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APPROACH TO INTEGRATED MANAGEMENT SYSTEM & CSR ACTIVITY ADOPTED
BYEMAMI PAPER MILLS LIMITED
UNIT:GULMOHOR
A SUMMER INTERNSHIP REPORTSubmitted by
SURAJ MISHRA
in partial fulfillment of Summer Internship for the award of the degree of
MASTERS OF BUSINESS ADMINISTRATION
School of Business
DEPARTMENT OF BUSINESS ADMINISTRATION
THE UNIVERSITY OF BURDWAN
July, 2015
ACKNOWLEDGEMENTI take this opportunity to express my profound gratitude towards EMAMI PAPER MILLS LIMITED for allowing me with this opportunity to perform my Summer Internship Program in their esteemed organization.
I would like to extend my deepest regards and gratefulness to Mr. GAUTAM AICH, who was my mentor. His exemplary guidance, monitoring and constant encouragement throughout the course of this study made the successful completion of this project possible. In addition to the subject matter, his counsel on various other issues enhanced my knowledge and outlook.
Table of contents1. Executive Summary………………………………………...2. Introduction…………………………………………………3. Company Profile…………………………………………….4. SWOT Analysis……………………………………………..5. Integrated Objectives………………………………………..6. ISO 9001 Quality Standards………………………………...7. ISO 14001:2004 - Environment Management System
Standards………………………………………………………8. OHSAS 18001:2007 - Occupational Health &
Safety Management System standard…………………………9. Quality Management System Process………………………..10. Implementation of Env. Mgmt. System……………………...11. Model of IMS…………………………………………………12. IMS Process Plan……………………………………………..13. Approach to IMS……………………………………………...14. IMS Implementation………………………………………….15. CSR……………………………………………………………16. CSR Approaches……………………………………………...17. CSR Practices………………………………………………….18. Evolution of CSR in India……………………………………..19. 4 Phases of Development of CSR in India…………………….20. CSR Activities in Emami Paper Mils Ltd……………………...21. Conclusion……………………………………………………...22. Referrence……………………………………………………...23. Bibliography……………………………………………………24. Questionnaire on IMS and CSR………………………………..
Executive summaryAn integrated management system (IMS) is a management system which integrates all components of a business into one coherent system so as to enable the achievement of its purpose and mission.
A company’s sense of responsibility towards the community and environment in which it operates. Companies express this citizenship through their waste and pollution reduction processes by contributing educational and social programs and by adequate returns on the employed resources. This is refer as CSR.
I took both this topic IMS AND CSR to identify how EMAMI PAPER MILLS LIMITED are committed to –
Manufacture and Marketing of desired quality of paper under controlled condition in order to achieve zero customer complaint, zero pollution, zero accident and total elimination of occupational health hazard.
Comply with all applicable legal and other requirements related to product, health, safety and environment.
Enhance customer satisfaction and continually improve effectiveness of the IMS.
Educate and motivate employees as well as communicate to interested parties to foster team spirit and to contribute towards implementation of IMS.
IntroductionIms:Integrated means combined; putting all the internal management practices into one system but not as separate components.
For these systems to be an integral part of the company's management system there have to be linkages so that the boundaries between processes are seamless.An integrated management system (IMS) is a management system which integrates all components of a business into one coherent system so as to enable the achievement of its purpose and mission. CSR:Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship or responsible business) is a form of corporate self-regulation integrated into a business model. CSR policy functions as a self-regulatory mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards and international norms. With some models, a firm's implementation of CSR goes beyond compliance and engages in "actions that appear to further some social good, beyond the interests of the firm and that which is required by law. CSR aims to embrace responsibility for corporate actions and to encourage a positive impact on the environment and stakeholders including consumers, employees, investors, communities, and others.
Company profile Company Name :- EMAMI PAPER MILLS LTD.
