Volume XX No. 02/2015 `45/-

A Journal of the INSTITUTETimes OF DIRECTORS February 2015 • INDIA

COMPANIES NEED TO ALIGN THEIR GROWTH ASPIRATIONS with COMMUNITY DEVELOPMENT, in order to create an Inclusive Society.

The Rt. Hon. Baroness Verma, Minister for Energy & Climate Change, Govt. of UK inaugurating the CSR Convention in Mumbai . Also seen Dr. Jaco Cilliers, Country Director, UNDP India, Ranjan Dhawan, Executive Director, Bank of Baroda and Namita Vikas, Sr. President and Country Head-Responsible A Report...P. 22 Banking, YES Bank Ltd

Experience of is growing and CSR practice is evolving and developing. CSR should be integrated into the Corporate Governance framework. In particular, there CSR should be a CSR committee with Mrs. Rajashree Birla Three Corporate Directors, Chairperson at least one of whom should be an Aditya Birla Centre for Community Initiatives Independent Director to ensure and Rural Development, Aditya Birla Group CSR policy of the organisation. ....Recommendations at the CSR Convention in Mumbai. Dr. S. S. Kshatriya, IAS, Chief Secretary, Govt. of Maharashtra State receiving Distinguished Fellowship of IOD from Mr. Subhash Desai, next event Hon’ble Minister of Industries, Govt. of Maharashtra DUBAI GLOBAL CONVENTION 2015 25th World Congress on Leading 21st Century Organisation through LEADERSHIP FOR ICE (Innovation, Creativity & Excellence) BUSINESS EXCELLENCE & INNOVATION 19– 21 April 2015, Dubai (UAE)

This month's Articles tailored for you

th Speech at the 9 International Conference CSR Strategy: India's CSR Law- An Innovative Solution on Corporate Social Responsibility & Focus and Opportunity Dr. Mahesh Chandra & Presentation of Golden Peacock Awards Scan with Mrs. Rajashree Birla Prof. Colin Coulson-Thomas Dr. James P. Neelankavil Smart Phone Pg:Pg: 5 5 Pg: 9 Pg: 15 QR Reader App:

R m o r e i n s i d e . . . Building IOD Tomorrow’s www.iodonline.com Institute Of Directors Boards

FROM THE EDITOR CSR and Revenue Model

IOD organised CSR Convention on the theme 'CSR – An Actionable Business Agenda', in Mumbai during January 19 - 20, 2015, it attracted a large number of CSR stakeholders, who highlighted how the developmental activities can be supported and funded by the industry, both in public and private sector, and thereby help in socio-economic transformation of the country.

Government is realising that there are certain activities that need to be undertaken mainly for social impact, and will also have long term economic impact. These activities should be kept out of government's red tape. EDITORIAL BOARD Cleaning of the rivers has been a challenge and governments in the past have not been able to implement the Lt Gen JS Ahluwalia, PVSM (Retd.) Pradeep Chaturvedi programme effectively, inspite of political commitment. The Cabinet discussed the possibility of involvement of Manoj K. Raut private players in cleaning the Ganga through CSR route, under the Ganga Rejuvenation Programme. In Ashok Kapur, IAS (Retd.) addition to activities mentioned in Schedule -VII of the Companies Act 2013, the government is seriously EDITOR considering to allow corporates to spend their CSR funds, without any interference of municipal bodies in 118 Pradeep Chaturvedi cities and towns along the river. Corporates would be allowed to undertake projects that contribute to this SUB EDITOR mission after getting easy approvals from the municipal bodies. Subsequently, the Minister for Urban Reji Mathew Development, while addressing the commissioners of 130 municipal bodies, on January 16, 2015, MANAGER DESIGN emphasised that corporates may be allowed to take up projects, implement them and then hand over to local Teena Lejo bodies. They may be allowed to put banners and sign boards, and claim their role in such projects. This will avoid delays of traditional route of inviting tenders by municipal bodies. IOD (HEAD OFFICE) New Delhi The government is planning to involve private sector in a big way by introducing “Revenue Model” for sewage M-56 A, Greater Kailash - II, (Market) New Delhi - 110048 treatment by bringing this sector, under industry category. This suggestion is part of an interim report of the Tel: +91-11-41636294, 41636717, seven IITs. The group is likely to submit its final report by the end of January, 2015. 41008704 • Fax: +91-11-41008705 E-mail: [email protected] Website: www.iodonline.com This suggested approach will help in creating a 'Revenue Model' based on CSR activities and can possibly ultimately substitute the CSR for 'Public Relations Model' of the corporates. Although, it is too early to discuss REGIONAL OFFICES the success or otherwise of the proposed approach but all the same it is an important step in the right Mumbai direction. 1092-C Wing Oberoi Garden Estate, Chandivali Andheri – East, Mumbai - 400072 IOD is now planning the next Conference on 19 - 21 April in Dubai on Leadership for creativity, innovation and Tel : +91- 22-40238141 / 42 / 43 Business Excellence. The effort will be to highlight global business models and identify those that can be E-mail: [email protected] applied in India for faster growth and thereby support the Prime Minister's thrust on “Make in India” Bengaluru # 201, Oakland Apts, Ulsoor Road, programme. Next to Vidyadeep College, Bengaluru - 560042 Board Nos: +91- 80-25092234. Fax: +91- 80-25583490 Email: [email protected] Pradeep Chaturvedi Vice President, IOD STATE CHAPTERS Kerala: (M) 09446488181 CONTENTS Tamil Nadu: (M) 09840295802 SUBSCRIPTION RATES FOR QT Speech at the 9th International Conference on 5 India Corporate Social Responsibility & Presentation of Golden Peacock Awards Life Subscription Rs 6000 Mrs. Rajashree Birla Annual Subscription Rs 500 Each Issue Rs 45 CSR Strategy: Focus and Opportunity 9 Overseas Prof. Colin Coulson-Thomas Life Subscription $ 400 Annual Subscription $ 80 India's CSR Law- An Innovative Solution 15 Published by : Institute of Directors Dr. Mahesh Chandra and Dr. James P. Neelankavil Printed at Maximum Packers Corporate Social Responsibility - UNDP Initiatives 19 Okhla Phase-1, New Delhi Dr. Jaco Cilliers

Total Pages - 56 9th International Conference on Corporate Social Responsibility 22 & Presentation of Golden Peacock Awards Disclaimer: The opinions expressed in articles/ stories A Report are the personal opinions of the author. IOD / Editor is not responsible for the accuracy, completeness, suitability, or validity of any information on those articles. IOD Distinguished Fellows 2014 31 The information, facts or opinions expressed in the articles do not reflect the views of IOD/ Editor and IOD/Editor does not assume any responsibility or liability for the same. Winners Highlights of Achievements 2014 33

Speech at the

9th International Conference on Corporate Social Responsibility & Presentation of Golden Peacock Awards on the 19th of January, 2015 at Hotel Taj Lands End, Bandra - Mumbai

Theme: “CSR – An Actionable Business Agenda”.

* Mrs. Rajashree Birla

am indeed delighted to be, with all of you this evening, given that philanthropy. In his view, it was unwise to keep on giving endlessly. Instead, Corporate Social Responsibility is the theme. I will concentrate on he felt that, channeling resources to ensure, that people had the IIndia, as the nation faces daunting challenges. In the developed world wherewithal to make ends meet, would be more productive. So we set up while there are problems, they are not of the magnitude that we witness vocational and other training centres for the underprivileged. here. I have not seen the kind of issues we have in the 36 countries, that Taking these practices forward, my son Kumar Mangalam, has we in the Aditya Birla Group, have our operations. Regardless, the institutionalized the concept of triple bottom-line accountability. This is problems and the solutions are country agnostic. There should be some represented by economic success, environmental responsibility and social takes for you. commitment. Thus the interests of all our stakeholders, have been woven I would like to divide my address into two parts. Firstly, to set the context, into the Group's fabric. It is now crystallized into3-Ps. As Kumar Mangalam my focus will be, on the evolutionary path of CSR in our country, and how avers, our thrust is on the three critical dimensions of People, Planet and important it is for corporates, to be genuinely engaged in working towards Profit. So the universe where we operate is more expansive. a more equitable society. Closing the chasm between the 'haves' and Kumar Mangalam, has raised the bar very high. In his view, we must give 'haves not', is the need of the hour. Secondly and most importantly, I will our Social Projects, the same kind of importance, as we give to our dwell on how the very concept of development, is being refined and business projects. So just as for companies, we have a business vision, for reaffirmed by our Prime Minister, Shri Narendra Modiji. And within it, I will our social projects we have evolved a Social Vision. In a nutshell, it thread what is the way forward. epitomizes inclusive growth, and dignifying the lives of the underprivileged. Let me begin by saying that, throughout India's history, Social Let me share our vision. It is “to actively contribute to the social and Responsibility, the philosophy of giving and caring, has been an economic development of the communities in which we operate. In so undercurrent. CSR was not a part of the lexicon. Still for nearly 100 years, doing, build a better, sustainable way of life for the weaker sections of leading business family patriarchs, have played a critical role in the society, and raise the country's Human Development Index”. development, and strengthening of the underprivileged. All of you must Today, the engagement of more and more corporate in the CSR domain, have heard of visionaries, like my grandfather-in-law, Shri Ghanshyam Das with the new Companies Law, is a fait accompli. So it should come as no Birla, like Shri Jamsetji Nusserwanji Tata, like Shri Ramkrishna Bajaj, to surprise, that most of the corporates present here, would have a social name a few. All these legendary figures, were deeply influenced by vision and a strategy for execution. In our CSR practice, we have always Gandhiji's trusteeship concept of management. This involved, giving a followed an integrated, holistic approach, with a clear focus on education, part of the profits back to society. This societal context, set the expressions healthcare, sustainable livelihood and infrastructure. This kind of a of the philanthropic impulse. wholesome model, is a sure shot towards inclusive growth. believe, that In recent years, the very concept of philanthropy, or charity, or giving and corporate can do well in their business, by doing good. And this is today a caring, morphed into Corporate Social Responsibility. Let me elaborate proven fact. The reputational lever, the ability to attract, retain and this, with our example. energize talent, the tremendous goodwill of consumers, the pride that the shareholders and investors take and above all garnering of community As I mentioned, Trusteeship, in the context of CSR, means investing part of support, all are the direct outcome of genuine CSR engagement. one's profit outside the business, for the greater good of society. While Increasingly, corporate are moving beyond altruism and realizing that carrying forward this philosophy, my late husband, Shri Aditya Birla, wove doing well makes good business sense. Progressive corporations are in the concept of 'sustainable livelihood'. This transcended cheque-book

