Catalyzing Change 2012 Shaping the Future

1 2 Catalyzing Change CONTENTS

Acknowledgements 4

Foreword 5

Introduction 7

1. Synergizing Strategic Philanthropy With Business Goals 11

2. Building Positive People Processes Through Corporate Volunteerism 13

3. Promoting Corporate Citizenship Through Emerging Market Solutions 19

4. Positive Environmental Footprint Through An Eco- Transformation Roadmap 23

5. Enhancing Access To Essential Services Through Social Innovation 28

6. Capitalizing On The Talent Pool Through Employee Diversity 31

7. Bridging The Digital Divide Though Web Accessibility 33

8. Delivering The Bottom Line Through Sustainable Value Creation 41

9. Measuring Business Responsibility Performance To Optimize Impact 46

Afterword 50 Contents

3 , who shape intrapreneurs Team NASSCOM Foundation NASSCOM Team

and mould business responsibility within their companies, within their companies, and mould business responsibility painstakingly their busy schedules to time out from took models and activities their business responsibility explain to team. the research Green to our appreciation convey like to would we Finally partnerour Evangelist, data and agency design the for collection their editorial of the report for and emaho consulting support.and design Acknowledgements without a report is impossible together of this nature Putting all the to grateful are We quarters.support several from and other organizations member companies NASSCOM and philosophy structure, their drivers, who gladly shared with us. experiences Services, take this opportunity Aegis, thank Accenture We to Computer Technologies, Cognizant Technologies, BarrierBreak Dell Services, International Sciences Corporation, Genpact, Microsoft Solutions, KnowIT India, Learning Infosys, Geodesic, E Infomedia, Vindhiya Consultancy Services, Tata Mphasis, Software India. must A mention Development Yahoo and Wipro supportbe made of the unconditional in our colleagues that These the industry us. extended to 4 Catalyzing Change Foreword

by proposing a 2% mandatory spend on CSR by companies of a certain size, as part of the Companies Bill, 2012.

The IT-BPM industry’s contribution to the growth of India’s economy is well known. In 2012 it provided direct employment to nearly 3 million people, and indirectly to 9 million. The revenues of the sector have grown from 1.2 per cent of the GDP in FY1998 to an estimated 7.5 per cent in FY2012. These successes are not limited to the economic sphere alone. NASSCOM member companies have taken several excellent initiatives to promote education, health and general I take great pleasure in presenting the 2013 edition development in rural and urban areas, especially for of Catalyzing Change, NASSCOM Foundation’s series excluded groups like at-risk children, women and of publications on the state-of-play of Business persons with disability. Further, the industry has been Responsibility in the IT-BPM industry in India. at the vanguard of efforts to engage with communities Catalyzing Change is the result of substantial research by involving employees in the communities they undertaken by NASSCOM Foundation in recognition work in and around. Not that the young brigade that of the contribution of the industry to inclusive growth represents this industry need much encouragement and the importance of further understanding business in this regard! Previous years’ research has shown that responsibility to accelerate its impact. volunteering and CSR grows organically within most companies and is a result of the dynamic spirit of ‘social In the new millennium, the public sphere has been intrapreneurship’ within. A social intrapreneur is a dominated by demands for businesses to play a greater person who works inside corporations to develop and role in climate change, environmental protection, promote internal solutions to social or environmental poverty reduction and inclusion in general. Public challenges. expectation is growing in the global North and South, and more and more businesses have felt compelled Given the topical nature of the subject matter, to respond. This expectation is not limited to citizens Catalyzing Change 2013 is well timed. This is and civil society but has been increasingly mirrored by especially true vis a vis the Companies Bill. While the investors and governments the world over, who have move is unique, much remains to be done in terms affirmed that businesses must work to redress this as of defining ‘on what’ and ‘how’ companies should they have a direct responsibility for their impact on disburse their funds. This report can help companies society and environment. Investors, especially, have a better understand the complex nature of Business key role to play through socially responsible investing Responsibility and its multifarious components. It (SRI). Traditional investment practices rewarded short- presents nine aspects of Business Responsibility and term gains at the expense of long-term returns. This best practices in these areas from NASSCOM member practice must change if the financial system is to companies. Each of these facets has been specially be truly sustainable. By integrating sustainability chosen by the Foundation to represent areas where the issues directly into the investment process, investors IT-BPM industry has done significant work and which can form deeper engagements with companies on others can emulate. What is perhaps unique across all environmental, social and governance issues. This these examples is that they have been brought to life would directly address issues such as social inequity, and moulded by enlightened employees. It is these climate change, resource scarcity and biodiversity loss. social intrapreneurs who are helping shape the future. In addition, it is imperative to tackle broader issues relating to the structure, function and governance We hope you find this document useful and look of markets as a whole, if responsible investment is to forward to your participation in this journey, which Foreword be mainstreamed. This relates directly to the role of has only just begun! governments in formulating relevant and effective public policy. In India, for example, the Ministry of Rita Soni Corporate Affairs has made a unique beginning CEO, NASSCOM Foundation

5 6 Catalyzing Change Introduction

“If you light a lamp for somebody, it will also brighten your own path.”

Buddhist Saying

The relationship between businesses and the societies be discussed at the Board and C-suite levels. Companies in which they function has changed as people have focusing on business responsibility and sustainability can become more socially conscious. In the information testify that it leads to innovation, employee engagement, age, companies are no longer perceived as behemoths detached from the fate of societies, but as active stakeholders that are obligated to behave responsibly Business responsibility entails and contribute back to these societies through the products and services they provide. At the same time, running a company profitably businesses themselves have become more responsible, while aligning its business goals – both as employers and as providers of value-adding to those of its stakeholders, goods and services. Realization has dawned given the increasing linkages between a company’s conscience including customers, employees, and the bottom line, and companies have begun to view local communities, society and the social responsibility as an expansive concept, spanning environment. It is not just about both their external interactions with society, as well as internally to improve performance and employee doing business; it is about doing engagement. This recognition – of the alignment of business responsibly. business sustainability and performance to development goals both within companies and externally in societies they function in – is at the very heart of the business customer satisfaction and operational efficiency. Indeed responsibility (BR) Revolution. it can become a source of differentiation and competitive What does Business Responsibility mean? Definitions advantage for companies. abound and differ depending on whether it is Indian companies are taking great strides to approached by corporations, academics, civil society realise this ideal. In some companies, sustainability or governments. A broad definition is that business responsibilities rests with the CEO or the CFO aided responsibility entails running a company profitably while by executive committees and councils that focus on aligning its business goals to those of its stakeholders, setting sustainability policies and goals. At the same including customers, employees, local communities, time, business responsibility implementation within society and the environment. It is not just about doing an organization is becoming decentralized. More business; it is about doing business responsibly. companies are empowering employees to drive their Why should companies want to do business responsibly? BR programs. Today, the focus is on aligning these Besides being the right thing to do, it also makes good activities with the company’s core competencies and business sense. A company’s performance is now materiality, and then diligently following up to ensure measured not just by its financial bottom line, but by its they have the desired impact. In some cases, these activities also tie in directly with the company’s business social and environmental activities – by the impact that Introduction they have on societies they serve. Investors, employees goals, leading to the development of new markets and and customers are expecting more from businesses. customers and encouraging innovation in the process. This spotlight has caused the sustainability agenda to To combat groupthink and to encourage fresh ideas,

7 etc. However, the issue at hand is that philanthropy philanthropy is that hand at the issue However, etc. thing. same the not are responsibility business and a part and should remain can of a company’s Philanthropy wider is a much activities,responsibility business but earlier, mentioned have as we which, term, and nuanced the gamut of activities undertaken covers in a company activities in. Philanthropic and every it operates sphere a limited and have mostly on reputation often focus making justify to connection the business, them hard to business In long term. and sustain in the contrast, and profitability a company’s to is integral responsibility It position. the unique expertise leverages competitive join economic create to of the company and resources and social value. industryin particular the has been at IT-BPM The responsibility business of face changing the of forefront (Strategic estimate NASSCOM’s to in India. According social Reviewindustrythe 2010), toward contributed has CSR of USD 50 million through the tune to development philanthropic mainly strategic are these While activities. the industry access projects, has also helped in improving and deliveryto education of services in healthcare, and banking. It divide by has helped bridge the digital benefited products servicesand have providing which has helped in and sectionsdisadvantaged of society, e-governmentproviding services. activities undertaken in a company and everyactivities undertaken it operates in. sphere can and should remain a part of a company’s activities, but business

responsibility is a much wider and nuanced term, which covers a gamut of responsibility is a much wider and nuanced term, which

Philanthropy and business responsibility are not the same thing. Philanthropy and business responsibility are not the same thing. Philanthropy Philanthropy See http://www.mca.gov.in/Ministry/pdf/The_Companies_Bill_2011.pdf India has had a tradition of corporate philanthropy. philanthropy. India of corporate had a tradition has donated have up set have they trusts the and Companies to contributed schools, built causes, of range a to supportedhospitals, deserving and meritorious students, While companies are evolving due to changing market changing due to evolving are companies While increasingly are governments and societal demands, India,of Government The well. as pressure more putting Bill (2011) proposes in the new Companies example, for of spend 2 per cent need to would companies that (CSR) activities. responsibility social corporate on profits a net have those that qualify are would that Companies of INR 1,000 crores, or a turnover worth of INR 500 crores, has left it The government of INR 5 crores. or a net profit means This spend on CSR. to decide how to corporates to pause and think about the best need to companies that make their CSR spend count. to way more companies are embracing the need for diversity diversity need for the embracing are companies more driving this agenda throughout and are and inclusivity, make that technologies assistive From the organization. ICT to make that solutions inclusive, more the world a become has technology democratic, more the world why is the reason This all maladies. cure to bullet silver literacy. on digital concentrating are companies several not be the driver is seen to responsibility Environmental efficiency but also of operational just of a cleaner planet, savings. and cost 1 8 Catalyzing Change ABOUT THE REPORT To discuss and study current industry practices in Business Responsibility, NASSCOM Foundation has selected nine elements. To showcase each, we approached companies that were considered to be leading exponents of that practice. They kindly agreed to share their journey and learnings with us. We hope you find these case studies illuminating. Each of them has been compiled with the objective of enabling our member companies to implement these salient practices in their own organizations.

1 Synergizing strategic philanthropy with business goals: Accenture provides a good example of linking business skills with business goals and sustainability needs. They bring their core competence of nurturing talent to skill-building programs.

2 Teambuilding and improving employee engagement through corporate volunteerism: While several IT companies invite their employees to volunteer and participate in BR activities, Cognizant Technologies and CSC encourage their teams to own and drive their BR programs. ‘Outreach’ is Cognizant’s social initiatives program, led and sustained purely by the voluntary efforts of its employees. At CSC, a committee of 40 elected employees, Binergy, drives its BR activities in India.

3 Promoting corporate citizenship through emerging market solutions: Microsoft shows that its BR mandate can also become a business opportunity. By tying up with NGOs to develop technology skills in communities, the company had a huge impact on IT literacy in rural areas, improving employability and increasing its pool of potential customers. KnowIT exemplifies how a company whose initial focus was providing a social service can also have great business potential at the base of the pyramid.

4 Promoting a positive environmental footprint through an eco-transformation roadmap: Environmental stewardship shows up on the radar of several IT companies. The case study on Genpact discusses its eco-transformation roadmap and various initiatives to reduce its electricity and water consumption. Dell leads the way in e-waste recycling.

5 Enhancing access to essential services through social innovation: Geodesic’s product GeoAmida promises to revolutionize the effect technology can have on the hinterlands. This is an interesting instance of how a combination of intensive needs and market research, a skilled technology team and smart implementation had significant results in the fields of banking services, and government schemes like the public distribution system and MGNREGA.