Unit : Gulmohar
Head Office :- 687, Anandapur E.M. Bypass
Kolkata- 700107
Ph : +91-33-66136264/6454
Fax : +91-33-66136400
Email : [email protected]
Website : www.emamipaper.in
Paper Mill : R.N. Tagore Road,
Alambazar,
Dakshineswar,
Kolkata- 700035
Ph : +91-33-5645245/5412
Fax : +91-33-5646926
Email : [email protected]
Activity : Manufacturing & Marketing of writing &
printing paper including Newsprint.
Installed Capacity: 16,500 TPA
Product Range :Following Quality products are being manufactured as per Customer requirements-
Super Deluxe Cream Wove Deluxe Cream Wove News Print White Wove
Manufacturing Facility:The Manufacturing Facility consists of pulp mill, Paper Machine, Rewinder and Sheet Cutter.
Utility facility includes Boiler and ETP.
Raw Materials :Waste Papers {Imported & Indigenous} are the basic raw material used.
Miscellaneous :Emami Paper Mills Ltd, Gulmohor is an ISO 9001, ISO 14001 and OHSAS 18001 certified unit. The unit adheres to all statutory rules and regulation including safety requirements as enforced from time to time.
SWOT ANALYSIS.Strengths:
• Lowest cost manufacturer with modernized productionmethod• Strategic location – proximity to raw materials, logisticsadvantage and nearness to the market• Pan India presence• In-house technical team to ensure better end-product• Qualifi ed and technical manpower• Strong Research and Development team for continuousproduct development and cost reductionWeakness:
• The Company produces paper and newsprint from100% recycled fi bre which is scarce in our countryOpportunities:
• Large and growing domestic market• Huge potential in export market• Capacity expansionThreat:
• Increasing coal and logistic cost• Small and unorganised industry players• Cheap dumping from export countries• Negative budgetary policies for paper industry
INTEGRTAED OBJECTIVES
Enhance customer satisfaction
Reduce customer complaints
Reduce environment damaging aspects
Optimize utilization of resources
Reduce accidents and ill health
Adhere to all safety norms
Comply with all applicable legal and others requirements
Adhere to all internal schedule and procedure.
ISO 9001 Quality Management STANDARDS.
Principle 1 – Customer focusPrinciple 2 – LeadershipPrinciple 3 – Involvement of peoplePrinciple 4 – Process approachPrinciple 5 – System approach to managementPrinciple 6 – Continual improvementPrinciple 7 – Factual approach to decision makingPrinciple 8 – Mutually beneficial supplier
Relationship.
Principle 1 – Customer focusOrganizations depend on their customers and thereforeshould understand current and future customerneeds, should meet customer requirements and
strive to exceed customer expectations.
Principle 2 – LeadershipLeaders establish unity of purpose and direction ofthe organization. They should create and maintain theinternal environment in which people can become fully
involved in achieving the organization’s objectives.
Principle 3 – Involvement of people
People at all levels are the essenceof an organization and their full involvementenables their abilities to be used
for the organization’s benefit.
Principle 4 – Process approachA desired result is achievedmore efficiently when activitiesand related resources
are managed as a process.
Principle 5 – System approach to managementIdentifying, understanding and managinginterrelated processes as a system contributesto the organization’s effectiveness and efficiency
in achieving its objectives.
Principle 6 – Continual improvementContinual improvementof the organization’s overall performanceshould be a permanent objectiveof the organization.Principle 7 – Factual approach to decision makingEffective decisionsare based onthe analysis of dataand informationPrinciple 8 – Mutually beneficial supplierrelationshipsAn organization and its suppliersare interdependent and a mutually beneficialrelationship enhances the ability
of both to create value.
ISO 14001:2004 - Environment
Management System Standards
EPM committed to its responsible manufacturing practicesand has implemented several environment-friendly processes under its well-defined Environment Policy. EPM always makes constant effortsto better the stipulated standards, ensuring sufficient energyconservation with higher waste recycling. EPM hasimplemented its policies as under:
• Complying with all relevant legislative requirements• Reducing pollution load in terms of liquid discharge,air emission and land conservation• Saving energy and preserving natural resourceslike water, raw material, fuels• Generating awareness on environment, safety andhealth• Minimizing unsafe acts and working conditions• Promoting comprehensive programs to propagatehealth and environmental safety• Adoption of superior technology and equipmentwith respect to resource conservation, energy andeco-friendliness.
