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8/4/2019 Hira Report
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Corporate social responsibilityFFrroomm
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CERTIFICATE BY INTERNAL GUIDE
This to certify that the report of the project submitted is the outcome of the project work
entitled CSR Initiatives carried out by Jitendra Tamrakar bearing Unique ID No.:
0908032 carried by under my guidance and supervision for the award of Post Graduate
Diploma in Management of Disha School of Management,AICTEapproved, Ministry of
HRD Government of India Raipur (C.G), India.
To the best of the my knowledge the report
i) Embodies the work of the candidate himself,
ii) Has duly been completed,
iii) Fulfils the requirement of the ordinance relating to the PGDM degree of the
Institute and
iv) Is up to the desired standard for the purpose of which is submitted.
_______________________
(Signature of the Guide)
Name: Prof. Monika Kumari
Designation:
Department:
Disha Education Society, Satya Vihar , Raipur
The project work as mentioned above is hereby being recommended and forwarded for
examination and evaluation.
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SELF-CERTICATE
This is to certify that we the following students of PGDM 3rd
trimester at
DishaEducation Society, Satya Vihar , Raipur . Affiliated to AICTE,
Delhi name carried out the work of report title Corporate SocialResponsibility. Own for the completion of BCA course.This is future to certify that this project work has been submitted
anywhere else for the awarded of any examinations.
NAME: - Jitendra Tamrakar
Roll No.- 0908032
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BBeelloonngg iinn
Plant & Registered Office
428/2, Phase-I, Industrial Area, Siltara - 493111
Dist. Raipur, Chhattisgarh, India
DISSERTION APPORVAL CERTIFICATEThis is to certify that the project entitled "Corporate Social Responsibility"
submitted in partial fulfillment of the degree of "Post Graduation Diploma in
Management" toAICTE, DelhithroughDishaEducation Society, Satya
Vihar , Raipur done byJitendraTamrakar, Roll No.0908032. is an authentic
work carried out by her at our organization ,Siltara, Raipur under my
guidance, from09-04-2010 to26-05-2010. The matter embodied in this project work
has not been submitted earlier for the award of any degree or diploma to the best of my
knowledge and belief.
Signature of the student Signature of the Director
Name: - Jitendra Tamrakar Date:-
Class: - PGDM 3rd Trimester
College: - DishaEducation Society, Satya Vihar , Raipur
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AAACCCKKKNNNOOOWWWLLLEEEDDDGGGEEEMMMEEENNNTTT
I feel very privileged to express our profound sense of our respect and gratitude to
our project guideMMoonniikkaa KKuummaarriiffaaccuullttyyofDisha School ofManagement.
All faculty incredible help and valuable suggestion efforts and constructive guidance
made the project an interesting task, their optimistic attitude, guidance of appreciation was
such as to give impetus to our thoughts and understanding making us believe that all that
was of my own efforts for which for I well ever our remain indebted to them.
I shall also like to thanks my Madam PPrrooff.. MMoonniikkaa KKuummaarrii of our collegeassigning and supporting us.
Finally I would like to thank my all teachers for their cooperation to completethis project.
SSuubbmmiitttteedd BByy
JITENDRA TAMRAKAR
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CERTIFICATE BY THE EXAMINERS
Corporate Social Responsibility
Submitted by
Jitendra Tamrakar Roll No.0908032
Has been examined by the undersigned as a part of the examination for the award of Post
Graduate Diploma in Management of Disha School of Management, AICTE approved,
Ministry of HRD Government of India Raipur (C.G), India
________________ __________________
________________ __________________
Name & Signature of Name & Signature of
Internal Examiner External Examiner
Date: Date:
Forwarded by
Academic Head
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Department of Management
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PREFACE
This aim of project is to enhance CSR service in various
organizations. We have developed a fairly reliable management solution to tackle
the problems encountered organizations. This project is a humble attempt bring
into light or to show easy it is move to towards
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INDEX
Sr.
No.
Chapters Page
No.