6 Capitalizing on the talent pool through employee diversity: Diversity is an engine of innovation and there is a general sense that organizations want their processes to be more inclusive. Wipro’s case study sheds

light on how to implement an inclusivity framework in an organization - from ramping up physical infrastructure and Introduction information systems to make them disabled-friendly, to the need for sensitising employees to create an inclusive atmosphere. From MphasiS we learn that it does not require a mammoth investment to become inclusive and Aegis shows the way to setting and tracking diversity goals.

9 We approached TCS to to TCS approached We Infosys shows us how they in- how us shows Infosys It who with disabilities is not just people

Measuring business responsibility performance to optimize impact: Measuring performance business responsibility optimize to Delivering the bottom line through sustainable value creation: sustainable value line through the bottom Delivering accessibility: web though the digital divide Bridging

Responsible business practices are a recognition of, and response to the understanding and acceptance of the the understanding and acceptance to and response of, a recognition Responsible business practices are business and that It requires and interdependent. interconnected fact irrevocably businesses and society that are accountability, of process a require and - both financial and non-financial for activityorganizational accounted are establishing to on their way well are companies IT-BPM that cases illustrate These transparency and comparability. of Business Responsibility! - the era the onset of this new era us then celebrate Let business structures. responsible study how they monitor and evaluate the effectiveness of their BR programs. The case study showcases their model The case study showcases of their BR programs. the effectiveness and evaluate they monitor study how and impact. outcome of reach, based on the parameters

benefit from Web accessibility guidelines. These guidelines also help senior citizens, people with low bandwidth and bandwidth and with low people also help senior citizens, These guidelines guidelines. accessibility Web benefit from accessible. websites the best practices of making showcase a company’s and BarrierBreak Yahoo! mobile access. 9

8 7 tegrate their sustainability initiatives with their business mandate. Through a council that sets, implements and moni- implements sets, that a council Through mandate. with their business their sustainability initiatives tegrate inextricably their sustainability business goals are and they ensure linked. their initiatives, drive the goals that tors e-Infomedia and diversity how shows Vindhya Disabilities (PwDs) with 95% of its employees, comprising Persons With a principle has led to operating Vindhya’s describes case study how This not the exception. inclusivitybe the rule, can business model. sustainable and profitable 10 Catalyzing Change Synergizing Strategic Philanthropy With Business Goals

“We bring to our corporate citizenship efforts the same principles of high performance that we apply to our work with our clients. As a firm, we are committed to1 help India transform and accelerate its journey towards becoming a high performance nation. We are approaching this with the same sense of purpose and focus that we bring to everything we do.”

Rekha M. Menon, Executive Director, Accenture India

Strategic philanthropy refers to donations in cash or on a large scale. Technology companies can utilize their kind designed around focused needs assessment of training teams to create content for such deployment target communities, planning, proven implementation without incurring significant additional expenses. strategies, regular monitoring and evaluation of impact Furthermore, delivery of this content can be handed in order to achieve intended results. To be truly effective, over to the multitude of NGOs, private entities and strategic philanthropy must also reflect a company’s core government bodies which already have last mile values and business goals. engagement. A fully-free or a ‘freemium’2 model can help drive the product deeper into the rural hinterland. One model of strategic philanthropy is to leverage the Using this model, companies can create massive impact company’s domain expertise. During the course of without having to invest heavily into either content operations, companies acquire capabilities which are creation or delivery. hard to find in the social development space. One of the most desirable ways for such companies to incorporate Responsible Business practices is to use these capabilities to create and disseminate socially and locally relevant ACCENTURE Creating value though products and services. skills development – the Skills to Succeed program Given Accenture’s experience in India has one of the youngest workforces in the world but only 2% of the population in the age group of 15- developing and nurturing talent, 29 has received any vocational training3. Most jobs focusing on a skills development require skills-based training, not the knowledge-based program ties in perfectly with training that the Indian education system focuses on. Recognising the critical need for skill development, the their business model and enables National Skill Development Corporation (NSDC) was set them to deliver real outcomes. up in India with the objective of skilling and upskilling people. Skills to Succeed – Accenture’s corporate citizenship effort – resonates the national agenda to Technology companies in the services space have bridge the skill divide. In addition it mirrors Accenture’s vast experience of rapidly training youth from varied global goal to equip 250,000 people with the skills to backgrounds with a focus on employability. With an get a job or build a business by 2015. To implement the educational system that does not focus on vocational program the company collaborates with NGO partners, Philanthropy Strategic training, India is ripe for such training being deployed employers, government and other funding agencies.

2 Freemium is a business model where a product/service is provided free of charge, but a premium is charged for advanced features or functionality 3 FICCI research quoted in Financial Express; see http://www.financialexpress.com/news/2-vocational-training-in-1529-age-groupunfortunate/505321 11 people outputs your than utilize rather and focus training) of post area jobs an as find knowledge partner for providing training in hospitalityknowledge training partner providing for Through backgrounds. income low skills from youth to training multilingual of ten compilation a LaborNet, were proofing water and carpentry, tile laying, videos in to access gain sector workers informal help to created in the construction industry. meaningful employment Development partAs with the Entrepreneurship work of its and districtstowns rural Institute of India, from youth development business plan in leadership, trained are workingis also Accenture and financial management. lessen to Foundation Reddy’s with Enable India and Dr. persons with for rates employment between the gap BPO through population disabilities and the general their job prospects. skills improving aimed at training India Accenture In than 60 people from more 2011, servicesconsulting worthprovided a on US$ 200,000 a scalability strategies developing variety from of projects, a partner business plans such as for helping build to to rural a network of 45,000 female a supply chain for subject Accenture some programs, For entrepreneurs. curriculum experts and develop matter the trainers, train for also volunteer Employees training. for and content participate and activities. these initiatives in fund-raising equip 2.5 lakh aims to people around By 2015, Accenture with the skillsthe world get a job or build a business. to profit’ ‘not-for the Partnerships, Development Accenture global to solutions sustainable arm,develop helps this is an its employees, For challenges. development projects and ‘non-traditional’ opportunity on work to the world. around in locations clients to (such expertise outcomes on domain core focusing by at zero cost. at zero loop company’s the your

(numbers trained) to set up a structure to part of their pro bono support, part of their pro the company offers high-quality the company offers high-quality The support provided to NGOs to NGOs The support provided services and financial grants. As consulting and business services

and partners is a mix of pro bono is a mix of pro and partners Key takeaways Key • Use • underserved out to communities reach NGOs to with relevant Partner • Close Accenture partnered with Don Bosco Tech and ITC and ITC Tech partnered with Don Bosco Accenture chain – as – a leading hotel of Hotels Group Welcom workforce. Accenture has also partnered with Dr. Reddy’s Reddy’s has also partnered with Dr. Accenture workforce. in BPO youth train 2007, to (DRF) since Foundation with 70% to up are rates skills.IT basic and Placement in leading BPO companies, being placed trainees many DRF and itself. Accenture by apart those employed from of scaling up the programs in the process are Accenture of other Skills working Succeed by to with an ecosystem NGOs. The program’s current focus is on building skills building is on focus in current program’s The industry high-growth verticals like Business Process Retail, Management, Hospitality & Facilities Outsourcing, the potential Construction Micro-Enterprise, and where is Accenture In sector, is high. retail the employment for learning build a blended working to with Quest Alliance practices best of classroom curriculum integrates that and e-learning, retail a competent thus building 12 Catalyzing Change Building Positive People Processes Through Corporate Volunteerism

“Each of us at Cognizant, in one form or another, have received the gift of a solid education, which has given us entry into the service industry - one of the2 best platforms within the global economy. Through the Outreach programs and other CSR initiatives, we will have the opportunity to give such gifts to others.”

Francisco D’Souza, CEO, Cognizant

One of the biggest challenges technology companies Responsibility initiatives to their employees and engage face today is employee engagement and creating them more meaningfully. models for non-monetary engagement, learning and growth. Typically HR has risen to this challenge by Volunteering programs are typically conceived, led, attempting to make the workplace a stimulating and operated and managed by employees even as companies fun filled space which provides the necessary stimuli provide overall direction and guidance to them. to employees. Further, reward and recognition systems Volunteer efforts begin small, driven by passion of one have been put in place to keep the employee happy. or more employees, and grow organically. Employees However, increasingly HR departments have realised can organize themselves using one of the many models that in order to keep an employee truly engaged in his available to ensure efficiency of operations. However, work, they need to address all aspects of an employee’s once they grow beyond a certain size and move out to life, i.e. financial, emotional, and social aspects. While a multiple locations, most companies have found that reward and recognition program can fulfil an employee’s they are best given a structure. The success of such financial and emotional needs, the social aspects of programs depends on three factors. One, the companies her/his persona go unfulfilled. Volunteerism is one tool support the programs with funds and create structures which has shown strong evidence of improved employee for employees to take time out of regular operations engagement in Indian companies, especially in IT-BPM for volunteering. Two, there is periodic monitoring companies. Volunteering their time for community of activities and results are used to sharpen delivery service helps people realise much about their own skills methods and processes. Three, successes are celebrated (many of which may be unutilised or under-utilised and shortcomings addressed so employees feel happy in professional situations); this further helps increase and recognized for their efforts. personal confidence as well as provides a platform to showcase their talent/skills to others. COGNIZANT Creating a non- While providing funds and products for the use of the hierarchical employee-driven wider community is a relatively cost effective way for volunteering paradigm companies to fulfil their responsibilities, the bottleneck often is in the last mile of delivery. At the same time, Some of the best and brightest of India’s youth work in the provision of funds is often decided by a small the country’s IT industry. What better way to harness decision making body without any direct connect their enthusiasm and give them a sense of satisfaction to the employees. Hence, such activities have little than by giving them avenues to volunteer? Cognizant impact on employee motivation even as they help the encourages its employee to drive and sustain its company in the external environment. Volunteerism Business Responsibility activities. The company’s Volunteerism Corporate allows companies to bring the impact of their Business Business Responsibility agenda is driven by three

13 Each local council assumes leadership for the Outreach Outreach the for leadership assumes council local Each council The community in their or locality. programs adopts underprivileged and extends school(s) support and infrastructure of education terms them in to the school, at classes conduct regular They development. children homes or with street orphanages or juvenile external tuition assistance. is a need for there where schools with infrastructure aid the adopted also They science projects setting up a laboratory such as for and their construction of classrooms or computers, volunteer runs Outreach furnishinginitiatives. and other suit the varied to and programs campaigns mobilisation ‘Be a Help a School’, can ‘You like of volunteers interests Programs Empowerment Children Street (BAT), Teacher’ with a “Careers and Junior Achievement’s TalHunt (SCEP), (JACWAP). Purpose” a Model School Blueprint created has also Outreach the to adhere them to and encourages its councils for and benchmarks document. set in the blueprint standards modify to been empowered have the councils However, benchmarks and have standards These these guidelines. in the contained the information from been adapted Act. Right Education to has activities, Cognizant operational automate To The needs. BR suit to system ERP an customised of in terms performance Councils of the Outreach type and number touched, lives hours, volunteering the Impact by tracked and of activities measured are Index benchmark their The helps the councils Index. performance,impact understand the and their work of councils. the among competition healthy fostered has a unified councils give Index to This is published monthly and has enhanced This towards. work theme or goal to on the activities focus to streamlined of the council lasting impact a deeper and a more through creating volunteerism. organises Cognizant these achievements, celebrate To an annual gathering of key Conclave, the Outreach the India. across Each year, from stakeholders of Outreach selected to are leaders Outreach and volunteers 200 top a forum provides conclave The participate in the conclave. to activities together Outreach come to for volunteers to best practices and gain knowledge the ideas, from share are There working of education. in the area professionals volunteers by presentations CEOs of NGOs, sessions by Outreach programs are Outreach programs

the culture of the company. directly monitored by the CFO. directly monitored by the CFO. there is a strong alignment with there is a strong sponsored by Cognizant and are sponsored by The critical success factor is that The critical success factor