OHSAS 18001:2007 - Occupational Health &Safety Management
System standardThe Company is well-renowned for its environmentalmanagement practices. It possesses:
• State-of-art effluent treatment plant
• Sludge de watering system
• Feeding of ETP sludge to FBC boiler for power generation
• Recharging cum Rainwater harvesting system
• Development of green belt.
QUALITY MANAGEMENT SYSTEM
PROCESS
MODEL OF INTEGRTAED
MANAGEMENT SYSTEM.
IMS PROCESS PLAN.
APPROACH TO INTEGRATED
MANAGEMENT SYSTEM.
GENERAL REQUIREMENTS:
ISO 9001:2008 General RequirementsISO 14001:2004 General RequirementsISO 18001:2007 General Requirements
The organization has established, documented, implemented and is maintaining an IMS and continually improving its effectiveness in accordance with ISO 9001:2008, ISO 14001:2004, OHSAS 18001:2007 standard.
While defining IMS the organization follows the process approach. Accordingly the organization has identified and determined the following processes needed for the IMS and their application through out the organization-
a) Production & Packing Operationb) Despatch Operationc) Marketing Operation and customer Supportd) Commercial Operatione) Maintenancef) Quality Control
g) Health-Safety-Environmental Cellh) HR & Trainingi) Management
While defining the above processes, the organization follows the Plan-Do-Check-Act(P-D-C-A) method in order to ensure that the process are carried out under controlled condition and there is a continual improvement of the process performance.
The Plan-Do-Check-Act method, as applied to organization IMS system is Process Planning(PLAN), Process Implementation and operation(DO), Monitoring & measurement(CHECK),Analysis & Improvement (ACT).
All employees performing work affecting IMS performance are assigned with defined responsibilities and given proper authorities in order to insure proper implementation of IMS through there active involvement and commitment.
Integrated management system
implementation. GENERAL:
ISO 9001:2008 Management Commitment, Customer Focus, Provision of Resources.
ISO 14001:2004 Planning, Resources, Roles Responsibility and Authority
OHSAS 18001:2007 Planning, Resources, Roles Responsibility and Authority and Accountability.
The Top Management is fully committed for the development, implementation and continual improvement of the IMS . Management Commitment is evidenced through-
a) Spreading awareness amongst the employee on the importance of meeting customer requirements through various internal meetings as well as publishing memorandum and administrative orders from time to time.
b) Determining the needs and expectation of the customer and meeting them with the aim of enhancing customer satisfaction.
c) Identifying, communicating and complying with all statutory and regulatory requirements.
d) Establishing the company’s integrated policies
e) Establishing the integrated objectives and targets at relevant functions and levels within the organization.
f) Conducting management review meetings at regular interval.
g) Providing necessary resources for the maintenance of the IMS.
h) Defining roles allocating responsibilities and accountabilities and delegating authorities. To facilitate effective IMS.
i) Ensuring continual improvement in performance.
ROLES RESPONSIBILITY AUTHORITY & ACCOUNTABILITY:
ISO 9001:2008 Responsibility and AuthorityISO 14001:2004 Responsibility, Authority, Roles
and Resources
OHSAS 18001:2007 Responsibility, Authority, Roles, Resources and Accountability.
To facilitate effective IMS the organization has defined roles and responsibilities of all employees. Persons holding different responsibilities are entrusted with adequate authorities to enable them to contribute to the achievement of company’s policies and objectives as well as to establish their involvement, motivation and commitment. Persons having different authorities shall be accountable for their work. However ultimate responsibility and accountability for IMS shall lie with the Top management.
The organization ensures that the persons in the workplace take responsibility of their own work affecting conformity to product requirements or having environment aspects or OH&S risk. They are also responsible for adherence to the product requirements and HSEQ requirements.