5 already doing a lot, to ensure that the benefits of capitalism percolate As part of our CSR, we have set up 4,000 women self help groups, down. They are taking the CSR route to work for the marginalized. supporting 48,000 women. We run 42 schools, providing quality education to 45,000 children, of which 18,000 come from the underprivileged It augurs well for us that our Prime Minister, Shri Modiji has already taken a families. pledge to move towards a new India of inclusiveness. In this regard, at the recent ET Global Business Summit, held last week, our Prime Minister's Apart from general education and the vocationalisation of education, there key message assumes great significance. And I quote what he said – is another aspect. Populations in economies like Europe, and Japan have begun to age. It is projected that India in 2050, will have the largest • “The Government must nurture, an ecosystem where the economy is number of young, below 25 years in the world at 550 million, and the primed for growth; and growth promotes all-round development. largest number of people, in the productive age group of 20 to 60 years – • Where development is employment – generating; and employment is 800 million. I believe, labour shortages in the developed economies, will enabled by skills. continue to drive the flow of labour-intensive services – from places like • Where skills are synced with production; and production is India. At the same time, India will be in a position to place our talent in benchmarked to quality. these countries. So, one of our CSR priorities as corporate, should be, to orient our training towards this need. • Where quality meets global standards; and meeting global standards drives prosperity. The last point which I wish to make, again relates to a thought expresses by our Prime Minister, and this is what he said – “Each of our MPs should Most importantly, this prosperity is for the welfare of all. That is my make one village of his or her constituency, a model village”. This is concept, of economic good governance and all-round development”. particularly encouraging, as to build the nation, we have to secure the Unquote. foundation of our villages. Gandhiji always said that, India lives in its The Modi Government promises a faster growth process and an inclusive villages. one. We firmly believe, that this is the way forward, for maximizing the social As you all know, in the last 10 years, the burden of poverty has been lifted impact of CSR projects. Very humbly, I would like to state that, this was, one from over a 100 million people. And this is almost the population of of our path breaking CSR initiatives in our Group, begun more than a Western Europe. Still we have more than one-third of the world's poor decade ago. We evolved the concept of model villages, giving it a definite housed in India. All of you must have seen, the shining towers dotting the shape. skyline of Mumbai. Side by side, in your mind you must have noted, the Making of a model village, entails ensuring self-reliance in all aspects viz., hard truth of the struggles of the men and women, who sleep on the education, healthcare and family welfare, infrastructure, agriculture and pavements of the metros, or the sub-human life that thousands of our watershed management, and working towards sustainable livelihood slum dwellers lead. And we cannot escape this scenario. The Government patterns. Basically, in the villages, which we adopted, more than 80 has taken cognizance of these anomalies. There is much hope, that within percent of the people were living below the poverty line. Our objective was the next 10 years, the number of poor would be negligible. to make a paradigm shift, and over a 5 year timeframe, lift 90 per cent of The Government has launched a slew of initiatives to bring in inclusive those living below the poverty line, to self reliance. Up until now, we have growth. For instance, the Financial Inclusion Scheme that is the “Pradhan transformed 70 villages into model villages of the 300 villages that we Mantri Jan-Dhan Yojana” and the “Swachh Bharat Abhiyan” towards have adopted. So every corporate could think of adopting villages for providing sanitation facilities and encouraging cleanliness, are a clear transformation into model villages. indication of the road ahead. Employment generation and skills In my concluding remarks, I would like to say, that every corporate must enhancement is a priority as well. envisage making a difference beyond business. While the Government will In this regard, I believe, fostering training, vocational training and do its best, we must as corporate work shoulder to shoulder with them. We educational processes are very critical, both to employment generation stand at an inflection point. Today, we can truly change the face of the and for us to leverage our demographic dividend. Hold on to this thought. nation. As corporate we have to step up to the plate. As a privileged and Sir Winston Churchill, once said and I quote – “The empires of the future blessed people, we owe it to the nation. And even more important, we owe will be empires of mind”. Unquote. He highlights the importance of it to ourselves and to our people together. Let us all dream of an India free knowledge, the importance of education, which leads to the intellect and from poverty, an India of inclusive growth. Together, we can make it drives the nation's destiny. happen. Let's do it.

We have a massive challenge in education. Millions of our children, do not * Mrs. Rajashree Birla, Chairperson, Aditya Birla Centre for Community complete basic schooling. As part of our CSR, we could all think of building Initiatives and Rural Development, Aditya Birla Group better schools and institutions of higher learning. Alongside, we need to focus on the girl child, her education, and the empowerment of women.

7 MANY THINK ABOUT CHANGING THE WORLD WE ARE ACTUALLY DOING IT Transforming Corporations through our holistic programmes . Together we can create a better world Why we focus on Conferences ?

Conference creates understanding • Understanding creates networking • Networking creates experience Experience creates knowledge • Knowledge creates technology • Technology creates convenience Convenience creates well being • Well being creates feelings • Feelings create motivation Motivation creates involvement • Involvement starts a movement • Movement leads to desired behaviour

Mark the following Dates in your Diary (Dates are tentative as today please confirm from the website www.iodonline.com when required ) UPCOMING EVENTS 2015 25th World Congress on 17th World Congress on LEADERSHIP FOR ENVIRONMENT BUSINESS EXCELLENCE MANAGEMENT IOD SILVER JUBILEE & INNOVATION Also presentation of Golden Peacock Awards for CELEBRATION , Environment Management Occupational Health & 11 July 2015 Safety and Eco-Innovation New Delhi (India) 19 - 21 April 2015 10 - 11 July 2015 Dubai, (UAE) New Delhi (India)

LONDON GLOBAL Golden Peacock Awards Masterclass for Directors CONVENTION 2015 Last Date of Submission of leading to Certified Corporate Incorporating 15th International Applications for Directorship Conference on CORPORATE for latest schedule please visit web GOVERNANCE & SUSTAINABILITY & GLOBAL BUSINESS MEET • Golden Peacock National Quality Award (GPNQA) www.iodonline.com Also presentation of Golden Peacock • Golden Peacock Business Excellence Award (GPBEA) Awards for Corporate Governance, • Golden Peacock National Training Award (GPNTA) • Golden Peacock Innovative Product / Service Award 129th Vishakhapatnam : 20 - 22 February, 2015 Sustainability, (both National & Global) (GPIPSA) 130th Bengaluru : 06 - 08 March, 2015 & Innovation Management 10th March 2015 131st Mumbai : 20 - 22 March, 2015 132nd Delhi : 10 - 12 April, 2015 07 - 09 October 2015 For more information visit us at: London (UK) www.goldenpeacockawards.com

Details: INSTITUTE OF DIRECTORS: M-56 A, Greater Kailash Part - II (Market), New Delhi-110048 Board Nos.: +91-11- 41636294, 41636717, 41008704 Fax: +91-11- 41008705 • Email: [email protected] Web: www.iodonline.com CSR STRATEGY: FOCUS AND OPPORTUNITY *Prof. Colin Coulson-Thomas

The theme of the 9th International Conference on Corporate Social number of initiatives? It may be that a proposed activity needs to be of a Responsibility held in Mumbai was “CSR – An Actionable Business certain scale and/or potential to attract attention and interest, achieve an Agenda”. The term “actionable” puts the emphasis upon implementation. impact and hence enable people to justify the time, effort and resources In addition to learning from case studies presented by Golden Peacock required to become involved. Award winners, delegates considered the policy and legislative While some directors may advocate concentration and focus, others may framework, their responsibilities, how to integrate corporate social be reluctant to have too many eggs in one basket. A portfolio of projects responsibility (CSR) into corporate strategy and social innovation. may reduce the risk of failure to achieve an impact and increase the Participants in this annual event organised by IOD India also discussed the chances of success, but a number of initiatives can be linked by a common communication and reporting of CSR and using it to build a socially theme, purpose and/or goal. This paper examines a key issue for CSR sensitive brand. When formulating CSR strategy boards face choices. In strategy, namely the question of width or depth, and for those favouring particular, at a time when there may be many completing claims upon concentration it considers a possible area of operation. management attention and various corporate capabilities, how should directors determine how much effort to devote to CSR? How should they Costs and Benefits

Diverse initiatives, and even a single one, can become an • Focus versus Diversity • Costs and Benefits unwelcome distraction if a company faces other challenges and • Advantages and Disadvantages • Assembling a Portfolio of Projects opportunities, is resource constrained, and people are already heavily committed elsewhere. Where a company is already satisfying • Establishing Selection Criteria • An Historic Opportunity a minimum requirement and focus is required for corporate success • Meeting CSR Programme Objectives • International call for Action a potential CSR project may need to be significant, compatible with other activities and might have to relate to one or more key corporate decide what types of projects to encourage and support? activities to justify the diversion of attention its initiation may involve.

Focus versus Diversity Potential activities may have benefits as well as costs. For example, contributing to a CSR project can sometimes be a developmental In relation to CSR, should boards do the bare minimum necessary to opportunity for those involved. It can encourage an external focus, build satisfy legal requirements and stakeholder expectations, or do they go new skills and help people to establish new contacts and relationships. beyond this and consider how the full range of corporate capabilities might Having many projects could increase the number of individuals who might be harnessed and deployed for external and mutual benefit? Should they benefit, but the extent and quality of learning might be greater with a longer focus corporate efforts in order to attain the critical mass to achieve a lasting and carefully chosen project that requires team involvement and a tangible impact or encourage a wider range of initiatives in order to greater depth of commitment. engage as many people as possible? A single, larger and longer lasting project might require greater preparation Another issue for boards to consider is the advantages and disadvantages and also enable those in central, specialist or head office support roles to of operating alone or in collaboration with others. Is cooperation helped or make more of a contribution. A time limited project can make unwelcome hindered by having a wide range of different projects, many of which might commitments upon time at a busy period, where a continuing one might be undertaken locally, or getting people to concentrate upon a smaller

9 ‘India Inc faces shortfall of over 1,600 ‘India needs over Women Directors' 20,000 Independent Directors' from this fiscal

Are you a

Masterclass for Directors exclusively for Women (In Association with CII), in Kochi, Kerala Certified Director

Empanel yourself for Masterclass for Directors an Independent Director through www.certifiedcorporatedirectors.com online portal for board level appointments leading to the award of visit www.iodonline.com Certified Corporate Directorship register today A Condensed 3 days program for Company Directors and Senior Executives

WHAT PARTICIPANTS SAY

“It has been a privilege attending the Masterclass for Directors program, NEXT SCHEDULE IOD is doing a tremendous work in this field”. Shri S Krishna Kumar, former Union Minister

“Excellent Program”. 129th Vishakhapatnam : 20 - 22 February, 2015 Dr Christy Fernandez, IAS (retd) former Secy to the President of India

“A very useful course”. 130th Bengaluru : 06 - 08 March, 2015 D.R. Kaarthikeyan, former Director, Central Bureau of Investigation

“Excellent Program”. 131st Mumbai : 20 - 22 March, 2015 T.S. Vijayan, Chairman, LIC India

“Balanced Scorecard, Finance for Non Finance Directors, Duties & Liabilities 132nd Delhi : 10 - 12 April, 2015 and Corporate Transformation are the best aspects”. Sanjay Jain, Managing Director, Accenture

“One of the best and relevant program”. GET A SPECIAL QUOTE Yogesh Lohiya, CMD, General Insurance Corporation “Sharing relevant knowledge is the best aspect of this course”. T.R. Doongaji, MD TATA Group Services IOD also offers specially designed and customized in-house training “My greatest appreciation for the manner in which you presented your programs, for your Board members and Senior Management. material, rich in content, depth of experience and overall expertise including international matters was mind boggling”. Felix D’Souza, Head Corporate Governance, Abu Dhabi

“Very useful programme for EDs/NEDs and for the persons to be inducted as EDs/NEDs”. Arvind Kumar Mittal, MD, Bhagyanagar Gas Limited.