Interested Cognizant employees are organized as organized are employees Cognizant Interested A globally. its various offices across Councils Outreach centre practicethe or is who leader a comprises council members. 10 to 7 of committee supported core a head, by working on different of employees consists group This the for work passion to but sharing a common projects, coordinates team core The them. community around the business units or location across with the employees to be a part who wish volunteers of the and identifies BR activities. council’s Cognizant’s Business Responsibility initiatives started Business Responsibility initiatives Cognizant’s platform 2006 with the launch of the blogging in late as they started its employees sharing - for ‘Outreach’ – in community service.their experiences Understanding vision of with Cognizant’s begins initiative the Outreach has its launch, Outreach Since the Future”. “Educating than 20,000 employees participation more from received 1000 community service over to contributed who have 4,00,000 out to reached and have projects and events, by sponsored are programs Outreach children. The CFO. the by directly monitored are and Cognizant there that is Outreach of criticalfactor success the in of the company. with the culture alignment is a strong of the the hierarchy by is not driven volunteering Since acts that as the key catalyst. it is the culture organization, programs – Cognizant Foundation, Outreach and Go Outreach Foundation, – Cognizant programs funds arm BR the that is Foundation Cognizant Green. and healthcare. of education in the areas programs are that programs social initiative comprises Outreach voluntary the by efforts purely of sustained and led on creating focuses Go Green employees. Cognizant on sustainability. awareness employee 14 Catalyzing Change Corporate Volunteerism Corporate

15

Cognizant conducts gauge the periodic to social audits Cognizant Findings volunteers. impactprograms Outreach its on felt 24% of volunteers that revealed have of the audit their work improved activitiesOutreach greatly had these that felt performance of volunteers and 82% of social issues activities their awareness had increased helping society. for and desire

and goal-setting workshops for council heads to plan plan to heads council for workshops and goal-setting also get the chance councils The ahead. the year for best projects their duringthe Outreach showcase to knowledgebetter is sharing among result The Carnival. among all volunteer to desire an increased and councils employees. 16 Catalyzing Change “CSC India has played a conscious and active role in ensuring that the work done under CSR is effective and critical. Whether it is adopting villages or organizing relief programs, all our social causes share something in common — they are acts of self-realization from an organization committed to a greater cause, i.e., to create a better, uplifted society. We are happy to have associates who look beyond professional success, who are sensitive to social issues and actively contribute for the cause”

Brian J Manning, President and Managing Director, CSC India

CSC Developing a strong culture of they are located far away from the office. Binergy members volunteerism and volunteers, therefore, need to spend additional time to assess their progress and act accordingly. One of the most successful projects of Binergy has been the CSC has an unconventional take on employee-driven adoption of 3 backward villages - Sagarpaisa, Nayagaon Business Responsibility activities. ‘Binergy’ is a 40-member and Lalpura - on the outskirts of Indore, Madhya Pradesh committee of CSC employees who collectively drive and ensuring 100% literacy among the children of these activities in India. The committee members Nayagaon and Sagarpaisa villages. (1 member per 500 employees) are democratically elected each year in a formal electoral process. The Binergy team The volunteer programs have shown significant results. is headed by a country mentor and each location has An internal survey noted that there has been an a committee advisor. CSC has seven locations in India increase in the participation of CSC employees in both and 6 advisors at these locations. Binergy conducts BR volunteering and making charitable donations. It makes campaigns and voluntary programs throughout the year them feel they are an active part of the organization, which are driven and managed by CSC’s workforce of while at the same time elevating CSC’s brand and image. over 24,000 employees spread across India. Employees believe that such BR activities allow CSC to give back to the community and maintain positive CSC’s volunteer programs touch upon 5 major areas community relations. – Community Development, Education, Healthcare, Environment and Disaster Relief. CSC supports this effort in many ways. All Binergy members are given eight hours per month out of their work time exclusively to manage and lead BR efforts. Employees can even opt for a six- All Binergy members are given month sabbatical for social activities (like rehabilitating victims in disaster-struck areas) and still receive 50% of eight hours per month out of their their gross salary, including benefits, during the period. work time exclusively to manage

The major challenges with these initiatives are and lead BR efforts. Employees can sponsorship and participation. In order to sustain these even opt for a six-month sabbatical initiatives, CSC India has started a ’Be A Cause’ program for social activities and still receive to generate funds. Through this program, employees have the option to donate a gift to the BR fund on their 50% of their gross salary, including birthday. CSC reciprocates by matching the contribution. benefits, during the period.

The other challenge that CSC faces is the difficulty of regularly monitoring the NGOs supported by them if Corporate Volunteerism Corporate

17 of choice connect results to their the of see platform a activities BR and employees so work manage from and activities for of allocation impact volunteer time choose, measure budget, to a and with monitor employees teams

their initiatives with each other with each other • achievements and celebrate Showcase • Regularly • Support • Empower Key takeaways Key 18 Catalyzing Change Promoting Corporate Citizenship Through Emerging Market Solutions

“Doing good is also good business. Working collaboratively with governments,3 business partners and NGOs, we are applying innovation and resources to solving some tough societal problems, and in the process sowing the seeds for tomorrow’s growth.”

Bhaskar Pramanik, Chairman, Microsoft India

Technology companies have a special role to play services. With focused efforts, such initiatives can turn in furthering the Millennium Development Goals into profit centres for companies. of women empowerment, universal education and health awareness. With spotty physical infrastructure and significant inefficiencies in service delivery in rural MICROSOFT Spreading Technology areas – digital delivery of services – both government Literacy in rural areas through and private has long been identified as the surest way of reaching the population with intended benefits. Such effective partnerships delivery efficiency is, however, premised on a sufficiently large digitally literate population in these areas. Few companies have their Business Responsibility agenda so intrinsically aligned to their core business as Technology companies can occupy this space by using Microsoft. Corporate Citizenship or simply “Citizenship” their capabilities in developing appropriate products to as Microsoft calls it, ties in with the company’s stated educate and train the semi-urban and rural population mission “to help people and businesses around the world on the use of computers. Such initiatives often do not realize their full potential”. The company believes that require significant new expenses. In most cases, creative they can apply their technology expertise and resources and innovative modifications can ensure already existing – by serving communities and working responsibly – to products are relevant to the target population. There help solve societal challenges on both a global and a are numerous non-government entities (3.3 million at local scale. the end of 20094) which can aid in the dissemination of such products to the final user, saving the companies the expenses of creating a supply chain. New delivery channels, mobile delivery backed by the inexpensive Microsoft believes that they can tablets for instance, are creating new, less expensive apply their technology expertise ways to deliver digital literacy programs. and resources to help solve In the medium to long term, such measures impact societal challenges on both a technology companies positively in two ways. One, by global and a local scale. creating a larger pool of computer users, companies find new markets to sell their products. Two, with a larger digitally literate population, the labour pool of employees becomes larger. The most interesting aspect of such Microsoft Community Affairs is one of the key programs

an initiative, however, is that there is demonstrated Microsoft runs globally. It is one of the first corporate Market SolutionsEmerging willingness by end consumers to pay for products and community investments in the tech industry. Through its

4 Indian Express article

19 The training program itself is based on the company’s itself is based on the company’s program training The a around curriculum, and revolves Potential Unlimited a low- (CTLC), Centre Learning Technology Community idea The public place. located conveniently (or free), cost learn about computers, to the local population is for or just further skills, technology use the internet develop of an investment With and awareness. their education Microsoft than more has set up date, US$ 10.5 million to in the country. nearly all states across 1400 such CTLCs success. a massive unequivocally, is, program The community than 3,80,000 local members have More now them are and 2,40,000 among training, undergone go far beyond benefits But the program’s employed. and often their than 35% students, finding jobs: more positive is a There pursue furthersiblings, education. socio-the and programs the between correlation alumni and their families. of student status economic

In India, Microsoft’s first venture under CommunityAffairs under venture first InIndia, Microsoft’s partnershipa was information- up set to NGOs 14 with youth, unemployed and teach centres cum-training basic communities, rural and other women marginalised training, vocational IT-enabled IT skills. Examples are information to IT kiosks, set up rural and access to training One and legal rights. on health, education resources particular story Aided success is the use of Computer embroidery ‘Chikankari’ software by (CAD) Design making designs. for better in Uttar Pradesh weavers activities - Community Technology Skills Programs (called Skills Programs Technology activities - Community Jyoti in India), Refurbisher MicrosoftProject Authorized & Giving Program Volunteer Employee program, (MAR) among software and IT curriculumCampaign, donations, has had a huge impact on IT others – the company consequently, and, literacy areas, semi-urban in and rural and employment. in education improvements 20 Catalyzing Change The program is estimated to have an economic benefit IT literacy and enhance the classroom environment of US$ 24,000 every month, and each student alumnus among government schools across the country), or employed earns a monthly average of US$ 100. All told, Project Kshamta (a joint initiative of the Indian Army and the programs indirectly benefit about 40 million people Microsoft India to develop employability skills among in India. the army jawans to help open avenues of a second career In addition to financial support, Microsoft also donates option post retirement), or DreamSpark (a software software products and refurbished PCs to eligible NGOs. giveaway for students, providing them with access to The company’s NGO-IT program has trained more than the latest Microsoft developer and designer tools at no 1600 such partners. NGO Connection, an online resource, charge) or BizSpark (a program designed to accelerate helps partners make more efficient use of technology. Even so, a continuing challenge has been to make such the success of IT entrepreneurs by providing them with programs sustainable beyond the project period. professional software at no charge), to speak of a few, are testimony to this. In the currently underserved sections There’s also an ecosystem of businesses that has emerged as a direct result. For instance, with basic software of society lies Microsoft’s future potential to grow and already introduced, the stage is set to market upgraded expand; expanding IT literacy and skills expands the and newer technologies. company’s future customer base.

Microsoft’s programs have been recognized through And, finally, what are the benefits to Microsoft? Microsoft many awards: Reader’s Digest prestigious Pegasus realises the potential of the people in this country and the ‘Silver’ Award 2008 for BR work, Jury’s Choice Award in fact that, at the rate at which technology is touching lives, the ‘Digital Learning - Private Sector Initiative of the Year’ everything will be digitized in a few years. India could category at eRajasthan 2009, the Jury’s Choice Award for the ‘Best Skills Development Initiative’ category in e-India be a huge emerging market. Therefore, investing now 2010 and Skoch Financial Inclusion Award 2012. These in digital empowerment makes fundamental business programs bear testimony to the fact that social impact sense. The key point here is that Microsoft is investing in and business benefits can, and do, go hand-in-hand. its core business and not necessarily its ‘competencies’,

Microsoft’s programs such as Partners in Learning i.e., it is investing in increasing the number of people (Project Shiksha in India, which trains government school who are digitally literate, as opposed to just focusing on teachers in basic computer skills, aims to accelerate getting people to use its products. Emerging Market SolutionsEmerging