The roles , responsibility, accountability and authority these are communicated within the organization by the in charges of respective departments/section.
MANAGEMENT REPRESENTATIVE:
ISO 9001:2008 Management Representative.
ISO 14001:2004 Responsibility, Authority, Roles and Resources
OHSAS 18001:2007 Responsibility, Authority, Roles, Resources and Accountability.
The Top Management shall appoint a member of management as the Management Representative of IMS who, irrespective of other responsibilities, shall have define roles, responsibilities and authority for –
A.Ensuring that the IMS is established , implemented and maintained in accordance with the requirements of ISO 9001:2008, ISO 14001:2004, OHSAS 18001:2007 standards.
B.Ensuring the promotion of awareness of customer requirements as well as HSEQ requirements through the organization.
C.Reporting to the Top Management on the performance of the IMS for review including recommendations for improvements.
D.Liaison with external agencies on matters relating to IMS.
FACILITY MANAGEMENT :
ISO 9001:2008 Infrastructure.ISO 14001:2004 ………………………………….OHSAS 18001:2007 ……………………………………
The organization has already determined and provided the necessary infrastructure needed to achieve conformity to product requirements and HSEQ requirements during the commissioning of the plant. Infrastructure includes –
A.Process units(Pulp Mill, Paper Machine, Rewinder & Cutter)
B.Storage facilities
C.Dispatch facilities
D.Associated utilities(boiler and effluent treatment plant)
E. Quality control laboratory facility
F. Fire fighting facilities.
For maintaining the above infrastructure, suitable maintenance methods have been established and implemented to ensure that the infrastructure continues to meet the organizational needs. Based on its critically
and usage , the type and frequency of maintenance and verification of operation of each infrastructure element has been determined.
COMMUNICATION :
ISO 9001:2008 Internal & Customer Communication
ISO 14001:2004 CommunicationOHSAS 18001:2007 Communication, Participation
and Consultation
The organization has established, implemented and is maintaining a documented procedures for –
a) Internal communication between the various levels within the organization, including communication with contractors and other visitors.
b) Receiving documenting and responding to relevant communication from external interested parties, including customers and legal authorities.
Internal communication between the various level and function is established through-
a) Circulation of Integrated Policy, Objectives and Targets, Customer Requirements, HSEQ Requirements, Legal and other requirements.
b) Conducting training, awareness programe, seminars, workshops.
c) Conducting meetings
d) Publication of achievements, recognition etc. The Top Management encourages feedback and
communication from employees, including contractors employees, as means of involving them. Apart from this, employees are involved while carrying out HSEQ Risk assessment, determination of control measures, incident investigation or review policies, objectives and targets.
Communication with visitors shall be established through displaying of rules and regulation at appropriate places and awareness given by concerned person to their respective visitors.
The organization has also established method for external communication to deal with the views, complaints from external interested parties such as statutory or regulatory bodies. The concerned person, who receives the views, shall make necessary arrangements for response and sent through proper channel to the concerned party.
Records of communication shall be maintained in the form of minutes of meeting, Communication Register, Letters/E-mails, Presentation slides etc.
PRODUCT REALIZATION AND ITS SUPPORTING PROCESSES :
ISO 9001:2008 Planning of Product Realization
ISO 14001:2004 Operational ControlOHSAS 18001:2007 Operational Control
The organization has planned and developed the process needed for product realization, consistent with the requirements of other supporting processes of IMS such as IMS process Plan.
While developing the IMS processes, the organization has considered the following-a) Sequences of activities, inputs, outputs, control and resources
specific to the process, products or service
b) Product requirement including criteria for product acceptance
c) HSEQ requirements
d) Legal and other requirements related to the product and HSEQ requirements.
e) Monitoring & measurements activities specific to the product and relevant to the HSEQ requirements
f) Integrated policy, Objectives and Targets
g) Situation where absence of control could lead to deviation from Integrated policy, Objectives and Targets
For each of these processes, individual departmental procedure has been defined, documented and implemented.