“The journey was splendid, 3 days with you all, distinguished faculty, Rich Knowledge and finally working on Dissertation, reworking several times before submission was too good”. Suresh Babu S, PMP, Director, One Life Academy, CEO, PMXperts

INSTITUTE OF DIRECTORS Why do M-56 A, Greater Kailash Part - II (Market), New Delhi-110048 Board Nos.: +91-11- 41636294, 41636717, 41008704 Directors and Boards Join IOD Fax: +91-11- 41008705 • Email: [email protected] Discover the reasons Web: www.iodonline.com 10 enable certain individuals and groups to become involved during periods activity is under way. However, will a disparate and changing portfolio of of relative slack. activities that mirror those undertaken by many other companies satisfy the desire of many members of generation Z to do something worthwhile Advantages and Disadvantages with their lives and make a difference? Will it help to differentiate a

The question of width versus depth can involve a comparison of company from its competitors, interest the media and help to build a advantages and disadvantages. A something for everyone strategy may brand? involve more people, but spreading resources too thinly can result in a Establishing Selection Criteria failure to make a difference in any one area. Within the project portfolio that a larger organisation might be able to afford selected initiatives when As has been mentioned already the role of CSR in the building of a socially taken as a whole may need to satisfy a number of assessment criteria. sensitive brand was considered in Mumbai and selection criteria could include opportunities to display caring and sensitivity. The most effective Much will depend upon the relative importance of different criteria and business leaders are often those that deal with underlying problems rather aspirations. A variety of projects can sometimes enable a broader range of than attempt to address or rationalise their consequences of symptoms. corporate capabilities to be engaged and increase the chance of finding Prevention or elimination at source can be much more cost-effective than potential partners. However, where the quality and extent of engagement cure and this could become a criterion. and involvement is important a single project that ticks a number of boxes might be preferable. Rather than quickly agreeing to whatever suggestions for CSR activities are tabled, a board should challenge and require that more attention be As well as spreading risk, a portfolio of initiatives can increase the chances given to the choice of project. Guidelines or selection criteria could be of appealing to different constituencies. A wide range of local projects agreed relating to the type, nature and scale of project that should be could increase the number of stories that might be relevant to local media, undertaken. As with a corporate vision, an initiative chosen should ideally but it may require the distinct and measurable impact of a initiative that be distinctive and compelling and both demanding and achievable. It concentrates upon tackling a particular issue or problem to interest the should be easy to articulate, understand and justify. Progress towards its media at national or international level. In relation to the latter, how objectives should be measurable so that success can be identified and realistic is it for a single organisation to have noticeable national or celebrated. international impact? Suitable projects might be found in all the areas in which CSR activities Assembling a Portfolio of Projects occur, such as the environment, education, health, sanitation, and basic

Much will depend upon the relevance and quality of the projects that are and rural services. Opportunities to make an impact and a difference are chosen, and the potential they offer for enabling an organisation to make a often found at the boundary of these categories and/or where they noticeable difference. If one sets the bar high and has a rigorous overlap. Thus for example a more efficient stove used in rural homes that qualification process only a small number of projects, if any, may satisfy generated less internal smoke might benefit the environment and result in the criteria for selection. Many companies may run with a range of fewer respiratory problems. initiatives simply because of being unable to identify an area in which they With issues such as the provision of fresh water or toilet facilities, the could make a difference in a way that would engage the media and challenge is widely recognised and on the radar of both Government and stakeholders and harness the interest and contributions of a range of other organisations. Providing affordable solutions may represent a corporate capabilities. significant business opportunity for companies with operations and

It is sometimes possible to simultaneously obtain the benefits of both capabilities in these areas. One needs to be alert to opportunities to width and depth by allowing selected projects where there is a monetise and commercialise. commitment to undertake them and they are unlikely to prove a The search for the right CSR project could be approached as one would distraction, while at the same time developing a corporate initiative that tackle the development of new product ideas. One is looking for something over time could achieve a significant impact while at the same time that is doable and has the potential to stand out, attract attention and helping to differentiate a company and build its brand. There is a relate to a laudable and engaging objective and brand value. For example, difference between ending up with a portfolio of projects by default and a company concerned with connectivity and seeking to be inclusive could the proactive and considered development and implementation of an look for opportunities to reach communities that have hitherto been appropriate strategy. excluded.

In the absence of an appropriate project that would really engage people An Historic Opportunity and make a noticeable difference some companies quickly initiate a range of activities in order to be able to satisfy an expectation that some CSR Last month saw the birth of the National Institution for Transforming India

11 ® Golden Peacock Awards A Strategic tool to Lead the Competition

WHY IT IS SO SPECIAL?

• The only Award, which has a meticulously defined and transparent selection criteria and is implemented by a highly elaborate and WPP 2005 Ltd. UK, receiving the independent assessment process Golden Peacock Global Award in London

• The award builds your BRAND EQUITY and worldwide recognition

• Award winners are eligible to use the Golden Peacock Awards LOGO on all promotional literature for one year.

• Preparation for award application helps to inspire and align the entire workforce and rapidly accelerates the PACE OF SYSTEM IMPROVEMENT

• Even, if you don’t win the Award, the PREPARATION & FEEDBACK helps your strategic learning process to put you on your way to Kumar Mangalam Birla, Chairman, Aditya Birla achieving world-class status Group receiving the Golden Peacock Award

UPCOMING AWARDS

• Golden Peacock National Quality Award (GPNQA) • Golden Peacock Business Excellence Award (GPBEA) • Golden Peacock National Training Award (GPNTA) • Golden Peacock Innovative Product / Service Award (GPIPSA) LAST DATE FOR SUBMISSION

Unilever, UK, receiving the 10 March, 2015 Golden Peacock Global Award for Sustainabililty

Guidelines and Application forms can be downloaded from www.goldenpeacockawards.com Instituted by Building Details: Golden Peacock Awards Secretariat Tomorrow’s IOD INSTITUTE OF DIRECTORS Institute Of Directors Boards M-56 A, Greater Kailash Part - II (Market), New Delhi-110048 India, Tel: +91-11- 41636717, 41636294, 41008704 Registered Trademark ® Registered Fax: +91-11- 41008705 • Email: [email protected] • www.goldenpeacockawards.com chaired by Prime Minister Modi. It replaces the previous Planning The Leprosy Mission in West Bengal has operated since 1902. It provides Commission and announcements of the change have mentioned that food, clothing, shelter and care to over 40 victims of leprosy with a view to 'public' services are often being delivered by 'private' entities and them enjoying a dignified life of improved quality. Their particular highlighted the value of collaboration. An ambitious and sensitive board requirements for medical treatment and prostheses are also addressed. could seek a transformational impact in an area that has traditionally Many of the residents were previously rejected and unwanted. One was presented challenges for public bodies across India and elsewhere. sent away by her four sisters who were subsequently abandoned by their husbands on account of her leprosy. Another resident who has lost his As an example of a project that might satisfy multiple criteria, including fingers and most of his toes helps with the mission's cattle and is learning engagement, inclusion, tangible impact, displaying sensitivity and making to read. a difference, we will now consider one group that has been excluded for over two millennia, namely lepers. Leprosy is a traditional scourge of In 2013 there were 54 leprosy-affected children residing in the Rainbow mankind and South-East Asia is the World Health Organisation (WHO) Children's Home and receiving nutritional, medical and educational region with the highest prevalence of the disease. Leprosy is a curable support. They are encouraged to communicate with members of their condition that is particularly associated with India and its elimination has families who remain in leper colonies and to support each other and the been judged by the World Health Assembly to be a practicable possibility. home. Their experiences of birthdays and outings contrast strongly with those of many lepers whose daily lives in India echo those of victims of In 2013 India reported 126,913 new cases of leprosy and accounted for leprosy two thousand years ago. Yet this continuing strand of human over 62% of new cases of leprosy reported by countries that have notified suffering could be ended. over 1,000 new cases in the past five years. India now accounts for a higher proportion of reported cases than in the period 2006-2008. Over a International call for Action half of cases in India involved multi-bacillary leprosy, 46,845 were females and 12,043 were children. The IOD President Lt. Gen. Ahluwalia has In 2013 seventeen Ministers of Health from highly endemic countries spoken and written about the plight of the disabled in India. In 2013, reporting over 1,000 cases per annum met for an international leprosy 5,256 of the new cases of leprosy in the country represented grade-2 summit and issued the Bangkok Declaration. This called for a disabilities. reaffirmation of commitment - with appropriate resourcing and use of multi-drug therapy - to achieve the goal of a world without leprosy. Because Given the size of India's population and how leprosy spreads one would they cannot feel pain in areas affected by the decease lepers can suffer expect higher absolute numbers than in many other countries, but leprosy more than others from accidents. Cases therefore need to be detected can be controlled by multi-drug therapy when detected early and the 44th before disabilities occur. World Health Assembly in 1991 called for the elimination of leprosy as a public health problem by the year 2000. Elimination is defined by the WHA Many cases of leprosy may be undiscovered and/or undisclosed. In India as a prevalence of less than one case in 10,000. Assuming most cases of lepers face discrimination on many grounds and this can lead to both leprosy are reported its elimination remains on the “to do” list and at sub- concealment and marginalisation. Lepers cannot stand for election and national level could be regarded as an achievable objective. leprosy is grounds for divorce. For much of our recorded history they have been shunned and confined to leper colonies. The development of a Meeting CSR Programme Objectives vaccine would increase the protection afforded to those living in areas where leprosy is endemic. Some CSR programmes are aimed at selected age groups or the disabled. Other initiatives have a particular purpose, for example the greater The elimination of leprosy is a significant, appealing and achievable target. inclusion of groups that have been excluded. Leprosy can afflict young and For those aspiring to make a difference there is an opportunity to achieve a old. It can result in physical and social disabilities. Lepers have milestone in history and benefit India and many countries in which the traditionally been outcasts. They are rejected and ostracised by their disease is found. We could lay a traditional scourge of mankind to rest. families and communities. Hence corporate action to deal with leprosy Elimination is affordable and modest sums can support communities of can appeal to a wide range of constituencies. lepers. However, prompt action is required as there is also a risk that drug resistant strains may emerge. To be sure of success the elimination of The relief of leprosy offers scope for action in particular locations or across leprosy needs to become a core CSR goal while a window of opportunity multiple sites, including in rural areas. While a large budget could result in exists. the elimination of leprosy at State or national level, a modest sum could offer much needed relief for supported lepers. To illustrate what can be *Prof. Colin Coulson-Thomas of the University of Greenwich and Director- achieved and how afflicted people can benefit we will consider two General, IOD India for UK and Europe Operations, and leads the projects in India supported by the Order of St Lazarus which has been International Governance Initiative of the Order of St Lazarus. concerned with helping lepers since its early origins.