1. Introduction
2. Objectives
a) Vision
b) Bharti Televenture
3. Airtel Broadband
4. Airtel Services
5. Case study of black Barry Handset
a)Product profile
6. Research methodology
a)Graphical Representation
7. Conclusion
8. Recommendation
9. Bibliography
10. Questionnaire
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HISTORY OF COMPANY
Godavari Power & Ispat Ltd. (GPIL) a public Ltd. Co., formally Ispat Godawari
Ltd (IGL), belonging to HIRA Group of Industries, Raipur, C.G. was incorporated in
1999 to set up and integrated steel plant with captive power generation under the
guidance of visionary leadership of Shri B. L. Agrawal, Managing Director, a techno
commercial person (Qualified Engineer) having proven wide experience incommissioning & running or Cement Plant, Sponge Iron Plant etc., backed by a
dedicated team of professionally qualified personnel under the stewardship of a
board of Directors having expertise in Engineering finance administration GPIL is
listed co. with the nation stock exchange and Bombay Stock Exchange.
GPIL has come a long way since it started is operation in Raipur, Chhattisgarh
as a sponge iron manufacturer in the year 2001. Over the last few years, the
company has scaled up its capacity five fold and is today the third largest producer
of coal based sponge iron in India and is one of the largest players in the mild steel
wires segment. Not only has the company increased its scale during the aforesaid
period, it has also moved up the value chain. The Company crossed Rs 1000 crore
marks in turnover. 2007-08 has seen an all around growth in the performance of
the company, backed by higher volumes of production and better price realizations.
The company has achieved consolidated revenue of Rs. 936 crore during the yearunder review as compared to revenue of Rs. 551 crore during the previous year, a
growth of 70% .The consolidated net profit after tax grew by 82% to Rs. 99 crore
as against Rs. 54 crore during the previous year. Considering the fact that just two
years ago, when we concluded our initial public offering our revenues were just 275
crore and net profit of Rs. 22 crore, the company has within a short span of time
achieved significant growth in volume of business, revenue, profits and net worth
and
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achieved annual compounded growth of over 80% in terms of revenue and
profitability last during two years.
The growth drivers are still on with further plans to improve the operating margins
by entering into backward integration through mining of iron ore and coal and
venturing into value added manufacturing facilities by setting up iron palletisationplant-a process to convert iron ore fines into pellets which can be used as a raw
material for making sponge iron as replacement of sized iron ore.
GPIL has been granted mining lease for 2 iron ore mines at Ari Dongri and
Boria Tibu in Chattisgarh. This would be on an area of 216 hectare & prospecting
license for another iron ore mines with an area of 754 hectare in Chattisgarh.
GPIL has also been granted mining rights in consortium for mining of coal in
Chattisgarh and the coal mines are being developed through special purpose Joint
venture Company which has also achieved significant progress towards getting
various regulatory approvals and coal mining operations are expected to commence
some time in FY 2011.
To insulate against the hazards of price fluctuation due to Govt. fiscal
policies, uncertainty of supplies ensuring energy securities and of all basic &
primary inputs GPIL carried out backward integration by entering into mining of
coal/Iron ore & generation of captive power and forward integration by acquiring
wise drawing plants (RRL), promoting 10% subsidiary Co. for venturing into
generating of merchant power, inverting in J. V. Companies for development of
coalmines and setting up railway siding for captive use.
Consistent with the vision, GPIL, continually endeavors in mastering the
techniques for improving the factors affecting there mission with environment,
customers, benefits to society, public Image, philosophy & values, profitability &
growth; pursuing innovation, Creativity, Diversity, environment excellence and
change. We believe in blue ocean technology i.e., a sound strategy model to put
technology to use in a commercial way inducting low cost process planning,
preparing new technology road map benchmarking of process with worlds best to
ensure desired outputs from the inputs.
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Vision of the Company-To become one of the most competitive
integrated steel plants with diversified products, specializing in particular to be
reckoned with as a dominant leader in wire segment contributing substantially in
meeting consumers needs, creating shareholders value and spearheading to be a
leader in global wire segment market, pari pasuwith powering Indias growth to
serve community and the nation in the decades to come.
Mission of the Company-We exist to create, make and market useful
products and services (Power) to satisfy the needs of our customer throughout the
world. The means envisaged to achieve this are high technology and productivity,
consistent with modern management practices, we believe in honesty and integrity
apart from profitability which is a driving force for economic growth.
Business units-
1.SID-In India the steel sector is growing at a robust rate with significant
increases in both production and consumption. Crude steel production grew at
more than 10% annually from 34.71 million tones in 2002-03 to 50.82 million
tones in 2006-07. This growth was driven by both capacity expansion and by
capacity utilization. During 2006 India emerged as 5th largest crude steel
producing country in the world as against 8th position three years back. India the
worlds largest producer of direct reduced iron (DRI) or sponge iron is also
expected to make lead in the near future.