The organization has also stipulated the operating criteria for-a) Those operational and activities which are associated with
identified significant HSEQ risks.b) Those situation where the absence of control could lead to
deviation from Integrated policy, Objectives and targets.c) Meeting product requirements, customer requirements, legal
& other requirements.
The departmental procedure shall be reviewed and approved by respective Incharges. The planned process, as detailed in departmental procedures, shall be monitored on regular basis during internal audit and requirements shall be communicated to the suppliers and contractors, as necessary.
MANAGEMENT REVIEW :
ISO 9001:2008 Management Review
ISO 14001:2004 Review Inputs
OHSAS 18001:2007 Management Review
The Top Management along with a team shall review the IMS at planned intervals to ensure its continuing suitability, adequacy and effectiveness. Management review is considered as a forward look to the future which includes assessing for improvement need for changes to the IMS , Integrated Policy, Objectives and targets.
Review Inputs :
a) Internal and External audit findingsb) Evaluation of compliances with legal and other requirements.c) Customer feedback, Customer complaintd) Communication from external/internal interested parties,
including complaintse) Process performancef) Status of Management Programsg) Achievements of integrated policy and Objectivesh) Status of product conformityi) Status of incident investigationj) Status of corrective and preventive actionsk) Results of participation and consultationl) Follow up action from previous management reviewsm) Resources needs, status of training and its effectivenessn) Recommendation for improvement
Commitment
Initial Review
Policy
organization and Personnel
Regulations Register
Objectives and Targets
Audits
Records
Reviews
implementation of an Environmental
Management System
CORPORATE SOCIAL RESPONSIBILITY
Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship or responsible business) is a form of corporate self-regulation integrated into a business model. CSR policy functions as a self-regulatory mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards and international norms. With some models, a firm's implementation of CSR goes beyond compliance and engages in "actions that appear to further some social good, beyond the interests of the firm and that which is required by law." CSR aims to embrace responsibility for corporate actions and to encourage a positive impact on the environment and stakeholders including consumers, employees, investors, communities, and others.
The term "corporate social responsibility" became popular in the 1960s and has remained a term used indiscriminately by many to cover legal and moral responsibility more narrowly construed. Proponents argue that corporations increase long term profits by operating with a CSR perspective, while critics argue that CSR distracts from business' economic role. A 2000 study compared existing econometric studies of the relationship between social and financial performance, concluding that the contradictory results of previous studies reporting positive, negative, and neutral financial impact, were due to flawed empirical analysis and claimed when the study is properly specified, CSR has a neutral impact on financial outcomes.Critics questioned the "lofty" and sometimes "unrealistic expectations" in CSR or that CSR is merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations.Political sociologists became interested in CSR in the context of theories of globalization, neoliberalism and late capitalism. Some sociologists viewed CSR as a form of capitalist legitimacy and in particular point out that what began as a social movement against uninhibited corporate power was transformed by corporations into a 'business model' and a 'risk management' device, often with questionable results. CSR is titled to aid an organization's mission as well as a guide to what the company stands for to its consumers. Business ethics is the part of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. ISO 26000 is the recognized international standard for CSR. Public sector organizations (the United Nations for example) adhere to the triple bottom line (TBL). It is
widely accepted that CSR adheres to similar principles, but with no formal act of legislation.
CSR APPROACHES
CSR PRACTICES.
Ethics trainingThe rise of ethics training inside corporations, some of it required by government regulation, has helped CSR to spread. The aim of such training is to help employees make ethical decisions when the answers are unclear. The most direct benefit is reducing the likelihood of "dirty hands", fines and damaged reputations for breaching laws or moral norms. Organizations see increased employee loyalty and pride in the organization.
Common actionsCommon CSR actions include:
Environmental sustainability: recycling, waste management, water management, renewable energy, reusable materials, 'greener' supply chains, reducing paper use and adopting Leadership in Energy and Environmental Design (LEED) building standards.
Community involvement: This can include raising money for local charities, providing volunteers, sponsoring local events, employing local workers, supporting local economic growth, engaging in fair trade practices, etc.