13

INDIA'S CSR LAW- AN INNOVATIVE SOLUTION *Dr. Mahesh Chandra and Dr. James P. Neelankavil

Most CSR practitioners believe that for just emerging or developing Implying that to be effective CSR polices should have the combined inputs countries, tackling CSR issues through laws and regulations is challenging of self-regulation as well as regulation (Steurer, 2010). and problematic. These experts believe that CSR enforcement by Based on a review of the submissions to a 2005/2006 Australian governments requires political will to enact laws, technical expertise to Government inquiry into corporate social responsibility investigating understand environmental hazards, and resources to enforce regulations. whether CSR and accountability of businesses' actions should be Moreover, research has shown that, in developing countries companies do regulated or left to be determined by market forces, the results showed not comply with existing legal frameworks related to corruption, fair trade that there were equally strong arguments made for both. On one hand, as practices, respect of human rights, and other CSR-related laws (Rahbek- expected, the business community overwhelmingly favor an anti- Pedersen and Muniche, 2006). In spite of these difficulties, a few Asian regulation approach whereas, social and environmental organizations governments have enacted CSR regulations, including India. including a few individuals strongly support government intervention. Having had very little progress in the direction of voluntary CSR initiatives Ultimately the Australian government decided not to introduce national by the private sector, in 2013 government of India passed a compulsory legislation governing CSR and adopted CSR regulation to enforce businesses to act responsibly in addressing India's CSR Laws as an Opportunity for Indian Businesses environmental issues. Clause 135 of India's Company Act of 2013 mandates that companies meeting certain criteria in terms of profit, net For Indian companies, especially those that are required to meet the worth or turnover spend at least 2% of their average net profit in the newcompany act concerning CSR, the law should be viewed more as an previous three years on CSR activities. opportunity to do good as well as avoid more stringent laws that might be severely restrictive. In addition, embracing the CSR regulation might also CSR as a Voluntary and Self-Regulated Concept endear them to the public as well as the country's lawmakers. A further In developed/industrialized countries of Europe and the US, CSR benefit of accepting the law might be the way in which the Indian initiatives by businesses are well formulated and the companies seem to government would deal with businesses, instead of being confrontational, be genuinely interested in CSR. Many of the companies in these countries they might be more cooperative/collaborative in enacting new CSR laws. If are publicly held, global in nature with additional pressures to behave in fact, some researchers have found that there are a few cases in which an ethical manner. In a study on accountability, Watts and Zimmerman governments have joined other stakeholders in assessing their role as found that the large firms have a more political visibility and are subject to drivers of CSR. These initiatives have led some governments to seek a greater external scrutiny and, hence, are willing to be active with CSR partnerships with intergovernmental organizations, thereby recognizing initiatives (Watts and Zimmerman, 1986).It has also been noted that CSR the importance of collaborative public policy in encouraging CSR activities is an increasingly pervasive phenomenon in European and North (Albareda, Lozano, Tencati, Nidttun, and Perrini, 2008). Companies, of American economic and political landscape. Researchers have found course, are not in favor of lowering their profit margins, but they probably that neo-institutional and stakeholder theory show the differences in the could agree on an acceptable profit margin if CSR initiatives were arrived at institutional environments of Europe and the U.S. affect expectations through negotiations with government rather than through enacted laws about CSR to society (Doh and Guay, 2006). These differences in the and regulations. institutional framework often manifest into government policy and also There have been many conceptual arguments made for CSR to be non- that of the non-governmental organizations (NGO) activism towards regulated for the reasons of efficiency, level of compliance achieved, and issues involving CSR. Research investigating the public policy issues that lack of technical understanding within government bodies. In fact, some guide CSR in Europe concludes that CSR a neo-liberal concept helped to suggest that improving CSR accountability could be achieved through downscale government regulations, but that it has in turn matured into a stakeholder engagement and co-operative arrangements between more progressive approach of societal co-regulation in recent years. businesses' and affected entities (Ihugba, 2014).

15

All the above compelling reasons make it imperative that Indian confrontational which in all likelihood make things worse for these companies follow the new CSR laws and use it to their advantage. This is a companies. great opportunity for Indian companies to be a good corporate citizen as * Dr. Mahesh Chandra, Assoc. Professor, Department of Information well as be viewed by the Indian government as a cooperative partner in Systems and Business Analytics, Zarb School of Business, Hofstra reducing the environmental destruction. University, NY. A collaborative effort between governments and businesses that brings * Dr. James P. Neelankavil, Professor of Marketing and International complementary skills to the table would in the final analysis be probably Business, Zarb School Business, Hofstra University, NY. more successfulin implementing CSR laws.If the Indian companies view the new law as a threat, they will definitely be viewed as being

IOD Certified Directors for the month January 2015 Here are IOD’s Certified Directors

126th Masterclass for Directors, January 23 - 25, 2015, Bengaluru Name Designation Company Mr. Sridhar Venkatachalam Director Empowertrans Pvt Ltd Mr. Bhaskar Mahendrakumar Chavda VP & GM India Marketing Replicon Software India Pvt Ltd Mr. Raj Rao CTO Hospitality Finance Co. India Pvt Ltd. Ms Usha Rangarajan CTO Tata Teleservices Ltd Ms. Reena Dayal Yadav Head - Corporate Industry Forums and Standards TCS Dr Garima Vashistha Chairman Tholons Mr. K.V. Prabhakar Chief Manager Syndicate Bank Mr. Suswaram Badari Narayana Murthy Manager Syndicate Bank Ms. Abha Saxena Founder Social Equity Advisory Services Mr. Ravindra Ramaswamy Win Win Technologies Ms Kavitha Kestur Chief Vigilance Officer BEML Ltd Ms. Moumita Bhattacharya S.T. Writer Oracle India Ms. Kameshwari Rao Director - People Strategy Sapient Mr. S.K. Goel Independent Director IRFC Mr. Pradeep Jagtap Lead - Retail Bank ANZ Mr. Jagadish Nanjappa Head - Technology Enzen Global Limited

127th Masterclass for Directors, 30 January - 1 February, 2015, Mumbai Name Designation Company Mr. M. Venkatesh Rao Group GM MRPL Ms. Vishakha Pota Proprietor Vimark Plus Mr. Mauleesh Pota Proprietor Vimark Mr. Ashutosh Nadkarni Managing Director KKN Land Systems India Ms. Gauri Gokhale Vice President Atos India Mr. Hemant Kale Managing Partner Yashodhan Consulting Mr. Dibyalochan Ojha Chief Financial Officer NEC India Pvt. Ltd. Mr. Kapil Chhabra Director HERF Solutions India Pvt. Ltd Mr. Vinayak Kamath Director Viva Corporate Advisors Pvt. Ltd. Mr. V.S. Sriram Ex Sr. Corporate VP & Chief Customer Officer HCL Technologies Ltd Mr. Somdev Singh Vice President Program Management Essel Infra Projects Limited Mr. Sanjay Desai Director, Supply Chain Asia Thermo Fisher Scientific Mr. Gyan Prakash Srivastava Director Central Electronics Ltd Mr. Anup Kumar Singh Head of Business Development Maersk Group Mr. Hariharan Goplakrishnan Retd. MD ESAB India Ltd Ms. Meenakshi Roy Leadership Coach and Strategic HR Partner RBNL

17

CORPORATE SOCIAL RESPONSIBILITY - UNDP INITIATIVES *Dr. Jaco Cilliers

It is my privilege to speak to the leaders of the industry and various success of businesses as the provision of affordable goods and services stakeholders involved in the corporate social responsibility initiatives in and job opportunities to the poor generate rising incomes and thus new the country. I would be using this opportunity to explain some of the market opportunities. Companies around the world are recognizing the leading initiatives that UNDP has been implementing across the world with benefits from taking greater responsibility and contributing towards the private sector for finding effective solutions for poverty alleviation, sustainable development. environment protection disaster management. As we are all aware, private Operating in a developing country and implementing inclusive business sector plays an important role as an engine of economic growth and job models that offer the potential for development impact along with creation in developing countries. It provides goods and services, commercial success however may lead to a range of complex issues that generates tax revenues to finance essential social and economic companies may not be able to handle on their own. Often these challenges infrastructure, develops new and innovative solutions that help tackle can best be addressed in partnership with other actors – including other development challenges and it is a central actor in addressing climate businesses, government agencies and civil society organizations. By change. As such, the private sector is an important strategic partner for partnering with UNDP many of the challenges can be addressed UNDP in achieving its vision to help countries eradicate poverty and effectively. reduce inequalities and exclusion within broader sustainable development. Most UNDP programmes with the private sector aim at inclusive market development (IMD). Inclusive markets are markets that extend choices UNDP has projects related to private sector development or engagement and opportunities to the poor (and other excluded groups) as producers, in most of the over 170 countries and territories where we provide consumers and wage earners. Inclusive markets thus create jobs and assistance. UNDP works with companies from a variety of sectors, for affordable goods and services needed by the poor. example, water, energy, extractives, food and agriculture, consumer products, healthcare, finance and information technology. Private sector In a number of developing and transition countries UNDP contributes to companies have supported UNDP projects directly with US$135 million development of inclusive markets by working in the areas of improving between 2009 and 2013. policy frameworks, developing value chains, improving access to affordable goods and services, supporting entrepreneurship development UNDP's collaboration with the private sector can take various forms: and corporate social responsibility. • Facilitate discussions between public and private sector and the civil The IMD approach focuses on entire markets or sub-sectors that are society on a specific development theme or industry sector; important to the poor by addressing barriers to inclusive market • Find solutions for development challenges through core business development at micro, meso and macro levels. Such barriers include, e.g. activities and initiatives that include low-income groups into value lack of appropriate policies, limited access to finance and markets, weak chains as producers, suppliers, employees and consumers; value chain linkages, capacity constraints and lack of infrastructure. Thus, various interventions at different levels might be needed. • Mobilize private sector financial and in-kind resources for development projects; The IMD approach promotes participation of all relevant actors at various levels. Which market or sector to target and how to promote inclusion is • Leverage innovative technologies and solutions for development; defined through an open and participatory process where the focus is on • Form broader collective action initiatives on key development issues. the sectors or markets that are important to the poor. The process involves In today's global economy access to new markets, products and not only UNDP and other UN agencies but also additional partners and production opportunities are important for companies' competitiveness. stakeholders such as the local government, academia, private sector At the same time economic development is central to the long-term organisations, civil society organisations, etc. Upon selection of target

19 sector or market the sector specific stakeholders are identified along with BCtA member initiatives include pledges to provide access to banking investors and lead firms. This ensures a demand driven strategic services for more than 40 million people, promote improved nutrition for 8 approach where the opportunities for the poor are the starting point. million children, and enhance access to energy for 7.1 million low-income households. Based on the IMD approach UNDP leads a global multi-stakeholder research and advocacy initiative- The Growing Inclusive Markets (GIM). It The United Nations Global Compact is largest corporate sustainability seeks to understand, enable and inspire the development of more initiative in the world with more than 10,000 signatories based in more inclusive business models around the globe that will help to create new than 140 countries, and Local Networks existing or emerging in over 100 opportunities and better lives for many of the world's poor. countries. Global Compact Network India is the Indian arm with 183 leading corporates. The GIM initiative involves a broad range of partners from developed and developing countries, has produced global, regional and national reports, UNGC is a call to companies everywhere to: action-oriented research tools, a web-based knowledge management • Voluntarily align their operations and strategies with ten universally platform, and generates capacity building, network building and accepted principles knowledge sharing at the local level. • Areas of human rights, labour, environment and anti-corruption The GIM approach seeks to demonstrate how business can significantly contribute to human development by including the poor in the value chain • Take actions in support of UN goals, including the Millennium as consumers, producers, business owners or employees ('inclusive Development Goals business models'). GIM highlights portraits of successful simultaneous • A leadership platform for the development, implementation, and pursuits of revenues and social impact by private actors, from social disclosure of responsible corporate policies and practices entrepreneurs to local small and medium-sized enterprises, large In India, UNDP has worked in India since 1951 in virtually all areas of domestic companies and multinational corporations, but also state- human development from democratic governance to poverty eradication owned companies and civil society organizations. and sustainable energy and environmental management. Our I would like to highlight another UNDP innovation: The Business Call to programmes are aligned directly with national priorities and are reviewed Action (BCtA). It is a global initiative that seeks to harness the power of and adjusted annually. Our use of flexible implementation modalities to business investments to reduce extreme poverty and improve the lives of provide a full range of demand-based development services makes us the millions. preferred partner of government and private sector foundations in Launched in 2008, the Business Call to Action (BCtA) aims to accelerate implementing development initiatives. We look forward to partnering with progress towards the Millennium Development Goals (MDGs) by you in implementing development solutions on the ground and challenging companies to develop inclusive business models that offer the contributing to the goal of inclusive and sustainable development. potential for both commercial success and development impact.BCtA's value-added stems from its ability to provide: * Dr. Jaco Cilliers currently works as the Country Director for the • A global leadership platform and opportunities to share expertise, United Nations Development Programme (UNDP) in India. He knowledge, and best practices for market-based approaches to development; specialized in sustainable development, social and political interventions, as well as reconstruction and transformation • Initiative development advice and assistance; and processes. • Linkages with companies, donors, and other key stakeholders.