GPIL also has its coal-based sponge iron manufacturing facility. Backward
integration has given GPIL the distinction of being one of the sponge iron
manufacturer with its own captive raw material resources and power generation.
This has enabled GPIL to monitor both price and quality of its products.
At sponge iron plant at GPIL the iron ore and dolomite, in predetermined
quantities, are taken to a common belt conveyor through weigh feeder to the pre-
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heater forming an adjunct to the rotary kiln for sponge iron manufacture where
coal acts as reluctant. The sized coal through a weight feeder is led directly to main
rotary kiln and it is not pre-heated.
The waste hot gases emanating from the sponge iron kilns contain substantial heat
values and combustibles along with carbon particles, unused CO etc. It is possible
to exploit gainfully such heat contained in fuel gases to preheat the charge before it
moves to the kiln proper and subsequently utilize the hot gases to produce steam
to generate power in a suitably designed Waste Heat Recovery System (WHRS).
2.Power Plant-An effort to achieve higher productivity and increased energy
efficiency, the company established its own power plant division. The division
started Operations from September 2002 with a 35 tonnes waste heat recoverybased Captive power plant (CPP). A year later it undertook expansion with a 70
tonnes coal based power plant utilizing coal fines and coal rejects from the sponge
iron process as fuel. Again in the year Jan 2006 capacity was further enhanced with
the help of 56 tonnes waste heat recovery boiler increasing the generation capacity
to 30 mw. And finally generation capacity was further enhanced by 25 MW in Apr
2007 with the addition of two 51 tonnes boiler taking the total generation capacity
to 53 mw.
The electricity produced is used to partially meet the power requirement of GPIL
plant itself and the surplus power is exported through Chattisgrah State Electricity
board (CSEB) transmission and distribution (T&D) lines to meet the power
requirement. The net result is a reduction in electricity demand from the
Chattisgrah state grid which is a part of the Western regional grid and hence
reducing GHG emission.
3.SMS- Steel making is the process of selective oxidation of impurities present
in the charge material (Hot metal/Scrap/DRI) in the presence of suitable fluxes in
the Steel Melting Shops (SMS). The immediate hot molten steel product from Steel
Melting Shop (LD Converter/Electric Arc Furnace/Electric Induction Furnace/Energy
Optimizing Furnace). It is further cast into Ingots/Semis. The by-product of SMS is
SMS slag.
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AT GPIL SMS capacity is 4,00,000 TPA and its primary product is billets. A major
portion of GPILs steel billets production is sold to its subsidiaries & associate
companies like R.R. ISPAT AND HIRA STEEL for conversion into wire rods. Steel
billets after captively used are sold in the open market for sales.
4.Ferro alloys- Ferro alloy division of Godawari Power & Ispat is one of the
leading manufacturers of Ferro alloys. We are producing around 13000 mt of Ferro
alloys per annum and having a vision to achieve around 23000 mt. of production.
This Ferro alloys is an essential component in the manufacturing of various grades
of steels. We are having 9MVA electric submerged arc furnace, of production
capacity 50 MT per day on full load operation. The entire raw material feeding
system is atomized for every two hours. We are tapping the molten metal from
furnace bath & it is a continuous process. The tapped molten metal is collected in
sand beds & after sufficient cooling the metal is lifted & braked in different sizes
like 10x100, 10x150 etc as per the customer requirement.
(1)High Carbon Ferro Manganese
Mn - 68-70%
Fe - 22-24%
Si - 1.5% Max.
C- 6.0-6.5%
P- 0-35%Max
MnO - 30-32%
SiO2- 28-30%
(2) Medium Carbon Ferro Manganese-
Mn- 68-70%
Fe- 22-24%
Si- 2-2.5%Max.
C- 4.5-5% Max
P- 0-35%Max
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5.WIRE DRAWING UNIT- GPIL makes mild steel wires or HB wiresthrough cold drawing process using steel wire rod, purchased from subsidiary
company as a raw material. Wire Rod is firstly D-scaled with the help of Double
plain descalert rid of mild scale. Then the cleaned wire rod is passed through the
different number of dies & druman , average reduction and required size achieved
and this wire is taken in bundle shape of appropriate casting.
GPIL along its subsidiary and associate companies is among the largest producers
of mild steel wires in the country. Its annual capacity is 1.2 lac metric tonnes.