Ethical marketing: Companies that ethically market to consumers are placing a higher value on their customers and respecting them as people who are ends in themselves. They do not try to manipulate or falsely advertise to potential consumers. This is important for companies that want to be viewed as ethical.
Social license“Social license” refers to a local community’s acceptance or approval of a company. Social license exists outside formal regulatory processes. Social license can nevertheless be acquired through timely and effective communication, meaningful dialogue and ethical and responsible behavior.Displaying commitment to CSR is one way to achieve social license, by enhancing a company’s reputation.
Potential business benefitsA large body of literature exhorts business to adopt measures non-financial measures of success (e.g., Deming's Fourteen Points, balanced scorecards). While CSR benefits are hard to quantify, Orlitzky, Schmidt and Rynes found a correlation between social/environmental performance and financial performance.The business case for CSR within a company employs one or more of these arguments:
Triple bottom line"People, planet and profit", also known as the triple bottom line form one way to evaluate CSR. "People" refers to fair labor practices, the community and region where the business operates. "Planet" refers to sustainable environmental practices. Profit is the economic value created by the organization after deducting the cost of all inputs, including the cost of the capital (unlike accounting definitions of profit).
This measure was claimed to help some companies be more conscious of their social and moral responsibilities. However, critics claim that it is selective and substitutes a company's perspective for that of the community. Another criticism is about the absence of a standard auditing procedure.
Human resourcesA CSR program can be an aid to recruitment and retention, particularly within the competitive graduate student market. Potential recruits often consider a firm's CSR policy. CSR can also help improve the perception of a company among its staff, particularly when staff can become involved through payroll giving, fundraising activities or community volunteering. CSR has been credited with encouraging customer orientation among customer-facing employees.
Risk managementManaging risk is an important executive responsibility. Reputations that take decades to build up can be ruined in hours through corruption scandals or environmental accidents. These draw unwanted attention from regulators, courts, governments and media. CSR can limit these risks.
Brand differentiationCSR can help build customer loyalty based on distinctive ethical values.[64] Some companies use their commitment to CSR as their primary positioning tool, e.g., The Co-operative Group, The Body Shop and American Apparel
Some companies use CSR methodologies as a strategic tactic to gain public support for their presence in global markets, helping them sustain a competitive advantage by using their social contributions as another form of advertising.[66]
Reduced scrutinyCorporations are keen to avoid interference in their business through taxation and/or regulations. A CSR program can persuade governments and the public that a company takes health and safety, diversity and the environment seriously, reducing the likelihood that company practices will be closely monitored.
Supplier relationsAppropriate CSR programs can increase the attractiveness of supplier firms to potential customer corporations. E.g., a fashion merchandiser may find value in an overseas manufacturer that uses CSR to establish a positive image—and to reduce the risks of bad publicity from uncovered misbehavior.
Evolution of corporate social responsibility in
India.The evolution of corporate social responsibility in India refers to changes over time in India of the cultural norms of corporations ‘engagement of corporate social responsibility (CSR), with CSR referring to way that businesses are managed to bring about an overall positive impact on the communities, cultures, societies and environments in which they operate. The fundamentals of CSR rest on the fact that not only public policy but even corporates should be responsible enough to address social issues. Thus companies should deal with the challenges and issues looked after to a certain extent by the states.
Among other countries India has one of the oldest traditions of CSR. But CSR practices are regularly not practiced or done only in namesake specially by MNCs with no cultural and emotional attachments to India. Much has been done in recent years to make Indian Entrepreneurs aware of social responsibility as an important segment of their business activity but CSR in India has yet to receive widespread recognition.
The Four Phases of CSR Development in India.The history of CSR in India has its four phases which run parallel to India's historical development and has resulted in different approaches towards CSR. However the phases are not static and the features of each phase may overlap other phases.
