is a very efficient way to produce metals, says the company, highlighting the benefits of “closing the materials loop.” From 50,000 mobile phones – around three tons of material, excluding batteries – Umicore is able to recycle around one kilogram of gold, 10 kilograms of silver, 400 grams of palladium and 420 kilograms of copper. By contrast, extracting one kilogram of gold from a mine below the ground requires the removal of 200 tons of rock.
“As the champion of sustainability at Umicore, I am very happy to see that sustainability is embedded in our organization. If affects choices in day-to-day decisions. It is part of our DNA” - Marc Grynberg, CEO ofUmicor
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Section Twenty-Nine; Disclaimer
Please refer website for Terms & Conditions. All trademarks belong to respective owners and are mentioned here for discussion and educational purposes only. For private circulation only Section Thirty; References
https://www.ibm.com/in-en/ https://www.ford.com/ https://www.worldbank.org/ www.un.org/en/ europa.eu/ https://www.gm.com/ https://www.india.gov.in/ https://www.usa.gov https://www.indiafilings.com/learn/corporate-social-responsibility-companies-act/ https://www.epa.gov http://smartcities.gov.in/content/ https://ec.europa.eu/info/business-economy-euro/economic-and-fiscal-policy-coordination/eu-economic- governance-monitoring-prevention-correction/european-semester/framework/europe-2020-strategy_en www.investopedia.com http://www.governancepro.com/news/ Wikipedia Make a wish foundation Ford foundation Azim premji foundation Rockefeller foundation PTI India IKEA The Stichting INGKA Foundation Buffet foundation IFC World bank Multilateral Investment guarantee agency United nations International development association International bank for reconstruction and development The World Health Organization, The World Food Programme, UNESCO / UNICEF.
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) Franchise Development for School Student Programs @ CASI Franchise development @ School Programs
We understand that reaching out to the vast Indian population is an enormous task and hence seek franchises for our School Student Programs. Training institutes keen to establish a center of excellence for CSR & Sustainability are welcome to reach us on [email protected] / +91 9833781267 / +91 9833570282
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) CASI Global Fellow Program
The Global Fellow Program is suitable for senior management professionals with over 10 years of experience. For additional details please reach us on www.casi-india.com / www.casiglobal.us / +919833781267
Other certification programs by CASI Global New York
For School Students Young Sustainability Champion Basic Level Advanced Level Leadership Level
Young Banker Basic Advanced
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Young Scientist Basic Advanced
Confidence Booster Program
For College Students 1. Certificate in Finance 2. Certificate in Marketing 3. Certificate in CSR & Sustainability 4. Certified HR Manager 5. Leadership Certificate 6. Retail Banking Certification 7. Advance Science Certification (Level 1 / 2) 8. Certification in Management 9. Certificate in Financial Derivatives and Treasury Management 10. Digital Marketing Manager 11. Certificate in Entrepreneurship 12. Confidence Booster Program
For Academicians 1. Academic Lead – Research & Thesis Based Program
For CXO’s 1. Global Fellow Program
Specializations
Strategy Finance HRM Engineering Production Marketing Operations Information Technology And many more
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CASI New York; Reference material for ‘Leadership Certificate” Recommended for college students (material designed for students in India) st CSR Diary - World’s1 Platform for Gamification of Volunteering Efforts www.csrdiary.com
CSR Diary is the ideal platform for gamification of your volunteering efforts. While the primary purpose is to promote volunteering by making it fun: the platform also helps you strengthen the bonding between your employees / Students through gamification and competitions, additionally this platform helps students & working professionals showcase their interest in civic duties and claim their volunteering certificates
While every person has a particular ‘cause’ close to its heart; we at CSR Diary are supportive to every action. We believe every action counts!!
CSR Diary is FREE of any costs for all students.
For every hour that you volunteer, you get a certificate. This is a verified certificate which you may submit to your company / institute / University to claim credits of the volunteering hours you have served.
Many prizes and contests to participate! Volunteering hours to Volunteering facts on various countries to Photography contests with themes like “Sustainability and Responsibility”
CSR Olympiad – A 100 Day CSR race on CSR Diary. We encourage all students to participate, and volunteer whole heartedly to change the face of our nation.
CSR Diary is the First and only platform recommended by CaSI Global, New York: The Global Certification Body.
“Build the Nation through Volunteering” www.csrdiary.com - The Official ScoreKeeper
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