21 core company’s your is that . field a K.B. Sridhar, Co-Founder, KnowIT Learning Solutions KnowIT Learning Co-Founder, K.B. Sridhar, in Centre for Women Empowerment. The training was a was training The Empowerment. Women for Centre to learn able were learners and these first-time success up KnowIT teamed supportwith limited a teacher. from and programs business responsibility with corporate has nearly literacy a digital now project that created The 40,000 beneficiaries. and approximately 300 centres women, and marginalized beneficiaries include rural senior citizens, with disabilities, persons refugees, prison inmates youth, rural underprivileged students, and so on. social strong its learning softwareWhile created impact as well. impact, its commercial KnowIT realised their own the software for sponsors purchased Several completed who Students literacydigital initiatives. of it for a copy purchase to wanted the KnowIT course their friends and as a gift for or even reference, future KnowIT its products, Seeing for the demand relatives. in January 2011. participated in the Chennai Book Fair KnowIT established vendors, from competition Despite started What off products. its of sales reportedstrong of a became the cornerstone learning tool, as a digital literacy. digital to business dedicated a sustainable on creating In with its new focus keeping lakhs75 INR of to made was investment an business, its software packages. On the back of these improve meet products to has several KnowIT now investments, being disseminated literacydigital needs which are corporate multiple channels – online platforms, through non- entities, projectssocial responsibility of corporate well All of these fit networks and the government. profit people mission of making one crore over KnowIT’s into literate digitally need existing an fulfil that activities

competency or tweak existing products to see if it can servecompetency products existing to or tweak an unmet need strong social impact, KnowIT strong to meet digital literacy needs. Key takeaways Key • Choose • Make the activity partnershipsrun via strategic sustainable in the long realised its commercial impact as realised its commercial

lakhs to improve its products, the its products, lakhs to improve While its learning software created While its learning software company now has several products company now has several products well. With an investment of INR 75 ions creates affordably priced, priced, affordably Solutions creates KnowIT Learning enable that languages self-learning software in regional to be learners computer first-time masses of large producta By creating urbanand areas. rural in trained KnowIT helped lakhs has problem, a pressing solves that with revenue And literate. digitally of people become that it helps prove in 2014-15, crores of INR 5 targets a sustainable can also lead to value shared creating business opportunity. Building a viable business Building a viable KNOWIT model on Digital based Literacy Programs “KnowIT – Digital Literacy Project is our CSR initiative to bridge the digital divide. divide. the digital bridge to CSR initiative is our “KnowIT Project – Digital Literacy use ICT skills be will able to participate life and effectively in their daily in Learners We Initiatives. other ICT several and e-Health, e-Commerce, e-Governance, e-Education, communities!” and families elevate and individuals skills empower computer believe KnowIT started off as developing Indiss Infotech, on Microsoft Officeself-learning content and Open as the content Office In 2007, it used the same suites. 30 train and script to voiceover Tamil but added base, as partunderprivileged women University’s of Anna 22 Catalyzing Change Promoting Positive Environmental Footprint Through An Eco-Transformation Roadmap 4 “Genpact strives to provide a safe and healthy workplace for all its employees and stakeholders globally. By integrating economic and social progress with environment conservation and sustainability, we aim to improve the quality of life for all our employees and stakeholders.”

‘Tiger’ Tyagarajan, President and CEO, Genpact

With hundreds, sometimes thousands, of employees – can result in a direct positive impact on operational and multiple offices across the world, Indian technology efficiency and business performance. companies have a large carbon footprint. This footprint is not simply an environmental question but one of resource efficiency and, therefore, profitability. Genpact has put in place a Companies stand to benefit hugely with comprehensive measures to improve efficiency and reduce consumption CEO-driven global initiative on of natural resources – fuel, electricity, water and others. eco-transformation. The major The controllable environments in offices present perfect initiatives include water, energy, locations to put in place measures to conserve electricity conservation, reducing paper and water. Using smart technology in devices, companies can significantly lower respective costs. Replacement usage and recycling waste. of individual travel solutions with communication and combined travel solutions lowers the carbon footprints of individual employees as well as the company. Offices which reside in large campuses can make even larger changes by establishing waste and water recycling GENPACT Driving operational setups and initiating greening campaigns. efficiency by deploying an Eco- Transformation Roadmap Recycling represents a large opportunity for technology companies both as manufacturers and consumers. Hear the term ‘responsible business practices’ and With large quantities of computers and peripherals in you think about corporate giving or corporate social use, companies can undertake large e-waste recycling responsibility. Well, think again. An increasing number projects with direct impact on company profitability and of businesses have demonstrated that such business socio-environmental impact. practices – spanning policies, methods and systems – can result in a direct positive impact on operational Hear the term ‘responsible business practices’ and efficiency and business performance. you think about corporate giving or corporate social Environment responsibility. Well, think again. An increasing number Genpact, the business process and technology company of businesses have demonstrated that such business has put in place a CEO-driven global initiative on eco- practices – spanning policies, methods and systems transformation. While the project is primarily led by the

23 24 Catalyzing Change Environment Health and Safety (EHS) team, it also involves reduce this carbon footprint. The major initiatives employees and the operations, processes, sourcing, and included water, energy and climate conservation, engineering teams. Genpact’s sustainability journey reducing paper usage, and recycling waste. started in 2006, by developing a BPO/ITES-specific These initiatives have yielded clear results by reducing environmental policy. The EHS team followed this up both their carbon footprint and their energy costs. by developing a BPO-specific EHS Framework and a maturity-based scorecard to evaluate its environmental Despite a 25% increase in physical office space and a 15% performance. Over the last few years, Genpact has increase in employee strength, electricity consumption gone a step further and created an Eco-Transformation has increased just by 7.9 % from 2008 – a direct result Roadmap that, since 2007, has guided its environmental of Genpact’s energy conservation measures, which initiatives. Genpact periodically reviews its performance included lighting retrofits, smart cool technologies and and has submitted its first Communication on Progress occupancy sensors, computer hibernation, data centre Report under UNGC in 2011. restructuring, and server and computer virtualization.

The company reduced air travel by investing in audio bridges, video conferencing and web chats. It The company reduced its indirect improved on its ground transport utilization, removal GHG emissions by using Energy of day transportation, encouraging carpooling and public transportation. This brought down the travel Recovery Ventilators resulting in carbon footprint by over 60% for domestic and 30% huge savings on air-conditioning for international travel. Apart from this, four greenbelt and energy bills. In 2010, projects (projects for preserving or maintaining a strip Genpact’s direct GHG emissions of natural vegetation, six sigma projects on energy conservation, transportation and paper wastage (almost 8.5% of their total GHG reduction) were identified and implemented, resulting in emissions) fell to 49% of their a 26% reduction of carbon footprint since 2008. 2008 levels. This was achieved Despite increasing employee strength, Genpact has by moving from diesel generator reduced its water footprint by 21% from 2008 to 2010 systems to grid-based electricity, by implementing several individual measures: replacing spring loaded taps with normal taps, capping leaking transferring its employee base to hydrants and plumbing lines, and ensuring sewage bigger and more energy efficient treatment plants at each leased site (while developing sites, and reducing the use of LPG them at owned sites) that recycle 70% - 80% of all water that is mostly reused for landscaping and, in some sites, and charcoal in its kitchens. even for toilet flushing. Three owned sites have water harvesting systems and its Uppal Hyderabad site even has a self-sustaining irrigation system. Genpact’s eco-transformation journey unfolded in three Genpact’s environmental initiatives are embedded within distinct phases. Phase 1 of the journey was to achieve ISO their business processes. It focuses on green-sourcing5 its 14001 (Environment Management System) certification. equipment, and its green IT and virtualization initiatives By 2009, all of Genpact’s sites – in India and overseas – have already aggregated benefits of more than INR 20 were ISO 14001 certified. Phase 2 was about capturing crores. All new building constructions need to meet and analyzing the carbon footprint of its locations in

LEED (Leadership in Energy & Environmental Design) Environment India. Genpact hired third party consultants to capture standards. Genpact’s Sitapura site in Rajasthan has been and verify the results. Phase 3 focused on implementing judged the best energy efficient site for the state in the energy and environment conservation programs to office building category for 2009-10.

5 Green sourcing means acquiring equipment, products and services in the most environmentally friendly way possible.

25

Looking to the future, Genpact plans to focus on new Genpact focus to plans the future, Looking to buildings and green green-sourcing, technology, green It supply chain. structure its conservation to wants also and report the Global Reporting under initiatives Initiative.

Apart from this, Genpact believes that maintaining GenpactApart maintaining that this, believes from is everyone’s environment work healthy and a safe its employees encourages therefore and responsibility and Environment You ‘YES - a sustainable lifestyle. live to awareness spreads that – is an initiative Sustainability’ blogs. conservation and employee through campaigns and has also has a carpool initiative, company The employee drive to carbonlaunched a personal calculator accountability. 26 Catalyzing Change “Dell recognizes that climate change is real and must be mitigated. One of Dell’s primary goals is to minimize the environmental impact and reduce the carbon footprint through every stage of its product life cycle. Dell was the first IT company to commit to and meet this goal, and aims to reduce global greenhouse gas emission from its operations by up to 40% by 2015.”

Mahesh Bhalla, Executive Director & General Manager, Consumer & SMB, Dell India

DELL E-waste recycling

What happens to your old laptop when you replace it? The recycling initiative is not limited to laptops and Does it find its way into a landfill, leaching chemicals into desktops. Earlier this year, Dell piloted a battery recycling the earth? Is there a greener alternative? In 2006, Dell program where customers get a discount on their purchase of a new Li-ion laptop battery if they return an introduced a free and convenient recycling initiative in identical non-working one. For their business customers, India to facilitate responsible product retirement. The Dell offers an Asset Resale and Recycling program, a company’s policy is to offer consumers free recycling for value-added service offering, targeted at companies any Dell branded product at any time, and free recycling with more than 20 assets to dispose of. for other branded products against purchase of a new Its recycling program is not the only green feather in Dell product. As part of Dell’s free recycling policy, Dell Dell’s cap. Its laptops and desktops are designed to picks up the unit to be recycled from the customer’s consume up to 25% less energy compared to systems location at a designated, pre-fixed mutually convenient offered earlier. Dell estimates that customers using its time. The customer also gets a discount voucher that can desktop power management features and settings have be redeemed on future purchases. saved more than US$ 4 billion in energy costs.

Key takeaways • Ecological conservation steps have the potential to drive operational efficiency and reduce costs • Growing company strength should be countered with efficient design and products to maintain and even lower the carbon footprint • Going green can also be a great customer loyalty tool Environment

27 computing platform. Pankaj Kumar, Chairman, Geodesic Limited Kumar, Pankaj easy to use, low cost, mobile easy to use, low cost, mobile as governments, micro finance as governments, micro their needs regarding access to their needs regarding Geodesic carried out an extensive Geodesic carried out an extensive market survey, meeting users such survey, market The need - an innovative, versatile, The need - an innovative, banking and social benefit schemes. banking and social benefit companies, and banks to understand companies, and banks to understand Almost 70% of people in India live in villages, with little or with little villages, in in India people of 70% Almost live services to no access such as banking and social benefit thrust on of India’s the Government With schemes. Aadharthe Project, ID Unique e-governanceICT, using Inclusion, was there push on Financial strong and RBI’s platform technology a last-mile need for a pressing and indigenous - designed be completely would that To suit Indian conditions. to operating developed Geodesic solution entailed, such a understand what meeting users carried market survey, out an extensive and companies, finance micro governments, as such understand their needs. banks to GEODESIC Bringing banking and e-Governance areas services rural to with the GeoAmida platform

The market potential for such products, however, however, such products, for market potential The Apartis suitably vast. and regional national from across led companies of sales a number governments, for rural for products appropriate sectors find use will base their business do not only stand to Companies areas. part and on the product but also become of the growth inclusion story in the country. Products to cater to this market are not simply rehashed not simply rehashed this market are to cater to Products environmental, The products. of existing versions these products that ecosystems societal and physical exist those that from different vastly in are work need to these Therefore, in an urban, connected ecosystem. understand to research considerable products require deal with all to engineering and innovative requirements true impact, these products have For possible situations. potential involving approach a comprehensive follow to Finally, manufacturers and serviceusers, providers. innovate such products also need to creating companies of categories various to cater pricingon structures to buyers. Both government and non-government entities have have entities and non-government Both government for key deliverystruggled with efficient to the last mile products and services areas rural especially in far-flung number a are there While connectivity. patchy with and content appropriate workingof entities create to opportunity a massive this population, services to cater to and technologies appropriate scalable, create to exists The delivery efficient allow products of these services. to opportunity and products spreads such technologies for connectivitysimilar with India countries issues to beyond and Southin Africa East Asia.