The First PhaseIn the first phase charity and philanthropy were the main drivers of CSR. Culture, religion, family values and tradition and industrialization had an influential effect on CSR. In the pre-industrialization period, which lasted till 1850, wealthy merchants shared a part of their wealth with the wider society by way of setting up temples for a religious cause Moreover, these merchants helped the society in getting over phases of famine and epidemics by providing food from their godowns and money and thus securing an integral position in the society. With the arrival of colonial rule in India from the 1850s onwards, the approach towards CSR changed. The industrial families of the 19th century such as Tata, Godrej, Bajaj, Modi, Birla, Singhania were strongly inclined towards economic as well as social considerations. However it has been observed that their efforts towards social as well as industrial development were not only driven by selfless
and religious motives but also influenced by caste groups and political objectives.
The Second PhaseIn the second phase, during the independence movement, there was increased stress on Indian Industrialists to demonstrate their dedication towards the progress of the society. This was when Mahatma Gandhi introduced the notion of "trusteeship", according to which the industry leaders had to manage their wealth so as to benefit the common man. "I desire to end capitalism almost, if not quite, as much as the most advanced socialist. But our methods differ. My theory of trusteeship is no make-shift, certainly no camouflage. I am confident that it will survive all other theories." This was Gandhi's words which highlights his argument towards his concept of "trusteeship". Gandhi's influence put pressure on various Industrialists to act towards building the nation and its socio-economic development. According to Gandhi, Indian companies were supposed to be the "temples of modern India". Under his influence businesses established trusts for schools and colleges and also helped in setting up training and scientific institutions. The operations of the trusts were largely in line with Gandhi's reforms which sought to abolish untouchability, encourage empowerment of women and rural development.
The Third PhaseThe third phase of CSR (1960–80) had its relation to the element of "mixed economy", emergence of Public Sector Undertakings (PSUs) and laws relating labor and environmental
standards. During this period the private sector was forced to take a backseat. The public sector was seen as the prime mover of development. Because of the stringent legal rules and
regulations surrounding the activities of the private sector, the period was described as an "era of command and control". The policy of industrial licensing, high taxes and restrictions on the private sector led to corporate malpractices. This led to enactment of legislation regarding corporate governance, labor and environmental issues. PSUs were set up by the state to ensure suitable distribution of resources (wealth, food etc.) to the needy. However the public sector was effective only to a certain limited extent. This led to shift of expectation from the public to the private sector and their active involvement in the socio-economic development of the country became absolutely necessary. In 1965 Indian academicians, politicians and businessmen set up a national workshop on CSR aimed at reconciliation. They emphasized upon transparency, social accountability and regular stakeholder dialogues. In spite of such attempts the CSR failed to catch steam.
The Fourth PhaseIn the fourth phase (1980 until the present) Indian companies started abandoning their traditional engagement with CSR and integrated it into a sustainable business strategy. In the 1990s the first initiation towards globalization and economic liberalization were undertaken. Controls and licensing system were partly done away with which gave a boost to the economy the signs of which are very evident today. Increased growth
momentum of the economy helped Indian companies grow rapidly and this made them more willing{Gajare, R.S. (2014). A conceptual study of CSR development in India. In D.B. Patil & D.D. Bhakkad, Redefining Management Practices and Marketing in Modern Age Dhule, India: Atharva Publications (p. 152-154).} and able to contribute towards social cause. Globalization has transformed India into an important destination in terms of production and manufacturing bases of TNCs are concerned. As Western markets are becoming more and more concerned about labor and environmental standards in the developing countries, Indian companies which export and produce goods for the developed world need to pay a close attention to compliance with the international standards.
Questionnaire on IMS & CSR.
Demographic information
Name:________________________
Designation:________________________
Address: ________________________________________________
Gender: □Male □Female
Age: □18-25 years □25-32 years □32-39 years □39-46 years □46 years and above
Occupation: □Employee □Business
i. Which of the following best describes the sector you currently work in?
[ ] Business and Industry
[ ] Consultancy
[ ] Public Sector
[ ] Government
[ ] NGO
ii. Which standardized Management Systems does your company operate?