NEW MEMBERS OF THE MONTH INDIVIDUAL MEMBERS Name Designation Company January 2015 Mr Anshuman Neil Basu Chief Executive & Director SCM Programs Private Limited Mr Rajendran M Managing Director Kaavian Systems Private Limited Mr Gautam Malik Chief Executive Officer Kanchan Janga Integrated Infrastructure Dev Pvt. Ltd. Mr Surya Kant Agrawal General Manager Finance & Company Secretary Machino Plastics Limited Mr Alfred Tuinman Director Our Man in India Mr Regunathan Srinivasan (Retd.) Vice President BASF Mr Bhagwandas Bhojwani MD Imerys Minrals (I) Pvt. Ltd. Mr Kokkonda Venkateshwar Resident Construction Manager/Sr Manager( Proj.) Powermech Projects Ltd. Dr Shirshendu Mukherjee Senior Strategic Advisor Wellcome Trust INSTITUTIONAL MEMBERS • Futurenet Technologies India Ltd • CIMA India Liaison Office

21

IOD DISTINGUISHED FELLOW 2014 Dr. S. S. Kshatriya, IAS Chief Secretary, Govt. of Maharashtra

receiving Distinguished Fellowship of IOD from Mr. Subhash Desai, Hon’ble Minister of Industries, Govt. of Maharashtra & The Rt. Hon. Baroness Verma, Minister for Energy & Climate Change, Govt. of UK

r. S. S. Kshatriya, IAS belongs to the 1980 batch of Indian Administrative Service. Has held various important Dassignments in Maharashtra and served Government of India in the Ministries of Steel, Power & Home Affairs. Under State Government, he has held crucial assignments like Vice President, MHADA, Commissioner of Sales Tax, General Manager, BEST, Principal Secretary to Chief Minister, Municipal Commissioner of Mumbai. He was the Chairman of the Committee for classification of Commodities, where he drafted the law for Value Added Tax system. As Principal Secretary of Housing Department, he wrote the Housing Policy for the State focusing on affordable housing. He prepared the policy for renewal of leases and introduced the Suvarna Jayanti Rajaswa Abhiyan, which has received tremendous public response. He has served both State Govt. and Govt. of India with great distinction.

31

WINNERS Golden Peacock Awards HIGHLIGHTS OF A Strategic Tool to Lead the Competition ACHIEVEMENTS 2014

Golden Peacock Global Award for Corporate Social Responsibility (GPGACSR)

Tata Motors Limited India Sector – Automobile

Tata Motors Limited is a leading company in automobile sector with 52% market share in commercial vehicle category. During the current year it has allotted 5.17% of annual profit for CSR activities. The thrust areas of its CSR activities are health, education, employability and environment. It has issued CSR policy and has a CSR committee. Its major work consists of : Improvement in physical infrastructure of schools; Construction of internal village roads; Skill development of youth including driver and mechanic motor vehicle training program; Tree plantation around its manufacturing units; Provide safe drinking water in drought prone villages; Run mobile medical clinic in villages and hospital for community; Mr. Ravindra Pisharody, Executive Director, Commercial Vehicles, Tata Infrastructure and facility up-gradation of ITIs. Tata Motors supports Sumant Mulgaonkar Development Foundation Motors Limited, India receiving the Award towards implementing 'Amurtdhara' - National Drinking Water Project to provide safe drinking water to communities. It started Learn, Earn and Progress (LEAP) program to train youth as motor vehicle mechanic.

PT Bank Mandiri (Persero) Tbk Mandiri Micro Business, Indonesia Sector – Financial (Banking)-Government

PT Bank Mandiri (Persero) Tbk is the second largest bank in Indonesia with turnover of IDR 32.71 trillion. It has over 2000 branches in Indonesia and 7 foreign offices. The bank allocated IDR 5 Billion last year for Community development projects. It supports Hydro- power to generate renewable energy. CSR program is focused to have key positive impacts in sectors of education, training, healthcare, scholarship, business mentoring, and financial lectures, which has contributed to community development in Indonesia. Bank has implemented a program in Argorejo village in the province of Yogyakarta, Indonesia. Argorejo was selected to host the pilot project due to its underdeveloped status despite its enormous potentials. Comprehensive and integrated mentoring and empowerment programs are aimed at local community with focus on agriculture, livestock husbandry, and the creative industries to improve food self- sufficiency. The project makes use of many food crops found locally and improve them in productivity and product Mr. Hery Gunardi, Director of Micro and Business Banking, PT Bank Mandiri (Persero) Tbk receiving the Award variety. This includes rice plantation, oyster mushroom cultivation, cattle farming, gardening, and freshwater fishery. Besides, it also promotes the use and development of alternative sources of energy.

Doha Bank Qatar Financial (Banking)- Private

Doha bank is the leading bank of Qatar and has shown growth in total assets, on year to year basis, for the last five years and 137% growth in equity in last 6 years. The branch has taken more than 30 initiatives for community investment. Prominent is an Eco-school concept for school children with an Eco-school website and Eco-star awards scheme. The Eco schools program is absolutely free of charge and user friendly. It delivers ECO-curricular activities for the next generation, which provides a creative learning environment for children to become more resourceful, innovative, artistic, imaginative and proactive in saving the environment. Audit of CSR activities is done by an internal audit task force. Mr. G. Pattabiraman, Country Manager – India, Doha Bank, Qatar receiving the Award

Dubai Customs UAE Sector- Government

Dubai Customs is a public service organization with an agenda to facilitate free trade and ensure the control and security of Dubai's borders and integrity. It has implemented SA 8000, the social accountability standard. It has CSR Vision, Mission, Values and Policy. CSR allotment is 0.6% of previous year's expenses. The CSR policy drives it to carry out activities for society, environment, market and workforce. Regarding assessment of social/ ethical impacts of company's activities its CSR team gives all details to its Management; on KPI, on quarterly basis for analysis, for comparing with target and deadline. It has strong CSR management practices and conducts internal audit of CSR activities. Mr. Khalil Saqer Bin Gharib, Director Corporate Communications, Dubai Customs, UAE receiving the Award

33

SanDisk Corporation USA Sector- Software SanDisk Corporation is a global leader in flash memory storage solutions. Company transfers 0.5 % of net profit, each quarter, to SanDisk Foundation, which is designated for CSR activities. SanDisk has contributed to: The distribution of over USD $25 million to over 1,000 charitable organizations worldwide since 2003 – over USD $8 million last year; Providing needed training, education and support to the unemployed & under-employed; Supporting research to fight against cancer; Providing education, health care and prevention services to the poor ; Serving food to seniors, homeless youth and children around the world; Providing SanDisk product donations to schools, humanitarian aid to medical health organizations; Housing for the homeless and victims of domestic violence; and Supplying educational Mr. Vivek Tyagi, Director, APAC Sales, SanDisk Corporation, USA receiving the Award materials, scholarships, mentoring and tutoring to poor, talented school and college students. Its innovative social project is titled 'The impact of corporate community partnership on global hunger' and has perceptible impact on community. SanDisK employee volunteers' philanthropic and program support has enabled the 'Second Harvest Food Bank provide more than 6 million meals to families, children, seniors and veterans in its local communities

Golden Peacock Award for Corporate Social Responsibility (GPACSR)

Maruti Suzuki India Limited New Delhi Sector - Automobile

Maruti Suzuki India Ltd, a subsidiary of Suzuki Motor Corporation; and is the first company to produce and sell more than a million cars in India. As a part of CSR, the company undertakes development projects in areas of education, sanitation, healthcare and rural infrastructure for local communities. The Company is undertaking social projects in Manesar, Gurgaon and Rohtak. The infrastructure development work includes construction of toilets, boundary walls, pavements, drinking water tanks, repair of electrical fittings, provision of fans and horticulture work. The Company has contributed to upgradation of 7 government schools, out of which 3 have been declared the “most beautiful schools” by the State Education Department. Around 7,500 students, many from underprivileged sections of society, have Mr. Ranjit Singh, General Manager (CSR and Sustainability), Maruti benefitted from the education program of the Company. It started working on sanitation and of the villages where it Suzuki India Limited receiving the Award worked, one village “Alihar” has been declared Nirmal Gram in 2013-14 under the Nirmal Gram Puraskar scheme of the Government of India. In healthcare field it donated ambulances to the Civil Hospital in Gurgaon, which have attended to over 2785 medical emergencies during the year.

WNS Global Services Pvt Ltd Mumbai Sector - BPO

WNS Global Services is a 100% subsidiary of WNS (Holdings) Ltd, a leading global Business Process Management (BPM) company. WNS framed its CSR policy to establish its commitment to serve the community, through its various programs under the aegis of WNS Cares Foundation (WCF). WCF has customized projects and programs for each of its international locations. The infrastructure that WCF invests in, is usually Computers, Book Cabinets for the Library and Books and Sports Equipment. The company also invests in Beautification of Computer Labs to make the environment more friendly, warm, and conducive to learning. WNS Cares Foundation vows to create a more equitable society for Mr. Keshav R. Murugesh, Group CEO, WNS Global Services Pvt Ltd future generations. The aim is to equip underprivileged children and youth so that they reach their potential to the receiving the Award fullest. The holistic approach adopted by WCF in developing these children and youth is by offering them academic qualifications, computer literacy and real life skills, which spur their self-esteem and confidence.

UltraTech Cement Ltd, Rajashree Cement Works Gulbarga Sector - Cement

UltraTech Cement Ltd, Rajashree Cement works, Gulbarga is the single largest cement plant in India. It has adopted CSR policy with a well defined vision aligned with 5 core strategies like Community health, Education Upliftment, Infrastructural Development, Livestock development, Livelihood & Social issues. It allocated 2.24% of annual profits for CSR. The company CSR activities include donations/contributions to organizations and institutions involved in service to the under-privileged, for example, schools for the visually challenged, skill training initiatives for the youth and women, pre-school centres, library book distribution, and community toilets. It has formal MOUs with Sarva Shiksha Mrs. Rajashree Birla, Chairperson, Aditya Birla Centre for Community Abhiyan for school improvement and with ICDS for improvement of identified Aanganwadis. It also organizes activities Initiatives and Rural Development receiving the Award like self Help Groups, livelihood trainings, health program, eye camps, immunization camps, health camps, family planning camps and provision of potable water. Its social project has been 'Skill development with focus on livelihood'.

35

Gujarat State Fertilizers & Chemicals Ltd Vadodara Sector- Chemicals & Fertilizers

Gujarat State Fertilizers and Chemicals (GSFC) was incorporated as a joint sector company in 1962. Going beyond the mandatory 2%, GSFC has been contributing as much as 14% of its profit, towards various CSR activities. It has implemented CSR policy and has Board level CSR committee. Its focus areas are providing total solutions to the farmers, through awareness, training, technological support through GSFC's Science Foundation and Agricultural Development & Agricultural Services Department. Other CSR activities are: Promoting education and employment enhancing vocational skills; Promoting gender equality, empowering women, setting up homes and hostels for women and orphans; Setting up old age homes, day care centres; Ensuring environmental sustainability, ecological balance, Dr. S. K. Nanda, IAS, Chairman & MD, Gujarat State Fertilizers & Chemicals Ltd receiving the Award protection of flora and fauna, animal welfare, agro-forestry, conservation of natural resources; Maintaining quality of soil, air and water; Training to promote rural sports; Promoting healthcare, sanitation and making available safe drinking water. GSFC sponsors mid-day meals for 1,30,000 school and aaganwadi children by supporting the nutrition program of NGO -Akshaya Patra Foundation. GSFC plans to build 1000 House Hold Sanitation Latrines in the remote villages in Vadodara district in 2014-15 at a cost of INR 1.7 Crores.