through Social Innovation through Enhancing access to essential services essential to access Enhancing “The in directing its efforts both and pleasure pride GeoAmida takes team to further to technologies enabling GeoAmida agenda. development provides the country’s technologies We apply rich and under-served over-served poor. of pyramid the flatten services to social and benefits the in access deliver to appropriately and innovatively solutions.” more deliver to capability Our extend aim is to GeoAmida’s corners. remotest 5 28 Catalyzing Change What surfaced from this exercise was the intense need be used for a full day without needing to be charged, and for an innovative, versatile, easy to use, low cost, mobile has a graphical interface that can support local languages. computing platform. The perfect last-mile platform More importantly, it can be used for many applications. would need to be a compact, single-piece device with Want to bring banking services to rural India? A large a long battery life, and the ability to offer multiple network of field agents with the GeoAmida handheld services through the same channel. It would need to be terminal and a bag of cash can provide banking services simple enough to be operated by users who are neither for the over 150 million unbanked Indian families. The IT savvy nor literate. It would need uncomplicated inbuilt biometric and smart card-based authentication authentication requirements, while simultaneously makes it trustworthy, while its multi-lingual interface being secure enough to engender trust. It would need to makes it easy to use. Want to ensure subsidized kerosene be proprietary technology free but Web, RFID, GPS and is delivered at ration shops and not pilfered? Fit each printer-enabled. tanker with a GPS-enabled GeoAmida device and use In 2007, work began on designing a new handheld biometrics and smart cards to authenticate the parties computing device by a diverse team of hardware, software involved and issue receipts. Want to make sure that and domain experts headed by senior management at the payments are made to the right persons under MG Geodesic. A year later, prototype devices were tested National Rural Employment Guarantee Act? Use geo- through pilot projects. The GeoAmida handheld terminal tagging to ensure that the person is at the right location platform was launched in 2009. and use biometrics to ensure that the right person gets paid. GeoAmida is the world’s first handheld, Linux-based, Social Innovation biometric, smart-card integrated, multi-application GeoAmida has won many accolades, including the platform. It is small, the size of a credit card terminal. It can NASSCOM Social Innovation Honours, for its wide

29 has the capability to provide software development as software development capabilityprovide the has to have a service chooses, or if the customer a customer to on the platform. trained in-house team the customer’s The is robust. the venture from business potential The basic banking Indian provide banks to RBI has mandated are There serviceslakh6 India. across across villages the given Indiaand, Shops across Price nearly 5 lakh Fair many Distribution System, in the Public gaps current projects automation initiated have governments state schemes such other social benefit Various ICT. involving Micro and Aadhar Insurance Guarantee, as Employment on ICT heavily rely viable and sustainable be financially to in the long run. GeoAmida can meet these needs more effectively. the product helps banks In the government, to addition customers, remote and financial servicesto reach out on the orders and execute capture sales personnel to the and deliveryto streamline field or logistics companies Fundamentally, bar codes. using goods delivery process marketGeodesic opportunity sees a large helping for services.their “MOBILIZE” to governments and businesses with customers, collaborating by scale up rapidly to approach ‘Ecosystem’

manufacturing, service and delivery partners frameworks application • deploy to ready time-to-market developing Expedite by customers your for Key takeaways Key • an Follow

With widespread deployments, providing pan-India providing deployments, widespread With support So became critical. Geodesic set customers to pan-India 130 locations Service covering Centres up Field services. A dedicated timely maintenance provide to support out of Geodesic’s operates and helpdesk team can their customers that To ensure Bengaluruoffice. ready-to-deploy application go-to-market speedily, on the GeoAmida platform. created were frameworks Geodesic undertakes its through implementations along partners handheld hardware and supplies the also GeoAmida team The Kit. with the Development range of applications. But when the device was first first was device when the But of applications. range of which rose many issues, a few were there launched, end-users. the by device usage of the the improper from training a comprehensive such instances, mitigate To a ’best- which includes developed, was methodology semi- a rural, from Most users are manual. practices’ is new technologies to and adapting background literate language local on focused company the Hence, difficult. effortsTheir printing. and receipt prompts, voice display, been terminals have 20,000 over paid off - currently have population. 10% of India’s covering delivered, 30 Catalyzing Change Capitalizing On The Talent Pool Through Employee Diversity

“Creating an inclusive environment for people from diverse sections of society who risk being marginalized is a priority for Wipro. Not only is it the right thing6 to do, it is also good business to have our organization mirror the culture and diversity that we see in our customers. An inclusive work culture also promotes employee satisfaction that translates to greater value and sustainable results.”

T.K. Kurien, CEO, IT Business, Wipro

48% of India’s population comprises women. Civil society through the development of specific organizational estimates the total population of persons with disability processes aimed at providing employees a space within as between 7-10%. Multiple religious, ethnic and which their ideas can be shared and their voices heard. economic minority populations exist within the overall However, employing disabled persons requires planning structure. Given such a plural society, it is imperative and forethought to create a seamless and sensitive that every business takes steps to ensure there is a level work environment. The additional cost associated playing ground for all groups. with such initiatives can more than pay-off in terms of higher productivity, lower recruitment cost (due to Ensuring such a level playing ground goes beyond a lower attrition) and enhanced image. Customers across simple equal-opportunity-recruitment policy. Businesses the world are also likely to factor in such a setup when need to undertake specific steps to encourage, train, and transacting with firms. retain a diverse talent pool. In addition, businesses need to create infrastructure – hard (buildings, workstations) and soft (software, training material) - to assist such diverse talent with specific focus on people with WIPRO Creating the infrastructure disabilities (PwD) for a seamless work environment. The for an inclusive work environment by most important aspect of such an initiative is, however, deploying a Diversity Framework sensitizing of employees towards the issues and needs of minority groups in the talent pool, in specific, and Diversity creates a situation where different people have society, in general. different perspectives on the same issue. Inclusivity can help bring these myriad perspectives together to create Research undertaken globally has shown that diversity is a stronger solution. Diversity prevents groupthink, positively correlated to innovation6. Further, studies have causes incumbents to examine their own assumptions shown that PwD have lower attrition while both women and leads to better decisions. Given that the global and PwD have shown higher attendance statistics. customer base is no longer a homogenous mass, but an Anecdotal evidence of a similar pattern exists in firms explosion of varied ethnicities, upbringings and physical in India. Firms catering to a diverse customer base capabilities, this melting pot effect makes diversity benefit greatly with such initiatives due to increased an engine for innovation. It also drives employee understanding of customer needs. Diversity satisfaction by making the culture more vibrant, while Success hinges on effective management of a diverse simultaneously encouraging sensitivity and tolerance. workforce. The challenges of negative stereotyping, poor As more companies embrace diversity, having systems communication, and poor integration can be overcome in place to manage their diverse workforce becomes

6 European Community Program for Employment and Social Solidarity, https://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1& cad=rja&sqi=2&ved=0CDYQFjAA&url=http%3A%2F%2Fec.europa.eu%2Fsocial%2FBlobServlet%3FdocId%3D773%26langId%3Den&ei=KgHsULy zNcS3rAeT1oHABA&usg=AFQjCNGz3-VuvLkAY7QVR3B4FzJoifJPOw&bvm=bv.135731685 31 and infrastructural changes spanning people policies, and infrastructural people policies, spanning changes information infrastructure, physical training, recruitment, generation. and awareness infrastructure, systems in 56 of their on inclusivity has resulted focus Wipro’s with the UN in accordance policies being audited with Disabilities. the Rights on of Persons Convention policy people gives Reasonable Accommodation Wipro’s with disabilities flexibility perform them and helps better. voluntary provide also chosen to are Some employees a like helping them to support member, a PwD team to travel also provides Wipro the elevator. to or bus station assistive hearing aids, loans for interest-free assistance, parking, special car etc. technology, vacancy that requires Recruitment Policy Wipro’s to include not only its commitment announcements equal opportunity requests that but also a statement disability-related specify needs for to candidates was form job application Their accommodations. discriminatory potentially medical remove to modified practices recruitment Wipro’s questions. history-related include sensitising interviewers and using face-to-face with candidates interviewsfor of phone calls instead fairs job hosts Wipro hearingdisabilities. speech and attract PwDs deserving and is able to periodically for about 80-100 hires Wipro Each year, candidates. meritorious PwD personnel in its workforce. In keeping of inclusivity is training. A key component has Wipro with Sensitivity’, ‘Act of value with its core Workshop’ and Inclusivity‘Diversity devised a web-based Guidelines 2.0. Accessibility Content Web meets that enables employees voluntary course This 90-minute work of a diverse understand the significance to Wipro’s inclusivity framework. Wipro’s and atmosphere an of training sensitised on the finer points are trainers example, For PwDs. have also may that group employee a PwD is taken that who can lip-read finds a location care the he/she can read where from room in the training understand the subject and lip movements trainers’ being taught. accessible and IT, Making both physical its infrastructure, enable To Wipro. for area a focus was employees all to guidelines building of set own its developed has it this, to Building Guidelines) Nations the United by (inspired ramps, boards, Sign PwDs. for infrastructure develop

of Persons with Disabilities. of Persons resulted in 56 of their policies Wipro’s focus on inclusivity has Wipro’s being audited in accordance with being audited in accordance

the UN Convention on the Rights need-based and gender-based support need-based and gender-based required from representation adequate and employees by The companies. the group within various nationalities of policy a combination by implemented was framework The resulting framework covered disabled personnel, disabled personnel, covered framework resulting The To create this framework, Wipro formed a core team to to team a core formed Wipro this framework, create To senior management. it to and present an approach design their ideas and approach. refine to hired was A consultant each personnel from influential A virtual involving team, spearhead its to formed was companies, of the group place, in measures governance put To implementation. and is responsible formed, was Council Diversity Wipro’s Wipro framework.the monitoring and implementing for and monitor to conducts periodicaudits and reviews the framework. improve Wipro Limited is a global service provider of information service is a global information of Limited provider Wipro precision lighting, care, consumer technology, in 50 with operations and healthcare, engineering gender, charter diversity covers Wipro’s countries. and underprivileged people with disabilities nationalities, people with 300 over employs Wipro sections. Currently, been has always Though diversity disabilities. different an inclusivity framework hiring process, Wipro’s part of policies implemented successfully Several missing. was the at had their genesis have Wipro at and initiatives sessions within the human periodic brainstorming During team. the need one such discussion, resources an inclusive of and implementation the creation for but its simple, idea was The realised. was framework impactsignificant the a on have would implementation people and customers. its Wipro, of operations imperative. Studying Wipro’s inclusivity framework can inclusivity framework Wipro’s Studying imperative. in embarking on a interested a company to be useful journeydiversity of its own. 32 Catalyzing Change pathways, elevator designs, etc., have been modified civil infrastructure team includes in its overall budget, and designed to make its sites accessible. An executive provision for modifications in buildings and an accessible sponsor at Wipro looks into the financial support required campus, in case of new infrastructure. The Talent to improve physical infrastructure accessibility. Web- Transformation team includes training modules that are based intranet applications like My Wipro (web portal), accessible to employees with disabilities and assistive cash claims and others have also been customised to devices such as magnifiers in the learning centre in their overall budget. The Information Systems team plans capacity building in the team for accessibility testing and Web-based intranet applications development, and making applications accessible. In this manner, each of the process owners in the framework of like My Wipro (web portal), cash diversity includes an accessibility budget in their overall claims and others have also been budget.