6.Oxygen Gas Division-Oxygen generating systems units plants are
suitable for a large number of industrial applications. Oxygen is an important
ingredient that is required in large volume in many applications. At GPIL Oxygen
gas is captively used for the steel manufacturing process. This meets the entire
oxygen requirement for GPIL for both iron and steel making. The surplus is than
sold. The total capacity of this division at GPIL is 10, 80,000 cu.m. per annum.
Steel wires find application in the infrastructure sector, mainly in construction;
railways, power transmission etc. Binding wire & Nails wire are used in construction
industry & barbed wire in fencing.
Policy of the HIRA GROUP-
1 (c) (i) ENVIRONMENTAL POLICY
GODAWARI POWER AND ISPAT LTD. a unit of Hira group of Industries is committed
to conduct business with strong environmental conscience towards community,
customer and employees by-
Conserving natural resources.
Executing Clean Development Mechanism (CDM) project.
Adopting and promoting industry best practices to improve our environmental
performance.
Continuous monitoring and protecting air, water & soil.
Complying with all relevant legislation & regulation on Environmental
protection.
Promoting transformation of solid waste into more value added product.
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Applying stringent control to reduce generation of Hazardous waste.
Accelerating the forestation & water harvesting.
To conduct environment awareness training program through experts.
1 (c) (ii) Occupational health & Safety Policy
GPIL is committed to ensure Occupational Health & safety of all the employees and
all agencies entering its premises.
The company has declared its Occupational Health & safety policy. All the divisional
heads are responsible to implement the policy in their respective divisions. In order
to coordinate all safety activities the management has established a full fledge
department for this. Organizational health & safety department undertakes anumber of educational and promotional activities to promote health & safety.
The company has also considered the importance of workers participation in
Organizational health & safety and has formulated a committee to help
management for promoting it.
Safety training programmes are being regularly conducted to make each & every
employee aware of importance of Organizational Health & safety. As per the needspecific programmes are conducted to build up competencies & skill of all
categories of employee whose performance impact organizational health & safety.
Monthly safety gate meeting is conducted to communicate and inform employees
about OH & S activities. Regular health check up of all employees is being done by
Medical officers & preventive and corrective actions are taken.
Godawari Power & Ispat Ltd., a unit of HIRA Group of industries is committed to
manage all its activities-
To ensure health, safety environment & compliance with all applicable OH & S
legislation and with other requirements to which the organization subscribes.
Arrange organizational setup to carry out the policy effectively.
Make sincere efforts to identify Hazards Assess and control associated Risks
to practicable level.
Arrange involvement of workers (Including contractor, contract labor and
other agencies entering the factory premises)
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Consider health and safety performance of individuals for career
advancement.
Periodical use of techniques and methods such on safety Audit etc. to
enhance status on Health, safety and Environment.
Integrate safety in all decisions including purchase of plant, Equipment,
machinery and material as well as selection and placement of personnel.
Arrange for information, education and training of employees at all levels.
Ensure continual improvement in OH & S performance.
Round the year a number of safety promotional activities are carried out. Some of
them are:-
1. Celebration of National Safety day.
2. Fire services day
3. World environment day.
Safety Competition such as poster, slogan is organized and displayed at
conspicuous locations in the plant.
HR Policy
To meet challenging demands of the Global business environment & aspirations of
the Company to grow within India & beyond, the focus of our HR Strategy is to
develop business leaders for tomorrow.
Align our HR policies with our strategy of being a technology savvy, customer
focused & cost competitive Company & foster a climate of creativity, innovation and
enthusiasm.
Our HR policies are to:
Attract and retain the best talent; Embellish and enhance their capabilities through training ;
Motivate them to contribute their best ;
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Reward & Recognize to develop a high performing organisation;
Provide opportunities for growth and development;
Create, nourish and maintain an extremely open, congenial, and receptive
work environment;
Provide leadership that is not only inspirational, but to create synergies which
lead to a team output.
Role of HR is to:
Shift from support group to strategic partner in business operations.
Spend more time and effort understanding the business environment and the
key strategic issues faced by the Company.
Develop Global Managers for tomorrow to ensure the companys role as a
global player.
Build performance measures to ensure achievements of business objectives.
Developing professional attitude, approach & develop required competencies.
Inculcate a spirit of learning and enjoying challenges.
Provide job contentment through empowerment, accountability and
responsibility.
Demonstrate fairness, equality of opportunity and respect to all.