[ ] Quality(ISO 9001)
[ ] Environmental(ISO 14001)
[ ] Occupational Health & Safety(OHSAS 18001)
iii. If your company has to comply with two or more management system standards, have there been made any attempts of integration?
[ ] Yes, we already comply with more than one standard via Integrated Management System.
[ ] Yes, We are currently attempting to comply with more than one standard and intend to achieve it via IMS.
[ ] No, we operate more than one system and have no plans to integrate them.
iv. Which year did you decide to integrate your management system?
v. Where did the main drivers for your Integration come from?
[ ] Owner
[ ] Organization
[ ] Customer
[ ] Certification Body
[ ] Internal Advisor.
[ ] External Advisor
vi. Which do you think are the main barriers for IMS?
[ ] Lack of universal Integration Model
[ ] Misunderstanding of what Integration means
[ ] Lack of Management Commitment
[ ] Lack of resources and/or competence.
vii. What benefits of Integration have you experienced/ would you expect to experience?
[ ] Simplification of documentation, paperwork and audits
[ ] Reduction of costs and more efficient use of Resources
[ ] Greater Acceptance by employee
[ ] Improved delivery products and services to the customer
viii. Do you know the theme of social responsibility?
[ ] I know very well the principles and instrument of RSI and apply them in my company
[ ] I don’t know so well that topic
[ ] I have never heard about that
ix. Which is the area of social responsibility more significant for your company?
[ ] Governance and dialogue with the stakeholders
[ ] Policy towards employees
[ ] Relationship with clients and suppliers
[ ] Relationship with the community
[ ] Environment protection
x. In your opinion which are the reasons that may move a company to adopt RSI practices ?
[ ] Ethical motivation of top management
[ ] Promote corporate image
[ ] Increase of the efficiency
[ ] Greater employee satisfaction
[ ] Commercial advantages to new markets
[ ] Benefit in relationship with institution finance and community
[ ] Public incentives
xi. Do you think that relationship with China of your company has encouraged the adoption of RSI practices ?
Very much □ Pretty much □ not at all□ Indifferent□
xii. In which of the following areas your company has realized significant operations?
[ ] System of governance transparency and relationship with investors and shareholders
[ ] Health and development of employees
[ ] Practices of responsible business
[ ] Climatic changes
[ ] Social responsible investing
[ ] Partnership with community xiii. Which are CSR actions did you use?
[ ] Ethic code
[ ] Social budget, intangible capital budget
[ ] Ethic certification SA8000
[ ] Certification CSC9000T
[ ] Certification EMAS
[ ] Cause Related Marketing social Partnership
[ ] Business foundation
xiv. Which of the following problems your company has recently faced ?
[ ] Employee safety □
[ ] Children work □
[ ] Irregular work □
[ ] Women rights □
[ ] Overtime □
[ ] Fair pay □
xv. Which of the following measures has your company adopted to reduce environmental impact?
[ ] Energy saving
[ ] Waste recycling
[ ] Mobility management (carpooling, car sharing) [ ] Sustainable packaging
[ ] Develop of environmental friendly product
[ ] Life Cycle Assessment processes
[ ] Management of environmental system
[ ] Use of renewable resources
CONCLUSIONAfter this entire project I come with a Conclusion that Integration of management systems is an organizationally specific proposal.
Necessary to achieve understanding of key business process.
ISO has recognised wishes for integration in management system design.
After applying the IMS inside `the organization it has been observed that there is minimum customer complain, reduction in environment damaging aspect, optimum utilization of resources , all the welfare of the employee are been looked after.
Also the company has invested in CSR activity which shows their loyalty towards their consumer , environment & stakeholders.
BIBLIOGRAPHYFirst of all I want to thank my MENTOR for giving me a good support in the organization and also helping me in my project completion.
Moreover the references that helped me in completing my project are listed below:-
GOOGLE ( www.google.co.in) WIKIPEDIA (www.wikipedia.org) SLIDESHARE (www.slideshare.net) COMPANY’S WEBSITE (www.ememipaper.in)
There were also many journals and articles which also helped me completing my project work. I got their link when I was searching for my project topics.