customised to accommodate PwD Apart from the internal awareness generated by its needs. sensitisation trainings, Wipro also wants to change how The Self Identification Form society perceives disability. It organizes corporate runs, allows a disabled employee wherein all employees, PwDs included, participate to influence the thinking of onlookers and participants. to request support from the Many PwDs have no access to education and skill company privately. development programs, thus making it challenging for Wipro to find qualified candidates. To counter this, it supports NGOs and educational institutes that impart education and vocational skills to PwDs. accommodate PwD needs. Wipro also makes sure that its disabled employees have access to assistive technology. By incorporating inclusivity into its policies and The Self Identification Form is a recently implemented practices, Wipro has created an atmosphere that is tool that allows a disabled employee to request support respectful of every individual, including those with from the company privately. disabilities. Its inclusivity policy engenders feelings of During the budget planning phase, accessibility and respect, tolerance, and sensitivity amongst co-workers, assistive devices budgets are discussed and incorporated thus having a positive impact on employee satisfaction into the operational budget of the respective levels. A diverse, productive workforce also puts Wipro in departments and business units. For example, the a better position to serve its diverse customers. Diversity

33 Ganesh Ayyar, CEO, MphasiS CEO, Ganesh Ayyar, locations and teams with deaf employees have been have with deaf employees and teams locations buildings Apart all new this, in sign-language. from trained Building with the National comply need to mandatorily existing audit and review to hired are Professionals Code. a loan advance its employees MphasiSbuildings. offers hearing and mobility devices, assitive facility purchase to In addition, it has an use. personal aids and software for workplace solutions and annual earmarked budget for indicating gets utilized, which rarely accommodations assistive with disability require all employees not that accommodations. or physical technology MphasiSalso partners organizations with other Project Through PwD employability. improve to up with the Noida Deaf Society teamed it Communicate, 700 PwDs and Enable India in English language train to trainees Many etc. courses, computer communication, MphasiS, companies by by others employed been have MphasiS has also in the IT and hospitality sector. Indianthe with Institute Management, of collaborated establish the OfficeBengaluruto of Disability Services academic an all-inclusive create aims to that (ODS) supporting PwDs. environment and 7 employees.

adequate support for its PwD adequate support for its PwD Guideline Document ensuring Guideline Document ensuring

MphasiS has a Disability Inclusion MphasiS has a Disability Inclusion Job Access With Speech (JAWS) software is a computer screen reader program reader screen software is a computer Speech (JAWS) With Job Access magnifiers are provided. Wheelchairs are available at all available Wheelchairs are provided. are magnifiers 7 For employees with visual disability, JAWS Software JAWS with visual disability, employees For “For MphasiS, diversity is part of the core DNA. We always wonder why diversity dealt is why wonder always MphasiS,diversity part is DNA. We “For core the of business MphasiS’ places. in many business sphere, outside the a noble pursuit with as ability or any physical it gender, be the talent by pool diversity, that has has benefited our output richer. and vibrant workplace made our has This diversity. of other factor fuss about.” Nothing to be. to us and will continue to Diversity Inclusivity and core are This no-fuss attitude is evident in MphasiS’ decision to decision to no-fussThis in MphasiS’ is evident attitude pursued consciously was PwDs – a decision that employ 400 MphasiS has over of today, As senior leadership. by with disabilities working processes, in various employees departments, and pridesit and on itself functions, roles aid inclusivity. to it provides the infrastructure MPHASIS Supporting training capacity building and stakeholder and nurture a diverse create to pooltalent 34 Catalyzing Change “At Aegis, we believe that diversity at workplace is no longer a ‘nice-to-have‘ phenomenon but a compelling business necessity in order to achieve sustainable bottom-line results. Diversity is part of our DNA and is reflected very strongly in the organization culture and value system.”

S.M.Gupta, Chief People Officer, Aegis

AEGIS Seeing diversity as a business in place to constantly monitor and review these targets necessity throughout the year. This regular review process has shown great results. To ensure that priorities like diversity remain on senior The 1.75% target for PwD employees has resulted management’s radar, Aegis has adopted a Diversity in an increase in their numbers from 541 to 951 in Model (see table below) that outlines the imperatives the last one year, with women constituting a good for a diverse workforce. The top priority in creating portion. Aegis has created exclusive avenues for gender the Diversity Model was to instill a diversity mind-set inclusivity, by adopting practices which provide affable and to ensure that strategic diversity planning and work culture to both genders. Aegis’ Global Talent implementation touches the entire organization. Exchange program has made a conscious effort to

With a workforce of over 55,000 people distributed in 13 countries, consisting of 92 nationalities and speaking 79 languages, Aegis’ workforce is undoubtedly diverse. In Aegis has identified six different 2009, when Aegis embarked on its diversity journey, it first identified six different dimensions of diversity and dimensions of diversity and set set specific targets for each of them. These targets are a specific targets for each of them. visible manifestation of top management’s commitment A specific budget has also been to their diversity goals. Allocating a diversity budget is part of the annual budgeting exercise, though this is not earmarked to meet these goals. a constraint for commitments that need to be fulfilled. A mechanism of monthly trackers and reports was put

Dimension Indicators

1 Persons with Disability 1.75% of total population

Gender mix to be in accordance with the available employable 2 Gender Inclusivity population

Socially & Economically Mix of socially & economically disadvantaged people to be in 3 Disadvantaged People accordance with the available employable population

Culturally & Linguistically Mix of culturally & linguistically diverse people to be in accordance 4 Diverse People with the available employable population Diversity Mature Age People (employees 5 4% of total population aged 45 years and above)

6 Inclusion of Indigenous People 95% of total population

35 While these numbers are impressive, Aegis maintains maintains Aegis impressive, these numbers are While Diversity game. than a numbers is more diversity that communicated constantly are priorities successes and effort in an all the stakeholders to institutionalize to tries also company The business. as everyone’s diversity garner external NGOs, to support government, from ensure community to the corporate and clients vendors, initiatives. of its diversity success the long-term well. An option for part-time work provides part-time provides for option An work well.

• workforce diverse a for Set targets diversity and track • is necessary workplace in infrastructure build an accessible to Investment • of just one department responsibility should not be the Diversity • sessions and awareness sensitisation Offer employee Key takeaways Key

provide global exposure to 22% women employees. By employees. 22% women to exposure global provide to the belongs staff agent their 50% of ensuringthat social ensures Aegis (BPL) category, Line Poverty Below inclusivity as employment opportunities to housewives and female opportunities female and employment housewives to while attracting more pursuing higher studies, students employment Flexi-time in this category. employees opportunities of mature the inclusion helped increase 4.1% within 12 months. 3.2% to age people from 36 Catalyzing Change Bridging The Digital Divide Through Web Accessibility

“At Yahoo!, inclusivity is not just about inclusive recruiting or an accessible workplace. Being a consumer internet company serving millions of users, we have7 committed ourselves to an inclusive web, so that everyone can enjoy our cool products. In fact, we went ahead and established an Accessibility Lab that is doing pioneering work in this area. The work done here, in many ways, delivers on the original promise of the internet – democratization of information and technology.”

Shouvick Mukherjee, Head, Yahoo! India R & D

As one moves further away from the confines of the Government services will be delivered much more controlled home/office environment, it becomes effectively to those most in need. increasingly difficult to provide an inclusive environment for people with disabilities. These difficulties remain, whether the environment is physical or virtual. While the physical environment – roads, public buildings and YAHOO! Driving the adoption of others – remain firmly in the realm of policy planners, a Web Accessibility internally and number of initiatives have started to make things easier externally in the virtual domain. The term web accessibility needs to be appreciated The internet’s growth and pervasiveness is quickly in its entirety – the ability to ensure that the web is turning it into the mode of choice for delivery of accessible to all, irrespective of any sort of disabling information and services in India with its unique geographical, infrastructural and corruption-related factor, be it physical impairment, illiteracy, old age challenges. This growth will, however, remain incomplete or limited bandwidth. With an estimated fifth of all 8 if the web interfaces do not adequately service the large internet users supposed to have either a disability or a disabled population. To promote inclusiveness on the disabling condition, building accessible websites makes web, several small but important measures need to be pure business sense. After all, a website that displays undertaken by webmasters for which technology is structured content, has an easily navigable interface, easily and freely (or cheaply) available. Guidelines for and is accessible from a variety of devices and internet what needs to be done have been widely discussed and connection speeds will delight all customers, not just are available for webmasters to implement. Eventually, ones with special needs. it is hoped, businesses would include disabled-friendly As the world’s most visited home page, Yahoo! features at the design stage itself by paying heed to the understands this deeply. With a customer base as wide web’s inherent democratic nature. as the topics it covers - think Yahoo! Finance, Movies, Such measures are not just ‘social’ in nature but have a News, Mail, and so on - the company strives to make

strong business angle to them. Disabled employees of IT all its products accessible to all users. Yahoo! started its Divide Digital companies and outsourcing companies would be able to web accessibility initiatives with Alan Brightman and function much more efficiently. E-commerce companies Victor Tsaran in 2005 in the USA. Census 2001 revealed will be able to target a much larger set of customers. that over 21 million people in India have some kind of

8 See http://nasscomfoundation.org/nasscom-foundation-programs/business-responsibility/accessibility-initiative/understanding-web- accessibility 37

patterns and tutorials. snippets, accessible website snippets, accessible website Yahoo’s accessibility blog has Yahoo’s a wealth of information on web a wealth of information on articles, presentations and news articles, presentations and about accessibility, the blog also about accessibility, features a code library with code accessibility. Apart from interesting interesting Apart from accessibility. To drive awareness for web accessibility, Yahoo! Yahoo! accessibility, web for awareness drive To like the California participates conferences in accessibility and Northridge University State Conference (CSUN) India. It in association workshops organises Techshare also Yahoo! knowledge IndiaW3C sharing. for with to build teams to their programs various training offers products. inclusive developing towards awareness to seriously in making its role accessible the web Taking the for India a website R & D has developed Yahoo! all, Disabilities, Ministry of Commissioner, of the Chief office of India Government Social and Empowerment, Justice (http://ccdisabilities.nic.in). Yahoo! has been instrumental instrumental has been Yahoo! (http://ccdisabilities.nic.in). websites Indian Government for guidelines suggesting in too. considerations right from the design stage will increase increase stage will the design from right considerations accessibility 2%. Retrofitting only by cost a website’s For website. much as a new as will cost requirements accessibility identifies Yahoo! products, their existing in phases. them fixes issues and their just redesigning to limited isn’t Accessibility in is also interested Yahoo! products. and websites various of Users users. its activewith an dialogue having a Y-accessibility, and products use can websites Yahoo! of the experience discuss their to forum, group Yahoo! can also engage Users features. accessibility company’s and Facebook. Twitter with them through ) 9 Web accessibility is not an accessibility Web

of the product release life cycle. of the product afterthought. Accessibility is part afterthought. Accessibility

See http://censusindia.gov.in/Census_And_You/disabled_population.aspx See http://censusindia.gov.in/Census_And_You/disabled_population.aspx The key takeaway from Yahoo!’s design process is that is that process design Yahoo!’s from key takeaway The is not an afterthought. accessibility Accessibility Web instance, is part For cycle. life of the product release Mail, Yahoo! the new interfaceswhen developing of Yahoo! India Small Business and Yahoo! Lifestyle, Yahoo! accessibility incorporated the company India Campus, This period. during the product development features accessibility well – incorporating makes financial sense as disability (this is equivalent to 2.1% of the population 2.1% of the disability to (this is equivalent Yahoo!’s Accessibility Labs, known as Inclusive Design Labs, Accessibility Yahoo!’s their who validate of engineers a team are Labs, These requirements. accessibility productsweb against text a as providing can be as simple requirements providing like images, non-text content for alternative or audio, for transcripts and videos for captioning guidelines are The possible. where simplifying layouts (W3C) Consortium’s Web Wide World the by prescribed framed has Yahoo! Group. Initiative Accessibility Web Accessibility Content Web guidelines based on customised Yahoo! Guidelines (WCAG) Since all its products. 2.0 for their applies these guidelines during development, with disabilities (PwDs) people for well products work For readers. screen like technologies assistive use who Rich Internet – Accessible ‘ARIA’ uses Yahoo! instance, their dynamic portals that ensure – to work Applications technologies. with assistive well although civil society estimates make it around 7-10% it around make civil societyalthough estimates the Indian a cue from Taking (World Bank and NCPEDP). in Lab Accessibility second its founded Yahoo! census, features accessibility web By incorporating Bengaluru. more not only makes the web Yahoo! its products, into its user base. also increases but democratic, 9 38 Catalyzing Change “Accessibility is a basic need of persons with disabilities. This mindset change will then ensure that persons with disabilities are empowered. BarrierBreak aims to bridge the divide that exists in society and ensure that we create an accessible environment in India.”