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Board of Directors-
The Board of Directors has a combination of Executive and Non-ExecutiveDirectors. The Board comprises of five Whole-time Directors (the Managing Director
and four Executive Directors) and six Non-executive Directors. Four of the Non-
executive Directors are Independent Directors. Accordingly, the Composition of the
Board is in conformity with the Listing Agreement.
Except the Managing Director, all other Directors are liable to retire by rotation as
per the provisions of the Companies Act, 1956.
The names and categories of the Director on the Board and also the number ofDirectorships and Committee Memberships held by them during 2007-08 in other
Companies are as under:
Mr. G.B. DesaiChairman Independent Director
Shri G.B. Desai aged 81 years, has to his credit wide experience in the field of capital markets where he is
dealing for over three decades. He is Ex President of Bombay Stock Exchange. He holds directorship of Axis
Capital Markets India Limited and Tracom Stock Brokers Private Limited.
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Mr. O.P. Agrawal
Vice Chairman, Non Executive Director
Shri O.P. Agrawal, son of late R.R. Agrawal, aged 56 years is a Commerce Graduate. He has vast Industrial
Experience of Setting up of Ferro Alloys and Power Plants. He serves on the Boards of Hira Power & Steels
Limited, Hira Global Limited, Hira Global Marketing Limited, Hira Global Alloys Limited & Hira Power and Alloys
Limited.
Mr. B. L. Agrawal
Managing Director
An Electronic Engineer, he is a first generation entrepreneur. While his family concentrated on its traditional
trading business, it was his entrepreneurial spirit that laid the foundation of GPIL and the entry of the Agrawal
family into the metals business.
Mr. Dinesh Agrawal
Executive Director Projects
Associated with GPIL for over 9 years, he is an Electrical Engineer and has been associated with the companys
Ferro alloys and steel rolling units in the past. He is currently overseeing the setting up of the captive power
plant.
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Mr. Siddharth Agrawal
Executive Director - Operations
Mr. Siddarth Agrawal, son of Mr. B.L. Agrawal, is the Executive director of the Company and looking after the
project implementation, procurement of raw material, Plant maintenance, Production activities and marketing
of finished goods of the Company. He has hands-on experience in the Steel Industry with expertise in Sponge
Iron, Steel Melting and Power generation. His rich experience has stood him at comparable level & put him to
up scales on growth ladder.
Mr. Dinesh Gandhi
Director Finance
A Chartered Accountant and Company Secretary by qualification, he brings to the table his two decades of
experience in the areas of accounts, finance, project planning and financing. A dynamic financial analyst, his
competence strategically directs the company.
Shri Vinod Pillai
Director
Shri Vinod Pillai, 41, is a commerce graduate with high energy and enthusiasm. He serves on the Board of M/s
Hira Cement Limited. He has been associated with Hira Group of Industries since 1989. He has rich experience
in Sales, Administration, Liaisoning, Logistics, and has played a vital role in commissioning of new projects of
Hira Group of Industries.
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Mr. Shashi Kumar
Independent Director
Shri Shashi Kumar, aged 61 years, having about 38 years of rich experience in various fields, is a B.Sc. (Hons.)
graduated in Mining Engineering form Indian School of Mines, Dhanbad and obtained his 2nd class Mine
Managers Certificate of competency (in 1969) and 1st class Mine class Mine Managers Certificate of
Competency (in 1970).
Since retirement from Coal India Limited Shri Shashi Kumar has been working as Advisor (Coal) to NTPC Ltd.
IFFCO and Chhattisgarh Power Limited (a joint venture of IFFCO and the state of Chhattisgarh represented
through CSEB).
Mr. Biswajit Choudhari
Independent Director
Shri Biswajit Choudhari, B.Tec ( Hons), FICWA, aged 65 years, has over 44 years of experience in Engineering,
Banking, Finance and Management. Shri Biswajit Choudhari graduated as a Mechanical Engineer from IIT,
Kharagpur in 1963 is also a Fellow Member of ICWAI and Indian institute of Banking and Finance.
He acted as Director and Member of various Boards and Councils .He is currently an independent director on
the Board of Bihar Caustic & Chemicals Limited, Orind Exports Limited, and Bengal Sunny Rock Estate Housing
Development Company Limited.