Samsung India Electronics Pvt Ltd Gurgaon Sector- Electronics

Samsung is a global leader in digital technologies. The company has allocated 2% of its average net profits for CSR over the last three years. Samsung's flagship CSR initiative in the country is the Samsung Smart School program. It has been setting up Samsung Smart Classes at Navodaya Vidyalaya in different parts of the country thereby improving the quality of education. It signed an MOU with Micro, Small and Medium Enterprises (MSME) and has set up two MSME- Samsung Technical Schools one at Delhi and other at Hyderabad to impart Advanced repair and Industrial skills enhancement program. Further it trains teachers across the country as 'Guru Shiksha' initiative. It has adopted a village Mr. HyunWoo Bang, Senior Vice President, Chief Relations Officer, to bring in several improvements in the infrastructure, health and education facilities. Samsung India Electronics Pvt Ltd receiving the Award

State Bank of India Mumbai Sector- Financial (Banking)

State Bank of India (SBI) is committed to maintaining highest standards of ethical conduct, saving environment and doing service to the society as their social responsibility. It has implemented CSR policy. It has spent over INR 148 Crores on CSR activities, 1.37% of Profit after tax. Focus areas of CSR activities are: Support in education; Healthcare; Assistance to poor and underprivileged; Environment protection; Entrepreneur development program; Assistance during natural calamities. SBI provided 1,40,000 electric fans to 14,000 schools across the country, infrastructural support like furnitures, computers, donation of 130 buses and vans to physically/ visually challenged children and those belonging to weaker sections of society. It donated 618 medical vans/ ambulances and medical equipment to Mr. Vinod Pande, GM - Corporate Communication & Change Management, State Bank of India receiving the Award 165 centres and installed more than 88,000 water purifiers in schools ensuring clean and safe drinking water. SBI signed an MOU with Enable India - NGO for imparting skill development program for physically challenged persons in Karnataka state. Its branches arranged numerous blood donation camps, Eye camps, Health camps and supported tree plantation for environment protection and windmill for power generation.

ICICI Foundation for Inclusive Growth Mumbai Sector- Financial Services

ICICI Foundation for inclusive growth is the CSR arm of the ICICI Group. The foundation has a strategy to partner in India's inclusive growth, through projects in the area of education, healthcare, skill development and sustainable livelihoods. By strengthening public health systems and delivery mechanisms, it aims to improve access to healthcare for some of the poorest communities across the nation. In the area of skill development & sustainable livelihoods, the Foundation has launched ICICI Academy for skills and Rural Self – Employment Training Institutes (RSETIs).

Mr. Chinmay Sengupta, Chief Operating Officer, ICICI Foundation for Inclusive Growth receiving the Award

37

Cisco Systems (India) Pvt Ltd Bangalore Sector- IT

Cisco System (India) Pvt Ltd , has been a pioneer in networking technologies since 1984. Under CSR program, Cisco invests in programs that give students the foundation to succeed beyond school. The company focuses on the skills needed for information & communication technology (ICT) careers and emphasize the importance of Science, Technology, Engineering & Mathematics education, especially in under developed communities. Networking Academy is Cisco's longest-running CSR program and is supported worldwide by public-private partnerships with educational institutions, non-profit, non-governmental organizations (NGOs) and government agencies. The Cisco Networking Mr. Purushottam Kaushik, Director Operations, Sales, Cisco Systems Academy program teaches students how to design, build, manage, and secure computer networks. In India, over the (India) Pvt Ltd receiving the Award past 15 years Cisco has supported the training of 84,000 students through 190 partnerships with Higher Educational Institutions, Vocational schools, Public Sector agencies and the non-profit sector across 25 states and union Territories.

NMDC Limited Hyderabad Sector- Mining & Metallurgy

NMDC is the largest public sector unit devoted to mines and mineral development. NMDC Ltd places emphasis on employee's participation and involvement in CSR activities. CSR is embedded in organizational culture and top management is fully committed to achieve objectives of CSR programme. The impacts of CSR activities includes: Reduction in Infant Mortality Rate (IMR); reduction in Maternal Mortality Rate (MMR); High Per Capita Income and Substantial improvement of Human Development Index. The sectors of CSR activities are: Healthcare; education; literacy promotion; improving rural infrastructure; empowerment of women; child welfare & income generating Mr. Rabindra Singh, Director (Personnel), NMDC Limited receiving the programs. Award

Oil and Natural Gas Corporation Ltd. New Delhi Sector- Oil Production

Oil and Natural Gas Corporation (ONGC) is a leading PSU. It has implemented CSR policy, has a CSR committee and is committed to allot 2% of Profit after Tax for CSR activities. CSR projects are carried out through specialized agencies singly, in collaboration or under Public Private Participation (PPP) mode. Focus areas are Healthcare, education, literacy promotion, improving rural infrastructure, community development, welfare programmes, economic empowerment of women, income generating programmes, child welfare, community relations: involving employees in community development and providing social amenities. ONGC started project 'Swavlamban Abhiyan', in collaboration with Mr. Alok Misra, Executive Director, CSR, Oil & Natural Gas Corporation Artificial Limb Manufacturing Corporation of India (ALIMCO), distributing aids and appliances to persons with Limited receiving the Award disabilities reaching out to 41000 of the poorest of poor people. Other CSR projects are in Healthcare sector namely Medical camps, Health schemes for women and elderly people and immunization programs. It partnered with Help – Age India to run 20 Mobile Medicare units under social project - 'Varishtajana Swasthya Sewa Yojana' aimed to serve aged people in remote areas.

Biocon Limited Bangalore Sector- Pharmaceutical

At Biocon, CSR has been an integral part of business since inception. It has formed CSR policy and implements CSR activities through Biocon Foundation, Biocon Academy and External Partners. CSR focus areas are Healthcare, Education and Civic infrastructure. It has allocated 2% of its annual profit as funds for community development works. It monitors Immunization process, and conducts Maternal and child health camps. Biocon Foundation and the Government of Bagalkote have a common vision of eradicating malnutrition in Badami Taluk in North Karnataka. Currently, Biocon Foundation is working with 398 Anganwadis reaching almost 30,000 children in Badami. The primary Mrs. Rani Desai, Head - Biocon Foundation, Biocon Limited receiving focus of this program is food security for pre-school children; regular health checkups and timely medical intervention the Award when required; awareness and education of the parents and caregivers. Under the education initiative, Biocon Foundation has an initiative 'Chinnara Ganitha' which helps to bridge the gap in Maths education. For Infrastructure, it developed Biocon Nagar- a township consisting of 411 houses equipped with solar light. The foundation is in the process of building a school, health center, water purification system as well as a solid waste management system. Biocon provided access to sustainable and clean sanitation facilities to rural communities – 1000 household toilets and several community toilets have been built so far. Further it provided clean drinking water and set up a water purification plant in Huskur, rural Karnataka. Its social project include: Mobile Early Detection and Prevention of Oral Cancer (mEDPOC) for early detection and prevention of oral cancer at the community level, thereby decreasing the incidence and severity of oral cancer, which has an annual target of 30,000 population in both urban and rural areas.

39

Steel Authority of India Limited New Delhi Sector- Steel Steel Authority of India Limited (SAIL) is the largest public sector steel producing company. It is a Maharatna status company with Govt. of India holding about 75% equity. It has formed CSR policy, duly approved by its Board. SAIL is committed to allocate 2 % of its Profit after Tax of previous year for CSR. Focus areas of CSR are: Village development including development of 'Model Steel Villages' (MSVs), providing Medical and Healthcare, Immunization; Education; Access to water facilities; Construction of roads; Road side drains & Street lights; Environment; Women empowerment; Assistance to people with disabilities; Sustainable income generation through Self help groups; promotion of Sports; Arts, Culture & Recreational activities. During the last 3 years, over 9700 health camps were organized benefitting more Mr. Binod Kumar, Director (Commercial), Steel Authority of India Limited than 5.9 lakhs people. SAIL has provided access to over 77 lakh people across 435 villages since inception by receiving the Award construction and repair of roads. It has installed over 7000 water sources to provide drinking water access to over 42 lakh people. It provides Mid-day meals to students of Govt. schools in and around Bhilai and Rourkela and healthy & nutritious meals are being provided to 73000 students in around 550 schools every day. SAIL has planned to construct 814 toilets in 676 schools under ' Swatchh Bharat- Swatchch Vidyalaya Campaign'.

Golden Peacock HR Excellence Award (GPHREA)

Concentrix Daksh Services India Pvt Ltd Gurgaon Sector- BPO

Concentrix Daksh Services India Pvt Ltd, is a BPO Service provider, with 24000 employees, involved in Customer relationship management, marketing, sales, front- line customer support, back office- customer support, product support, social media monitoring and analysis. The India HR strategy is designed and aligned as the derivative of the Concentrix global HR strategy and the aim is to become the 'Employer of choice' in Indian markets. It has three key drivers to orient itself: 1. Corporate Culture - Atmosphere and Environment, Empowering, Pay for Performance; 2. Continuous Learning & Development - Progress Front line, Job rotation, Next in Readiness; and 3. Acquisition & Nurture Mr. Ravinder Singh Rana, VP and Country Head, Concentrix Daksh Talent - Leverage supply, Improve Engagement. Further the HR takes the following steps too: Transformational Services India Pvt Ltd receiving the Award Leadership; Accelerated Management Program from Indian School of Business; Application of the Learning - Designing of Strategies at Offsite Strategy meets; Top Talent Program; People Manager Development Strategy.

Aditya Birla Nuvo Ltd, Indian Rayon Veraval Sector- Chemical

Indian Rayon a SBU of Aditya Birla Nuvo Ltd, is a leading company manufacturing high quality textile grade 'Viscous Filament Yarn' (VFY). Its HR Group has formed variable pay scheme for higher productivity and the four areas which impact the variable pay are: Business Goals, SBU and unit goals, Lead indicators, Individual Performance. It has career development monitoring and coaching programs like '360 degrees feedback for one to one interaction' and 'direct feedback exercise for personal interaction'. It has web- based E-learning Platform for self learning system. It has collaboration with Harvard Institute for zero cost access to all Harvard e-learning Courses. HR softwares in use are Dr. Bir Kapoor, Unit Head, Aditya Birla Nuvo Limited, Indian Rayon 'Poornata' for employees' performance, 'ABG onstream' for communication and collaboration and 'Quest to Travel' for receiving the Award travel services, hotel bookings, visa, Forex.

Accenture Services Pvt Ltd Bangalore Sector- Consultancy

Accenture is a global management consulting, technology services and outsourcing company, with approximately 319,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world's most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of USD $30 billion for the fiscal year ended Aug. 31, 2014. Accenture's integrated HR strategy caters for continuous improvement during all stages i.e. Talent Acquisition, Talent Management, Ms. Ritu Bhati, Associate Director, HR, Accenture Services Pvt Ltd Talent Development and Talent engagement. Its 2 Tier HR strategy covers: Service management reviews and Strategy receiving the Award Tower Governance Model. It displays very high level of Innovation, in delivery of an effective HR strategy and a culture of learning. It has a very large pool of software based processes covering all stages of HR activities.