Shilpi Kapoor, Managing Director, BarrierBreak Technologies

BARRIERBREAK Breaking BarrierBreak’s impact can be easily measured: 25 accessibility barriers disabled-friendly websites, including the National Portal of India and website of the Ministry of Social Justice, more than 2 million pages converted into Digital Talking Technology today is pervasive and drives most aspects Books, 1500+ registered users on Signntalk.org, which of our lives like banking, travel, shopping, entertainment, provides access to sign language interpreters, and 150 etc. However, many of these technologies remain schools & educational institutes who have been provided inaccessible to people with disabilities (PwDs). This is with assistive technology. All this, in addition to the where a company like BarrierBreak steps in. Specialising awareness generated through TechShare India, India’s in accessibility and assistive technology for PwDs, their only accessibility and assistive technology conference solutions have now been extended to ATMs, universities, and exhibition. libraries, and publisher services to create digital talking books for the print-impaired. Since the cost of assistive BarrierBreak is also involved in policy building with technology is prohibitive, BarrierBreak collaborates with National Centre for Promotion of Employment for educational institutes and inclusive libraries to provide Disabled People (NCPEDP) to ensure that the National technology access to end-users. Policy on Electronic Accessibility is put into effect by DIT. They are also actively working with NASSCOM, W3C India and other organizations to create an ecosystem in India 25 disabled-friendly websites that supports assistive technology. BarrierBreak has built its business around a social need More than 2 million pages and looks at it as a sustainable business activity in a converted to Digital Talking Books country that requires low cost assistive technology. This is a scalable proposition, based on the belief that 1500+ registered users on creating this technology goes beyond just being a feel- good factor – it also makes solid business sense. Looking Signntalk.org beyond physical accessibility requirements like ramps, the company aims to make technology as accessible to 150 schools & educational PwDs as they are to us. 75% of BarrierBreak’s workforce institutes provided with assistive comprises PwDs. They cater to a diverse set of clientele technology ranging from academia and the social sector to corporates. Their approach is clearly working as reflected in their operating profit growth of 60-70% every year. Digital Divide Digital

39

online (see below) available and use resources 2.0 guidelines WCAG

with them to make sure their accessibility needs are being met needs are their accessibility sure make with them to • http://w3.org/tr/wcag20 • http://www.w3.org/tr/wai-aria • http://yaccessibilityblog.com • hold dialogue regularly users and with your communicate open to Keep channels • with technology can create competency/strength your of what creatively Think Resources • of retrofitting stage instead design the guidelines from accessibility Incorporate • Follow Key takeaways Key 40 Catalyzing Change Delivering The Bottom Line Through Sustainable Value Creation

“It is imperative that we create sustainable solutions that impact society positively. Mutually beneficial solutions that create win-win situations for all stakeholders8 will result in long-term value creation. This is the bedrock of creating a sustainable organization”

Kris Gopalakrishnan, Co-Chairman, Infosys Ltd

While Sustainability and Responsible Business Practices INFOSYS Integrating sustainability are now well entrenched in business discourse as ideals into core business functions through worth following, they are still largely considered distinct scorecards and client-focused from ‘regular’ operations. Such an approach often, services inadvertently, stunts the impact that these practices can have over the firm itself while benefitting the community Amongst the companies who strove to make at large. Firms which have integrated these ideals into Responsible Business and Sustainable Value Creation a their DNA have experienced the full positive impact of part of their DNA, Infosys has set an example through its these practices on their bottom line. ardent endeavors in linking ‘sustainability’ to its business Commitment towards the community creates a more mandate. Being the first private Indian company to satisfied and better quality workforce. Commitment release a sustainability report, Infosys had continued its toward better energy and resource utilization has a journey with awards for accountable, transparent and direct impact on the bottomline by streamlining and ethical governance. To understand how serious Infosys is reducing costs. Innovative, socially relevant products about linking business with sustainability, all one needs and services have found paying markets even in rural to do is study the leadership scorecard used to evaluate areas and no longer need to be considered cost centres. business units that drive Infosys’ growth. Sustainability is Some companies have, in fact, based their entire one of the strategic themes along with six others on the business on creating such products and services and are scorecard. experiencing more than satisfactory results. Sustainability has been woven into Infosys’ fabric. The company’s current strategy, ‘Building tomorrow’s Integrating Responsible Business Practices into a enterprise’ features ‘Sustainable Tomorrow’ as one of company’s day to day operations does require a its seven themes. According to Infosys, Sustainability thought-out and comprehensive approach. Instead in business can be driven by three key factors - Social of a piecemeal inclusion of disparate activities into Contracts, Resource Efficiency and Green Innovation. its corporate social responsibility calendar, senior management needs to determine their agenda and The Social Contract focus is steered by the Infosys formulate it into universal policies. Policies must involve Foundation, which consolidates the company’s BR all departments and employees to ensure company- initiatives, and the Infosys Corporation that focuses, wide buy-in. Budgets for programs and activities should among other things, on improving the employability form part of the budgeting exercise for operations. With of engineering students and harnessing the potential a tightly knit sustainability agenda within the overall of its employees through volunteering. Infosys’ 1.4 operations, the need for separate monitoring will also lakh employees are at the heart of this volunteering Sustainable Value Creation reduce significantly. movement. By advocating and encouraging individual

41 . In 2009-10, a 10 and Green Innovation. At Infosys, sustainability is Contracts, Resource Efficiency Contracts, Resource driven by three factors - Social is the company’s sustainability policy is the company’s Energy Management, which evaluates and identifies and identifies which evaluates Management, Energy and iSmart,opportunitiesoptimization; energy a for wastage detects strip that energy power sensor-based also helps its Infosys it. eliminate users to and prompts their sustainability collaborating goals by achieve clients partnerssmart of areas the in clients, with alliances and and logistics, green design, building intelligent grid, supply chain management. together areas ties all these activitiesWhat and focus policy was crafted that complemented existing policies existing policycomplemented that crafted was July 1, 2010 It effect from in the organization. came into of maximizing value and is based on the philosophy values. company stakeholders while adhering to to partners vendor and all employees, policyThe covers It partners contractual talks geographies. various across driving sustainability business about Infosys in its own

focus is met by the company’s the company’s is met by Efficiency focus Resource Infosys’ sustainability report www.infosys.com at Infosys’ 10 , Infosys uses sustainability, Infosys part As Innovation of Green The in their products and services. innovation drive to like accelerators of innovation has a range company which Management System, the iSustain Environment InGreen reporting requirements; clients’ streamlines Waste reduction. As part of the drive to improve supply part reduction. As improve to of the drive Waste a Green formulated the company chain sustainability, policy The focuses policy in FY2009-10. Procurement and electricity, water of the consumption on reducing accurate and compliance, rights human and diversity awareness An reporting of relevance. on matters session on the policyand appreciation-building was partner for annual conclave conducted in the company’s organizations. The The and Energy Water, which target initiatives, environmental social responsibility, Infosys hopes to create responsible responsible create to hopes Infosys social responsibility, primarily an ecosystem, has built Infosys citizens. their contribute people where leadership, by driven projects of their choice. to time and money personal only not Business Responsibility, By decentralising the activities but also empowered, feel do employees the citizenship fallout of happy A local-specific. become ‘embeddedness’ satisfaction or employee that is focus has improved. 42 Catalyzing Change operations, and encourages the company to help environmental sustainability by talking about reducing customers achieve their sustainability goals. It drives consumption, and investing in green buildings and data centres. It drives social responsibility as well as supply chain sustainability by encouraging vendors to become Infosys’ innovation accelerators more focused on their green initiatives. The sustainability policy was the result of the efforts iSustain Environment Management of the Infosys Sustainability Executive Committee System: streamlines clients’ (ISEC). The council engages with the company’s stakeholders to determine materiality issues and reporting requirements identify sustainability goals. ISEC members are drawn from across the organization and are responsible for InGreen Energy Management: driving the implementation of the company’s business, evaluates and identifies opportunities environmental and social goals and the code of ethics. It for energy optimisation also helps the company track its progress against these goals. iSmart: sensor-based power strip to By identifying focus areas and goals for sustainability, detect energy wastage and ensuring that they are implemented throughout the organization, Infosys is on its journey to integrate its business mandate with sustainability. Sustainable Value Sustainable Value Creation

43 Pavithra Giri, MD, Vindhya e-Infomedia Pvt. Ltd. Vindhya Giri, MD, Pavithra an independent life’. Vindhya has earned Pavithra many many has earned Pavithra Vindhya life’. an independent Shakti ‘Stree Helen Keller Award, such as Shell’s accolades Entrepreneur’ ‘Successful Bank’s and Canara Puraskar’ story is a long But behind the gleam of accolades Award. comforting It involves empowerment. of passion for sensitizing other PwDs, and training recruiting families, on take a chance to clients and convincing employees them. Convincing PwDs is a challenge in itself. Employing PwDsto allow and communityfamilies to members difficult. be can operations of areas Vindhya’s to relocate every the families at step involves Vindhya Hence, families starting New recruits’ with the interview process. suitabilitytheir gauge and to facilities Vindhya’s visit can housing, assistive also provides Vindhya infrastructure. a does not have ensuring the employee that thereby its also pays company The deal with. to long commute on par with industry and makes employees standards training. adequate they receive that sure Vindhya training. a week-long undergo new recruits All account severitydisabilityand the of into nature the takes while assessing the skill of trainability of each and degree abilitymaps their the with Vindhya Then, individual. their to is then customized training The tasks. available with speech and employees example, For special needs. tasks like data- on non-voice hearing disabilities work entry and orthopedically on challenged people work skill-ability This crucial is mapping tasks. voice-related the able-bodied Additionally, retention. employee for that ensure to minority training sensitization undergoes up well. they team that sure makes Vindhya is just the beginning. Training Vindhya The within the company. grow their employees (VMOC), Council Management Onboarding with staffed the new employees. for is responsible senior employees, department with the Human Resources works VMOC The and develop train and interview candidates, source to work independently - Open access for families

- Counsel families to support - Counsel families to support disabled employees to live and disabled employees to live Vindhya’s On-boarding Process Vindhya’s On-boarding