Mr. B. N. OjhaIndependent Director
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Shri B.N. Ojha aged 64 years, is Bachelor of Electrical Engineering from BIT Sindari. He served NTPC in various
capacities till 2003. He is presently on the Board of various reputed companies like Nuclear Power Corporation,
(Govt. of India Undertaking), Regional Electricity Boards, Northern Coal Fields Limited and Damodar Valley
Corporation and he is holding Chairmanship in Bhilai Electric Supply Limited and NSPCL. Presently he is also a
member of the Export Committee, Department of Atomic Energy, Govt. of India.
Mr. N. P. Agrawal
Non Executive Director
Shri Narayan Prasad Agrawal, son of late R.R. Agrawal, aged 49 years is a Commerce Graduate. He is also
having vast Industrial Experience of setting up of Ferro Alloys and Power Plants. He serves on the Boards of
Hira Ferro Alloys Limited and Hira Power and Alloys Limited.
Achievement-
Godawari Power & Ispat Ltd. have beenawarded Integrated Management System
Certificate for the following standards:
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CSR Policy of HIRA GROUP-
CSR is the acknowledgement by companies that they should be accountable not
only for their financial performance, but for the impact of their activities on society
and/or the environment. Discussions surrounding the concept are still at an
evolutionary stage. However, the principles of CSR have long been part of business
strategy
CSR demands that businesses manage the economic, social and environmental
impacts of their operations to maximize the benefits and minimize the downsides.
Key CSR issues include governance, responsible sourcing, eco-efficiency,
environmental management, stakeholder engagement, labor standards, employee
and community relations, social equity and human rights.
CSR is not only about fulfilling a duty to society; it can also bring competitive
advantage. Through an effective CSR programme, GPIL will:
improve their access to capital
enhance their brand image
increase sales
attract, retain, motivate and develop employees
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sharpen decision-making
improve risk management
Policy on CSR
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INTRODUCTION OF CSR
A growing body of evidence asserts that corporations can do well by doing good.
Well-known companies have already proven that they can differentiate their brands
and reputations, as well as their products and services, if they take responsibility
for the well-being of the societies and environments in which they operate. These
companies are practicing Corporate Social Responsibility (CSR) in a manner that
generates significant a return to their Businesses.
CSR is a container concept which encompasses many different ecological,
social and economic issues. In order to give a more specific interpretation to the
concept of CSR a platform of Dutch NGOs has composed a so-called CSR Frame of
Reference. Aim of this framework is to give companies a coherent overview of what
NGOs define as CSR. The Frame of Reference is mainly based on international
treaties, guidelines and instruments enjoying broad international support that arerelevant for business, such as human rights, labour rights, environmental
protection, consumer protection, socio-economic development, corruption and
other aspects of CSR. It also includes some fundamental operational aspects of CSR
like supply chain responsibility, stakeholder involvement, transparency and
reporting and independent verification
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CSR canplay a vital role in detecting how business impacts labor conditions,
local communities and economies, and what steps can be taken to ensure
business helps to maintain and build the public good. This can be
especially important for export-oriented firms in emerging economies.
Governance: Governments and intergovernmental bodies, such as the
UN,the Organization for Economic Co-operation and Development (OECD)
and the International Labor Organization (ILO) have developed various
compacts, declarations, guidelines, principles and other instruments that
outline norms for what they consider to be acceptable business conduct. CSR
instruments often reflect internationally-agreed goals and laws regarding
human rights, the environment and anti-corruption.
Corporate sector impact: The sheer size and number of corporations,
and their potential to impact political, social and environmental systemsrelative to governments and civil society, raise questions about influence and
accountability. Even small and medium size enterprises (SMEs), which
collectively represent the largest single employer, have a significant impact.
Companies are global ambassadors of change and values. How they
behave is becoming a matter of increasing interest and importance.
Communications: Advances in communications technology, such as the
Internet and mobile phones, are making it easier to track and discusscorporate activities. Internally, this can facilitate management, reporting and
change. Externally, NGOs, the media and others can quickly assess andprofile business practices they view as either problematic or exemplary. In
the CSR context, modern communications technology offers opportunities to
improve dialogue and partnerships.
Finance: Consumers and investors are showing increasing interest in
supporting responsible business practices and are demanding more
information on how companies are addressing risks and opportunities relatedto social
and environmental issues.A sound CSR approach can help build share value,lower the cost of capital, and ensure better responsiveness to markets.