41

Union Bank of India Mumbai Sector- Financial (Banking)

Union Bank of India has shown uninterrupted profit during all 95 years of its operation. The Bank integrated HR strategy consists of the following SRARK process : ie. Strategize; Plan; Acquiring skills; Recruit; KPI/ KRA Driven - committed to be Performance focused for a fair and transparent system which promotes meritocracy. The Bank uses many components of Human Capital Management for this. It has an interactive and transparent Performance Management in Place. The Bank has rolled out a new interactive Performance Management System (PMS) based on the principles of transparency and objectivity. The attrition rate for officers was 0.3% and for all staff was 1.2 % in 2013-14, which shows Mr. Arun Tiwari, Chairman & Managing Director, Union Bank of India the positive impact of the Bank's initiatives in employee engagement and employee grievance redressal system. The receiving the Award Bank has been doing succession planning in right earnest and has conducted various assessment centre exercises in association with leading HR consultants

Mahindra and Mahindra Financial Services Ltd, Mumbai Sector- Financial Services

Mahindra and Mahindra Financial Services Limited (MMFSL) is a Non-Banking Financial Company (NBFC), catering to the financial needs of the large population residing in rural and semi- urban areas of India. It has developed excellent Training, Learning and Human Capital Development through innovative techniques like 'Chakrayuh', 'The third Eye' and method of effectiveness of Learning and Development. It uses software like SAP and offers mobile – App based programs.

Mr. Vinay Deshpande, Chief People Officer, Mahindra & Mahindra Financial Services Ltd receiving the Award

Cairn India Limited Gurgaon Sector- Oil Production

Cairn India Limited is one of the large oil and gas exploration and production companies in India. Cairn HR supports functional departments thereby aligning to the overall organizational and business KPIs. Some of the projects / initiatives are : Career Ladders; Mentoring Framework; Competency Management System; Individual Development Action Plan. Its recruitment process enables it to reach out to global talent pools. It has best in class global recruitment partners who work as brand ambassadors and are able to attract diverse talent. Cairn's Talent Management Frame work is: Identify - Define talent priorities and identify critical roles; Assess- Identify top talent and develop succession Mr. Jatin Tyagi, GM - HR, Cairn India Limited receiving the Award plan; Plan- Draw up individual and departmental development plans; Develop and Engage- Implement individual and group level developmental plans; Review- Monitor implementation

Hindustan Petroleum Corporation Limited Mumbai Sector- Oil Refining

Hindustan Petroleum Corporation Limited (HPCL), is a Govt. of India company with Navratna status in oil refining sector. It has implemented Performance appraisal system integrated with Balanced scorecard to ensure the alignment of its strategies and action plans. It has done HR Automation and all HR processes from Recruitment to Retirement are e- enabled, which has helped in transparency, accuracy, user friendliness. It has launched Project 'Akshay', a leadership development program of 10 months' duration for aspirational strategy for future leadership development. The top ten executives of the organization are being taken through this process. Mr. Pushp Kumar Joshi, Director, HR, Hindustan Petroleum Corporation Ltd receiving the Award

43

CESC Limited Kolkata Sector- Power

CESC, Kolkata, a power generation and distribution company, was established in 1897. Major reforms were introduced in the HR processes of CESC, post 2010, with the objective of attracting, retaining and motivating key talents to meet the changing business requirements. All HR policies/ strategies/ processes of the organization are aligned with the overall business strategy for achievement of the strategic goals of the company. Knowledge Carnival is a first of its kind event aimed at enabling an organizational culture fostering innovation and creativity. With the theme “Quest for Innovation”, it was first organized at the campus of the International Management Institute, Kolkata in March, 2012. It has Mr. Debdatta Maitra, General Manager, HR, CESC Limited receiving the now become a regular annual event. Major reforms were introduced in the HR processes of CESC, post 2010, with the Award objective of attracting, retaining and motivating key talents to meet the changing business requirements. A cross functional team was constituted with senior officials and based on their recommendation many initiatives were implemented for Recruitment, Development and Retention of key talents. This has resulted in downward trend in attrition.

Viom Networks Limited Gurgaon Sector- Telecommunication

Viom Networks is India's largest independent Telecom Tower Company. It has 11% share of all the telecom towers in India. The company follows the 3E development methodology – Education, Exposure, and Experience, which is blended in a 10, 20 and 70% mix of learning interventions. It has an initiative 'CEO club' to identify and develop 25 high potentials and groom them for the Circle Functional Heads and other lead roles. Besides it has mentorship programs, where Senior leaders from corporate office are designated as 'Mentors' to Circle Heads. The manpower at Viom is valued and aim to 'Attract', 'Develop', 'Engage' and 'Retain'. Other HR initiatives are: The Alchemists - an experience sharing series; Mr. Sunil Maxwell Massey, Chief, HR & Business Excellence Officer, Creation of Subject Matter Experts known as 'Dronacharyas'; Gyansarovar - the on-line portal, Balance score card based Viom Networks Limited receiving the Award Role management; 'V-Meet' - the quarterly town-hall meeting led by the CEO; Launch of SAP Initiative – 'PRISM'

DP World Pvt Ltd Mumbai Sector- Transportation - Ports

DP World has presence in 65 marine terminals in 6 continents. Its products are its container terminals and container terminal-operations including loading, off loading and storing of containers in the yard. It has a well defined Performance Management Process and Online System in place. Balance Score Card is used for alignment. DP World globally has developed a People Development Framework (PDF), which is the career and succession planning tool that it uses. The PDF framework helps the HR team to evaluate their employees on their Skills, Competencies and readiness for future roles. It also helps the HR Team to develop a succession plan for the organization. At the end of a PDF Mr. Devang Mankodi, Regional Director, Finance, DP World Pvt Ltd workshop the HR team is trained to define individual development plans for key resources in their organization and also receiving the Award do effective succession planning for these critical resources. The PDF System is supported by an Online System, where the outcome of this model can be monitored and tracked.

SPECIAL COMMENDATION Golden Peacock Award for Corporate Social Responsibility (GPACSR)

Dhariwal Infrastructure Limited Chandrapur

Dhariwal Infrastructure Limited (DIL) is a subsidiary of CESC Ltd, a RP –Goenka group company. It has set up a 2 x 300 MW coal based thermal power plant, 12 Kms away from Chandrapur, in Maharashtra state. The company practices a leadership style where value system fosters an energetic, motivational and innovative environment. Its CSR activities has beneficial impact on surrounding villages in the following sectors: Income generation & Skill development; Employment opportunity; Healthcare; Education; Literacy promotion; Economic empowerment of women; Agriculture and water harvesting programs. It has allocated Rs 1 Crore and spent over Rs 72 lakhs in 2013-14 for community development activities. Mr. Madan Gupta, Managing Director, Dhariwal Infrastructure Limited receiving the Certificate

45

Terumo Penpol Limited Trivandrum

Terumo Penpol Limited (TPL) is a 100% subsidiary of Terumo Corp. Japan and is India's largest blood bag manufacturer. The CSR activities undertaken by TPL are: Organizing Blood donation camps; arranging training for customers; arranging blood for needy patients, assisting the Govt Lower Primary Schools, distribution of school bags and note books to all students, organize library in schools; arranging Science classes at schools in Villapil panchayat; healthcare; employment of disabled & mentally challenged persons and internships for blind students.

Mr. C. Padmakumar, Chairman and Managing Director, Terumo Penpol Limited receiving the Certificate

Manappuram Finance Ltd Thrissur

Manappuram Finance Ltd (MAFIL) is one of the Non Banking Finance Corporations in India providing loan against gold security and owns one of the largest gold holding in India. Its major HR initiative is extending free health insurance to 20,000 below poverty line (BPL) families. MAFIL has set up the 'Manappuram Academy of Professional Education' to provide free professional coaching for Chartered Accountancy (CA). Other CSR initiatives are: Free health care; free medical camps; Day Care Centre; Manappuram foundation called 'Ma Mahima' for empowerment of women.

Mr. V. P. Nandakumar, MD & CEO, Manappuram Finance Ltd receiving the Certificate

Divis Laboratories Ltd. Hyderabad

Divis has the world's largest Active Pharma Ingredients (API) plant within one location with around 500 acres of land and around 6000 employees. CSR is a part of its company culture since 1995. Its major CSR activities are: Health services including health insurance to 20,000 BPL persons; Hygiene and sanitation; social infrastructure; promotion of Education; support of the disabled; imparting employment enhancing vocational skills. It encourages its employees for blood donation and imparting engineering skills to local community. Mr. L. Ramesh Babu, Vice President, Divis Laboratories Ltd receiving the Certificate

SPECIAL COMMENDATION Golden Peacock HR Excellence Award (GPHREA)

Syntel Limited Mumbai

Syntel Limited is a leading company in IT sector. It provides digital transformation, information technology and knowledge process services to Banks, Financial services, Insurance, Healthcare, Retail, Life science, Logistics, and Manufacturing sectors. Its major HR initiative is Online training program on web and mobile devices for anytime anywhere learning platform for employees. The Syntel Talent Engagement Program (STEP) is a leadership development and performance management tool, used to identify the best talent and brings a holistic perspective to the business landscape by identifying successors.

Dr. Rajesh Save, Global Head of HR, Syntel Limited receiving the Certificate

47

Visual IQ Techno Services India Pvt. Ltd Ernakulam

Visual IQ, a medium and small service company, is a part of US based marketing intelligence Software Company for improvement of marketing performance. To make Visual IQ attractive for young people with the culture and challenging work it does, It has introduced programs like 'work at your comfort' where people are given options like Work from Home, Flexible work timing, where they are not stressed and can meet companies requirement at the same time cater to family needs which help them to strike healthy work life balance.

Ms. Sanita Chittilappilly, Director, HR, Visual IQ Techno Services India Pvt Ltd receiving the Certificate

Angel Broking Pvt. Ltd Mumbai

Angel broking is a medium and small financial service provider company with a vision to provide best value for money to investors. Company uses some of the online applications developed in house, HRIS system for all HR functions, CRMS for client relationship management system, I sense (Advisory Dashboard) for B2C Business and Blink (Advisory Dashboard) for B2B Business. Its talent development efforts have been for the Sales & service vertical with a career Progression plan (CPP) for entry to middle management level.

Mr. Dhruv Desai, Head HR, Angel Broking Pvt Ltd receiving the Certificate JK Tyre & Industries Ltd Chennai Tyre Plant

JK Tyre & Industries, Chennai, also called Chennai Tyre Plant (CTP) in Tamil Nadu, is the 5th manufacturing Plant of JK Tyre. CTP has demonstrated clear linkage of HR Work Systems with Vision, Mission and Core Values. It has Performance Management Process, as a strategy to address & achieve business results apart from People Management Award. The half yearly review provides information regarding training needs for the appraisee. As regards Talent Management, its review process of IDPs (Individual Development Programs), MDPs (Management Development Programs), LDPs (Leadership Development Programs) is a formal interaction amongst the Senior members (Business Head, Unit Head & HODs) both at Business and Unit level. Mr. K. A. Unni Nayar, Vice President, Works, JK Tyre & Industries Ltd receiving the Certificate ASSESSORS INVITED

Would you like to be an assessor of these most prestigious awards GOLDEN PEACOCK AWARDS SECRETARIAT invites for specialists in the areas of Quality, Business Excellence and Training We are constantly on the lookout for volunteer professionals or quality people nominated by their organisations who can become certified examiners for Golden Peacock Awards A most rewarding and rich learning experience Please send your CV at [email protected] Golden Peacock Awards Scretariat M-56 A, Greater Kailash Part - II (Market), New Delhi-110048, India Supported by Tel: +91 - 11- 41636717, 41636294, 41008704 • Fax: +91-11- 41008705 Email: [email protected] IOD Institute Of Directors 49 news & events costs if they cannot be accessed and utilised by key work-groups as and when required to address a challenge or pursue an opportunity.”