When asked for the inspiration behind the venture, behind the venture, the inspiration asked for When to employment ‘provide to was said it Pavithra to live people while inspiring them differently-abled Vindhya e-Infomedia is a BPO whose Philanthropy e-Infomedia is a BPO whose Philanthropy Vindhya differently-abled its ModelBusiness gives Work @ What an opportunity of dignity. employees lead a life to Giri and startedPavithra two-membera as by led of team is What 250 people. to grown Giri in 2006 has now Ashok members team of the 90% that is team this about special operates Vindhya Currently, people with disabilities. are out of New Delhi, Bengaluru and Hubli and has plans to Mumbai and Chennai. to expand Keeping employees engaged and happy is an activity engaged and happy Keeping employees is attrition Highwith. struggle employee companies most In BPO the Indianmost by companies. faced challenge a is as high as 55%, while in retail attrition rate the sector, does how this scenario, and IT sectors it is 50% . Given e-Infomedia Vindhya pool? a business sustain its talent which has turned approach, had a unique Limited Private a full-fledged business. into Setting up robust Setting up robust VINDHYA encourage, train, recruit, to processes PwD employees and develop ”Vindhya has always been and will continue to remain a company which will employ will employ which a company remain to been continue and will has always ”Vindhya number in increase to employees our want We differently-abled more and people. more provide and also Our work aim is to of ownership. with a sense work same time, and at the discrimination.” without any with a safe and comfortable work to our employees place 44 Catalyzing Change With recruiting and training processes in place, the next step was finding out if clients were interested in Learning & Growth at Vindhya this bold, new idea. In the beginning, Vindhya found it difficult to convince prospective clients to hire them, but - Customised week long training with support from a few believers and its NGO partners, the company managed to find its foothold in the sector. for new joinees Vindhya currently has 12 clients that include Ujjivan, Janalakshmi, Wipro, Mindtree, IndusInd Bank, Canara - Sensitization training Bank and others. It has never tried to acquire any clients on the basis of being an organization that supports - Onboarding Council plans PwDs. It prefers its quality of service to speak for itself. career path for each employee Employing PwDs has a tremendous social impact and provides a sense of satisfaction. It has also kept the - Council oversees promotions to attrition level low. When interacting with the employees, their sense of loyalty to the company is palpable, as is ensure fair practice the camaraderie between them. Vindhya has been successful in its business without having to compromise on its operational model. Most of their operational costs go towards providing for staff training and welfare. new employees, and undertake career planning for experienced employees. It also oversees the promotion Vindhya aspires to grow organically. One growth goal is practice at Vindhya, ensuring that the participants are to have a large campus that could accommodate 5,000 gauged at par with the able-bodied employees, thus employees. The company also hopes to provide higher ensuring equal learning opportunities for PwDs. The education opportunities for its PwD staff, enabling them initiatives in place have paid off and now 80% of the to move on to more complex roles and achieve career team leaders in Vindhya are PwDs. growth within the company.

Key takeaways • Determine relevant focus areas for your company and concentrate efforts and initiatives on those • Chart out a Business Responsibility policy • Set up a Business Responsibility Council responsible for setting, implementing and tracking sustainability goals Sustainable Value Sustainable Value Creation

45 N. Chandrasekaran, CEO and MD, TCS TCS N. Chandrasekaran, CEO and MD, Measuring the efficiency of TCS and with a Monitoring BR programs Model Evaluation In India,Business Responsibility the has paradigm Organizations competencies. the use of core to matured most contribute that the programs that recognise now their linked to the ones sustainability are towards is a strong employees by volunteering While materiality. competencies core also uses its the company component, products and offering issues, developmental address to the around employees TCS a result, As services bono. pro beneficiaries based not only on the target identify world they are well on how but also locations needs of their BR perspective. with the corporate aligned Organizations can, and should, monitor and track their and track monitor can, and should, Organizations the intended that ensure to effortsresults BR their and can provide data impact Such monitoring is being made. undertake to insights valuable correction or course effective more can deploy organization if the determine be matched needs to however, data, The interventions. and policies which clearly elucidate against set targets the policies that requires This goals. the organization’s management senior with collaboration in created are organization. entire the it covers and that and employees effect of aligning has the favourable Such an approach the business goals of the company. BR goals to

Evaluation Model precisely

from the field to determine from undertaken and communities undertaken while ensuring that programs while ensuring that programs calculates the time and effort TCS’ Internal Monitoring and TCS’ the course of future initiatives, deployed, establishes short and

long-term results, gathers lessons

served goals. are relevant to TCS’ 9

Performance To Optimize Impact Optimize To Performance Measuring Responsibility Business In a world that demands corporations have a meaningful have In demands corporations that a world impactexpectwhich and world accountability the on efficiencyeffectiveness in funds disbursed, and for But how Business Responsibility a must. spends are Responsibility? Business RoI Is for measure does one factThe is that ask? question to a reasonable this even criticisms of oft-repeated and most common the two do not they that are ResponsibilityBusiness programs very it is and that well-defined outcomes tangible, have make to investment return on their to measure difficult activitiesof BR the across Evolution decisions. calculated organizations for intelligence sufficient has created world both these issues. counter to “As an organization, we have a strong foundation to build on. By build on. foundation to nurturing a strong such have we values an organization, “As a our leaders not only laid etc., social responsibility, corporate as entrepreneurship, As nation. the technology-drivenfor a also but group, TATA the for foundation strong the to and measured our activities believe CSR should be in monitored we company, data.” extent possible founded on empirical and decisions and plans 46 Catalyzing Change Measuring Impact

47 Measures taken to predict and to taken Measures Measures taken to do good and add taken to Measures The quantifiable outcomes of the outcomes quantifiable The Measures taken to compensate for the for compensate to taken Measures The qualitative impact of empowerment of impact of empowerment qualitative The The numbers and types The of communities the communities reached, measured through shifts through measured reached, the communities socio-cultural, political and physical, in economic, spaces mental value damage done to people and planet; damage done to reached; program in terms of positive education, health and education, of positive in terms program and indicators; environment Impact: Curative: Preventative: Promotive: Reach: Outcomes: avoid harm to communities and the environment; communities harm to avoid This embedded model of BR metrics was a natural result result embedded model of BR metrics a natural was This it does and the way TCS of the work of the evolution metrics ascertain The ROIthe BR of conductsbusiness. its spend (financial and man hours) • • • • • initiative, proposed and utilised budgets, the number of the number budgets, utilised and proposed initiative, involved, members management senior and volunteers and a customer the beneficiariesof the initiative submit (beneficiary)volunteers Lead satisfaction index. summarymonthly reportsactivities of with details along data incremental and details baseline audience, target of financial support,budget is a For on various parameters. By events. a calendar of for management by approved be mapped to each initiative that requiring explicitly its BR initiatives that ensures TCS areas, one of its focus material. and relevant remain merits and helps to model has its own the existing While and numerical analysis, data bringbasic respect in a for on rests an embedded model that a need for was there be conducted business can in a more a vision of how meaningful manner. It of started understand the nature with the need to and then map or Promotive, Preventive BR - Curative, It also needed the stakeholders involved. these needs to and social factor economics between to in the balance short-termright while aligning sustainability needs with needs. long-term •

The current model has been in existence since 2007, since existence in been has model current The when the policy Business Responsibility guidelines for in simple. model is quite Excel-based The framed. were TCS It undertaken, the community initiatives documents with of the area focus like the parameters to capture fields A major challenge was effective internal communication. communication. internal effective A major challenge was 42 over spread workforce strong has a 225,000 TCS of information all the components Aligning countries. a mammoth task. was together Regular meetings and to staff held with deployment calls were conference discuss the activities of effectiveness. and measures on the process trained and familiarized were Volunteers duplication. avoid and understanding a common have to tracking for framework robust a also had Maitree a report.activities them into and consolidating The model needed to be aligned strategically to to strategically be aligned model needed to The Senior Managementand Corporate Therefore, business. The CSR department the policy behind it. formulated Responsibility Business for direction and oversight the Advisorythe CSR comprising came from Council of CSR. Global Head of HR and Global Head CFO, CEO, CSR the by handled aspects operational were The Global Head of HR the comprising Committee Executive and Deputy of HR BPO, Global Head of HR, Global Head (TCS’ Maitree of Head Global the CSR, of Head Global arm). Finally, and volunteering engagement employee ideas, on-ground with up come and model the deploy to the freedom given of contact) were SPOCs (single points relevant were that programs suggest and implement to business. TCS’ to However, given the diverse nature of the BR activitiesof the BR nature the diverse given However, TCS does how geographies, in varied implemented The programs? these track and measure to manage and effort time track was used earliermethod to to difficult but it was recorded was Data descriptive. and efficiencygauge the effectiveness of the activities, was there While parameters. the required of want often for addressing and feedback recording effort at informal an A up. of following no process was there need, a felt calculate precisely could needed that mechanism was short establish effortand time long- the and deployed, determine to field the from lessons gather results, term and ascertain whether initiatives, of future the course undertaken servedthe programs and communities were an mechanism was That does. TCS the work to relevant Model. Internal Monitoring and Evaluation 48 Catalyzing Change The ROI metrics have been fitted against software that model is ready for pilot testing, after which it will be will gauge the impact that BR programs in TCS have and deployed globally across TCS for all BR programs. whether the current spend is justified. The embedded

Key takeaways • Choose BR focus areas that are relevant and material to your organization • Assess your BR spend using well-defined metrics for an objective evaluation of programs • Parameters for evaluating your business responsibility activities: - Monetary & Financial: Value of cash and in-kind (also products and services) donations as well as contributions of employee time - Quantitative: Savings of energy-efficiency or environmental sustainability related activities - Qualitative: Types and descriptions of activities in the workplace and community; marketing value through media mentions for business responsibility practices or changes to consumer attitudes from marketing/corporate communication notices Measuring Impact

49 markets, investing in tomorrow’s workforce, delivering delivering workforce, in tomorrow’s investing markets, divide, digital the bridging a sustainable bottom-line, value. shared edge or creating competitive improving these projects is that across denominator common The business with overall synergy complete each displays that element is the core synergy This vision and goals. responsibility. business for put in place need to companies is as seen on the facing page, the heartAt of this strategy, a Business Responsibility policy create to which explicitly and achieve can plan for a company how addresses majority the that establishes also of the figure The goals. of the four least three at cut across displayed elements marketplace, in - workplace, a business operates spheres that it is clear this, From community and environment. philanthropic only to limited and narrow longer no is BR acts in the community and environment. focus the effortto Foundation’s reportThis is NASSCOM on certainspotlight aspects of business responsibility if not path their exemplary, and certain for companies only we have While effortsrespect. breaking, in this it a certain companies, of BR in these showcased element equally active in other they are that must be mentioned Business Responsibility of its full in terms Further, spheres. realitycompanies. in these a or soon will be, definition is, only the tip are here to sixteen referred The companies that, other companies many are There of the iceberg. not been of this report, have and nature the scope given in NASSCOM Examples of these can be found to. referred reports previous in the series - Catalyzing Foundation’s this by Change . A full impact be achieved can of what felt only will be industry, and influential growing rapidly medium and small – have – large, when companies in its fullest sense. imbibed business responsibility

The examples here demonstrate a range of aspects a range demonstrate here examples The on emerging – focus businesses responsible leading to Readers will observe of change display these stories that but not only specific aspectsresponsibility, of business in invest to companies motivate that drivers the also can be addressing drivers These business responsibility. and demanding customers, aware increasingly talent, of new-age and management recruitment a of notion the securityeven or chain, supply their of is remember vital thing to The operate’. to license ‘social this as a part see companies that than of business rather something separate. NASSCOM’s member companies have a history have of member companies NASSCOM’s development long-term in philanthropy, investing relief. and disaster humanitarian assistance, projects, firms in technology top the India are and more More software and – as well products – hardware donating as their time and expertise underserved developing to serve that and customers their communities markets, have Companies long term. in the business interest the beyond play to a role they have see that begun to in and in the societies they operate sphere economic change in public policy they must look beyond that in of socio-environmentalterms development. The case studies presented in this book represent the book represent in this studies presented case The showcase They business responsibility. of facets many companies IT-BPM made by not only the commitment also but citizens, corporate in India being responsible to a glimpse of visionaryoffer leadership and dynamic the industry that has support the workforce from reflects of each example success The knownbecome for. and down top workforce of the entire the commitment up. bottom Afterword 50 Catalyzing Change Afterword

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