Ethics: A number of serious and high-profile breaches of corporate ethicsresulting in damage to employees, shareholders, communities or the
environmentas well as share pricehave contributed to elevated public
mistrust of corporations. A CSR approach can help improve corporategovernance, transparency, accountability and ethical standards
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What should be important in CSR ?
1. he Environment and Climate ChangeBy far the greatest challenge facing business is going to relate to the environment.The emphasis in the future is centred around climate change and the need todevelop climate change strategies and reduce carbon emissions. This means
starting with carbonauditing and then putting in place strategies for reduction inclimate change impacts, mitigation and adaptation. Water shortages and watercontamination be high on the agenda. The new emphasis on the environment willalso require companies to look hard at the sourcing of raw materials, wastemanagement, the management of toxic substances, health impacts ofenvironmental degradation and the management of biodiversity.
2. Labour Rights as Human RightsIssues associated with the ubiquitous sweatshop will not go away. Indeed theissues associated with labour will be heightened. This will apply to a companys own
employment practices as well as to workers along the supply chain. There is likelyto be more of an emphasis on labour rights as human rights. This means therecognition that workers have fundamental human rights and must be treated withrespect rather than mere factors of production.
3. Transparency and AccountabilityAn increased emphasis on transparency will see a move away from the glossyreports that only reveal the good things about a companys activities towards trueaccountability. Responsibility might be about doing the right thing butaccountability means proving that you are being responsible and this will require a
whole new approach to revealing the positive and negative aspects of doingbusiness. Those companies that are unable to disclose an accurate account of theiractivities are going to lose trust and shareholder value.
4. The Institutionalization of CSRWe will see a growing institutionalization of CSR. We have already seen a numberof governments in the region develop new laws, standards and guidelines that forceor encourage businesses to take on CSR activities. But this is likely to be extendedas other institutions such as stock exchanges and accountancy bodies begin toincrease the CSR requirements of their members. The much awaited ISO26000 will
be a further institutionalization of CSR if it comes to be seen as setting minimumstandards for the activities of companies.
5. Stakeholder EngagementThere will be an increased emphasis on stakeholder engagement. Companiesshould build governance structures and decision-making processes withstakeholders in mind. This means finding out what stakeholders views are aboutissues and allowing that to influence decisions being made at the corporate level. Italso means developing much more sophisticated modes of communication with abroad range of stakeholders and embedding that into the
Governance of the organization.
6. The Battle For Talent
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A battle for talent is going to be the big human resource issue over the next tenyears. Recruiting and retaining the human resources best able to deliver qualitywork is already a problem and likely to become an even bigger one. This is going tobe compounded by a new generation of young people who are less interested in atraditional career structure and much more interested in filling their lives with arange of stimulating experiences. This means they are more likely to move jobsand have multiple careers. Attracting the best talent is therefore going to require
new ways of thinking about employment and much more flexible arrangements ifstaff are going to be effectively retained.
7. Community InvestmentA move from philanthropy to effective community investment is also seen as animportant development in the next decade. There will be fewer donations to localcharities and initiatives and a much more strategic investment in the communitiesimpacted by business. The shift to community investment is also going to meanmuch more sophisticated measurement of the returns on that investment. Thatmeans measuring both the benefits to the community and well as the benefits to
the business itself.
8. Supply Chain and Product SafetyWe will see a deepening of supply chain concerns with first tier audits of factoriesno longer being enough to satisfy stakeholders worried about sweatshop labour andproduct safety. This is going to mean new partnerships with suppliers based ontrust rather than inspections and it almost inevitably means the rationalisation ofsupply chains where large companies with shared CSR values are likely to bepreferred. But environmental issues are also going to become moreimportant in supply chains. Concerns over product responsibility will also mean
supply chain issues will move from concerns about how products are made towhether those products themselves are safe and healthy.
9. Social EnterprisesSocial enterprises will become an important new organisational model. A merger ofbusiness and NGO models is going to create enterprises that are sustainable intothe long run because they adapt to the market rather than constantly relying ondonor money. This they are able to affectively deliver much needed social servicesin an effective and efficient way.
10. Poverty AlleviationThe private sectors role in poverty alleviation is crucial. Particularly in the Asia-Pacific region we still see many people and communities that have not benefittedfrom the economic growth that has reduced poverty elsewhere. The very poor tendto have few resources, few skills and few opportunities to engage in economicactivity and we need innovative measures from the private sector to try to reducepoverty including challenges associated with the growing wealth gap now emergingin some countries and potentially threatening social stability.