He continued: “The key to competitive success is to ensure certain jobs are undertaken in a winning way. In uncertain and competitive markets there may be little point recruiting expensive people with potential who may not be required at a future date if they are neither engaged nor properly supported. If existing staff in front-line roles are not equipped to excel at tasks such as winning business, building customer relationships, pricing and purchasing there may not be a tomorrow.” Boards The professor's investigations identify critical success factors for activities that contribute directly to corporate success. They discover what high Urged to Avoid performers do differently from less successful peers in these areas, and examine how others can be enabled to emulate their superior practices. He Distractions shared evidence from his recent reports Talent Management 2, Transforming Public Services and Transforming Knowledge Management which highlight the quickest, most affordable and least disruptive route to Directors should ensure key work-groups excel at the high performance organisations. The findings suggest a new approach is fundamentals of business required. The new leadership he advocates puts greater emphasis upon intelligent steering, implementation and ensuring that the people of organisations are properly supported.

Boards are approving disruptive restructuring, introduce unnecessary Coulson-Thomas believes there is little point producing plans that people culture change programmes and initiate expensive talent wars rather than are not equipped to implement, or having highly motivated people who lack ensure key work-groups are properly supported, according to Prof. Colin the tools needed to do their jobs: “Boards should challenge CEOs and their Coulson-Thomas, author of Developing Directors and Winning executive teams and question whether people – and especially those in Companies; Winning People. Speaking to the Institute's Bangalore front-line and customer facing jobs – have the help they need to do what is Chapter he suggested that in many companies there are far too many required to compete and win. Personalised 24/7 performance support can corporate initiatives that are not relevant to customers and which do not provide relevant assistance whenever required, including when on the relate to critical success factors for competing and winning. Sources of move. It can also enable customers, clients and citizens to help competitive advantage, differentiators and the fundamentals of buying themselves, and it can simultaneously deliver multiple benefits to both and selling are often being overlooked. people and organisations.”

The University of Greenwich Professor believes that in place of His presentation on “what's keeping boards awake and what should they preoccupation with areas driven by vested interests boards should do about it?” was delivered at the Hotel Royal Orchid Central. The concentrate upon the distinct contribution they can make to the growth attendees included Institute members and those completing its and development of a business: “Their behaviours – what they do and the Masterclass for Directors which leads to the award of Certified Corporate quality of their thinking and the decisions they take – determine the value Directorship. they add. Directors should keep their feet on the ground in terms of focus, speed and affordability and be aware of what is happening in the business and market environment. The Conference Board in its CEO Challenge 2015 report undertaken with the support of its regional partner the Institute of Directors of India identifies the concerns of Indian CEOs. Their top two issues are human capital and operational excellence.”

Coulson-Thomas believes boards need to ensure human capital, financial, technological and other resources can be harnessed and applied to what directors are setting out to do in terms of vision, goals and objectives: “Many companies are rich in human capital but poor in terms of operational performance. Impressive capabilities represent overhead

51 government. Some countries like USA have well-structured schemes (like Peace Corps or AmeriCorps) to enable Volunteers to spend a brief period, doing development work with underprivileged sections of society before taking up their chosen profession. To translate our 'demographic dividend' into a true 'development dividend', we need such initiatives, which will sensitize & provide avenues for the more privileged sections to become aware of ground realities and contribute through their personal efforts towards building strong cohesive communities; a pre-requisite for a stable socio-political environment, which in turn would lead to economic regeneration. SBI YOUTH FOR INDIA We have in our country, a plethora of NGOs engaged in development work in rural areas. However, the challenges and the need to get involved in such work has somehow not captured the SBI Youth for India was launched as a CSR initiative by the State Bank of imagination of the educated urban youth, partly because getting involved India to bridge the growing urban–rural divide in the country and to in such work often means making a career choice for life. So, a well- mobilize educated urban youth to work on development projects in rural conceived, short term programmeis required at the national level, to areas. mobilize the educated urban youth to volunteer for development work. Such a programmewould also need to be non-partisan & apolitical in The Need character.It was to meet this need that the State Bank of India launched With 55 per cent of the Indian population below the age of 25, India boasts the SBI Youth for India Fellowship as a CSR initiative of the bank. of the highest youth population in the world and this is a trend that will Vision continue for at least the next two decades. Such a demographic distribution gives an indication of the energy, enthusiasm and idealism SBI Youth for India fellowship is funded and managed by the State Bank of that is available for harnessing, provided there are suitable avenues that India in partnership with reputed NGOs. The program seeks to bring can attract young Indians. However, today, young people passing out of together India's best young minds to work on making rural development a universities look for the earliest opportunity to start climbing the corporate reality by: ladder or to go abroad. While their value system has made them • Providing educated Indian youth with an opportunity to touch materialistic in their outlook, they also feel helpless & frustrated about lives and create positive change at the grass root level in rural India. their inability to act as change agents in society & find a higher purpose for • Providing NGOs working in rural India with educated manpower whose their lives. skill sets can be used to catalyze rural development. On the other hand, economic liberalization & the growth in GDP have • Promoting a forum for the program alumni, to share ideas and contribute apparently not touched 70% of the Indian population. Agriculture, which to rural development throughout their professional life engages about 50% of the nation's youth, is showing signs of an acute agrarian crisis, which is sweeping across the country and has led to a large Going ahead, SBI Youth for India envisions being a premier rural Fellowship number of suicides by farmers. The declining agricultural productivity, in the country to create a national movement for outstanding youth to be falling employment opportunities in agricultural and non-farm sectors, involved in the development agenda of the nation. poor health care services and inability to access quality elementary and Uniqueness higher education has enhanced poverty and distress amongst one third of the rural population which has unleashed social tensions particularly in The unique aspect of the fellowship is that it is structured to allow fellows to under-developed & tribal areas. work on any aspect of rural development as they deem fit. Unlike other fellowships in the country, the SBI Youth for India programme allows One of the ways to bridge the widening urban-rural divide is to organize & Fellows the freedom of choice to work on any aspect of rural development galvanize the youth, particularly the urban educated youth, so that they and the opportunity to implement their own ideas of social change. The voluntarily get involved in various developmental projects in rural areas Fellows are provided support systems and mentorship to achieve which people today perceive as being largely the responsibility of the

52 milestones they set for themselves. For classification purposes, the This year, the composition of the batch comprises of more than 55% projects are grouped into 12 broad program areas that cover almost the women Fellows. This has resulted in a number of projects being chosen whole gamut of rural development: dealing with women related issues such as Women's Empowerment, Menstrual Health, Hygiene and Nutrition. 1. Women's Empowerment Due to their urban upbringing, the SBI YFI Fellows are able to observe 2. Alternative Energy things from a broader perspective and appreciate the wider implications. 3. Health Living with rural communities, they can empathise with the hardships of 4. Education women forced to carry water and firewood over long distances, the future of children deprived of a basic education in this competitive age and think 5. Rural Livelihoods deeply about the development model that the country needs to adopt. As a 6. Traditional Art & Culture result, the experience of the fellowship has been transformational for 7. Watershed Management these youth.

8. Local Self-Governance Impact

9. Social Entrepreneurship Achievements of the fellowship are at two levels. At the personal level, each fellow who has completed the fellowship considers this to be a 10. Technology transformational experience. 15 of the 27 fellows from the pilot batch of 11. Food Security the fellowship continue in the development space – in non-profits, 12. Environment Protection corporate foundations, research organizations, social enterprise or other fellowships like the PMRDF. The fellowship has succeeded in inspiring Partners urban youth who would otherwise have had no exposure to rural The Fellowship presently partners with the following reputed NGOs: challenges, to work towards rural development. Some examples are:

1. MS Swaminathan Research Foundation • From training local youth to sell and maintain solar equipment, Simran Singh Grover is now the Chief Technology Officer of Boond, providing 2. BAIF Development Research Foundation solar lighting solutions in Rajasthan 3. SevaMandir • After prototyping an IVRS helpline with 100 farmers and fisher folk, 4. Gram Vikas AnkitWalia is now working on a pan-India helpline on similar lines with Reliance Foundation, expected to address 60,000 queries in its first 5. Aga Khan Rural Support Programme (India) year Only reputed NGOs with a proven track record of at least two decades, with • After the fellowship, Shuvajit, who was previously working with IBM, is projects in rural areas, are selected to be partners in this initiative. This now the Program Manager for the SBI Youth for India, mentoring 61 ensures that they have mature projects with adequate infrastructure and fellows in their fellowship work. grass root network to support the fellows in managing the logistics for their projects. • ParveenShaik continues to work on women's empowerment as National Coordinator of SEWA in Ahmedabad Locations At the grass root level, the fellows have been able to touch the lives of rural Fellows are presently working in remote tribal villages of 10 states, communities through establishing market linkages, implementing namely, Gujarat, Jharkhand, Karnataka, Kerala, Madhya Pradesh, innovative ideas and providing access to information otherwise Maharashtra, Orissa, Rajasthan, Tamil Nadu and Uttarakhand. unavailable in a rural context.

Fellows Going ahead, it is hoped that the SBI Youth for India alumni occupying This year, the SBI Youth for India Fellows were selected out of over 6500 positions of authority, will be able to become a powerful force working applicants. With a current batch of 61 and alumni of 27, the SBI Youth for towards social change. The SBI Youth for India Fellowship Programme aims India Fellows are from premier academic organizations of the country like to tackle one of the most pressing development challenges of the nation – the IITs, IIM, NID, NIFT, BITS Pilani, as well as foreign universities. 3 out of 4 to bring rural development back into the mindspace of the youth of the fellows have had previous professional experience in corporates like country. This effort can succeed if more and more stakeholders take up the theTata Group, Reliance, Deloitte, Accenture, IBM, Infosys, Ernst & Young, cause. Thomson Reuters, CISCO, L&T, Mu Sigma, ICICI Bank, SBI, among others.

53 Institute Of Directors Dubai 25th Global World Convention Congress on Leadership for

Also presentation of Business Excellence Golden Peacock Awards for Quality, Business Excellence, Training & & Innovation Innovative Product / Service

Theme Leading 21st Century Organisation through (Innovation, Creativity & Excellence) ICE 19 - 21 April 2015, Dubai (UAE)

Topics to be Covered

Leadership Business Excellence Creativity Quality Innovation Intellectual Property

In Association with Supported by

The Institute of Cost Accountants of India

Institute Of Directors M-56 A, Greater Kailash Part - II (Market), New Delhi-110048 Scan with Smart Phone Board Nos.: +91-11- 41636294, 41636717, 41008704 QR Reader Fax: +91-11- 41008705 • Email: [email protected] App: www.iodonline.com 54 55 Date Publication: 5th February 2015 Postal Registration No.: DL (S)-01/3051/2013-2015 Date of Posting: 6th - 7th February 2015 RNI No.68701/95

Printed and published by J.S.Ahluwalia, President on behalf of Institute of Directors at Maximus Packers. 49 - DSIDC Okhla Phase - 1, New Delhi and published at M-56 A, Greater Kailash Part - II (Market), New Delhi-110048.