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Data Collection
Understanding the methodology utilised in this project requires familiarity with the
meaning of corporate social responsibility as defined by both Oxfam Hong Kong andCSR Asia. Oxfam Hong Kong states that: CSR refers to the commitmentdemonstrated by a company to operate in an economically, socially andenvironmentally sustainable manner, upholding ethical business conduct. Todemonstrate their commitment, companies actively manage the impacts of theiractivities while trying to balance the needs of diverse stakeholders. CSR AsiasCSR model combines seven core areas: corporate governance, strategy,environment, workplace, supply chain, community investment and marketplace.Within these core areas, businesses should develop policies, objectives andprocedures to pursue sustainability while ensuring the interests of different
stakeholders. Specific criteria from all areas of CSR were considered when creatingthe questionnaire that was sent to companies.
The survey questions were based on a combination of CSR Asias model onCSR and internationally recognised sustainability indexes and guidelines, namelythe FTSE4 Good sustainability index and the Global Reporting Initiative guidelines.In May 2008, questionnaires (Appendix A) were sent out to all fortythree HangSeng Index constituent companies. Sixteen responses were received a responserate of Thirtyseven percent. Questionnaires were sent to the Chairperson of thecompany and also to key contacts within the Communications and
CSR/Sustainability departments. In cases where no contact could be found, theywere sent to the Chairperson and the Investor Relations department. Thequestionnaires were accompanied by a cover letter stating the intent of the surveyand the possibility of the findings being made public. Companies were given onemonth to respond. Companies that did not reply to initial requests for the surveywere contacted on two to three additional occasions by both telephone and email.
CSR Asia allotted extra time for completion of the questionnaire andcontinued to accept responses six weeks past the initial deadline. For thosecompanies that ultimately did not respond, CSR Asia gathered information rompublic documents on company websites (both English and Chinese), namely 2007
annual reports and in a few cases separate 2007 CSR reports and CSR sections ofcompany websites.
ScoringThe scoring of the survey was based on both the companys basic answers (yes,no, dont know) and the amount and quality of evidence provided to supportaffirmative responses. Providing evidence of CSR policies and initiatives becamecrucial to attaining higher scores. A chart describing the scoring process wasprovided to every company in the instructions section of the survey. That chartoutlining the scoring process is shown below-
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Not every question has a possible high of three. Many had a maximum of two, andseveral had a maximum of one. The scoring of each question differed, dependingon itsimportance. Highest marks for each question were given for an answer thatprovided thehighest quality of evidence and/or examples of practices. References topublic website links counted as providing evidence, as long as the companyeferenced the relevant information, which was confirmed by the researcher.A seriesof bonus points existed within the survey without the knowledge of the companies.Examples of these points included having a CSR committee that reports to theboard of directors or including additional specifications for supplier conduct. Thesepoints were added to points from other questions to create the total score for thecompany. The inclusion of bonus points allowed those companies doing more onCSRthan generally expected to shine through. More specific analysis of bonuspoints and their impact is given in the main findings section of this report. Inaddition to evaluating CSR practices, the scoring system inadvertently became ameasure of transparency. For those companies that did respond, evidence oftenincluded references to public informtion on company websites. Leading companiesreferenced these kinds of public sources frequently, displaying not only the breadthof their practices but also their commitment to CSR reporting. Many companies,however, were unable to include information beyond a general level. This allowedus to draw conclusions about the level of transparency among Hang Seng Index
constituent companies.
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CSR for the last decade has been very much based on the prevalent outsourcingmodel where concerns over sweatshop labour have dominated. Whilst stillimportant there is clearly now a big new challenge that we have to engage with andthat is the environment and, particularly, climate change. Labour rights are goingto be increasing couched as human rights. Community investment will be expectedto bring greater returns. Supply chain issues are going to become deeper and moreconcerned with product responsibility. There is going to be a battle for talent.
Companies are going to be expected to help find solutions for remaining challengesin the region such as poverty alleviation.
To deal with these new expectations of business we are going to see the needfor capacity building at a number of different levels and better embedding CSR intothe DNA of a business. This all has to be done in an open, transparent andaccountable manner with a new emphasis on stakeholder inclusion.
CSR Asias ongoing research into emerging CSR trends will help companiestrack emerging issues and plan CSR strategies accordingly. CSR Asia can also help
companies engage with stakeholders, respond to their needs through effective.communications strategies and develop new and innovative
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