Sachin Icici Csr

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A PROJECT REPORTED

ON

CORPORATE SOCIAL RESPONSIBILITY

DETAILED SUDY DONE IN

ICICI FOUNDETION

SUBMITED IN PARTIAL FULFELMENT OF THE REQURIMENT FOR THE AWARD OF DEGREE

OF

MASTER OF MANAGEMENT STUDIES UNDER MUMBAI UNIVERSITY.

SUBMITED BY

SACHIN SHAHDEO

NAGRGOJE


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ROLL NO-42

BATCH -2012-13

UNDER THE

GUDIENCE OF

PROFESER SADHANA

OGALE


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INDUSTRY CERTIFICATE


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COLEGE

CERTIFICATE


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DECLERETION

I, SACHIN SHAHDEO NAGARGOJE student of masters of management

studies (semester first) of CHANGU KANA THAKUR INSTITUTE OF

MANAGEMENT STUDY AND RESEARCH NEW PANVEL, hereby declare

that I have successfully completed the project on CORPORATE SOCIAL

RESPONSIBILITY-ICICI FOUNDATION IN THE ACADEMIC YEAR

2012-2013.

The information incorporated in this project is

true and original to my best knowledge.

Name : ________________________________

Signature: __________


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ACKOWLEDGMENT

One of the pleasant aspects of preparing the project report is the opportunity to

thank all those who have contributed to make the project completion possible.

First of all I would like to take this opportunity to thank the Mumbai University for

having projects as a part of the MMS curriculum.

Many people have influenced the shape and content of this project, and many

supported me through it. I express my sincere gratitude to Prof. SADHANA OGALE

for her inputs, views, help, and support and for giving us an opportunity to explore

our abilities. I also would like to thank my parents and my friends who have helpedand encouraged me throughout the working of the project.

I am also thankful to all those seen and unseen hands & heads, which have been of

direct or indirect, help in the completion of this project.

Signature:

Mr. SACHIN SHAHDEO NAGARGOJE.


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ABSTARCT

Business organizations have waked up to the need for being

committed towards Corporate Social Responsibility. But still

majority have just been taking up some form of philanthropic

activities for its stakeholders. Nurturing a strong corporate culture

which emphasizes Corporate Social Responsibility (CSR) values and

competencies is required to achieve the synergistic benefits. The

employees of an organization occupy a central place in developing

such a culture which underlines CSR values and competencies. The

present study, therefore, is an attempt to explore the engagement of

human resource management professionals in undertakingCorporate Social Responsibility. It also suggests Human Resource

Management to take a leading role in encouraging CSR activities at

all levels. The combined impact of CSR and human resource

activities, which reinforce desirable behavior, can make a major

contribution in creating long term success in organizations.


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TABLE OF CONTENT


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EXECUTIVE SUMMERY


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INTRODUCTION TO

INDUSTRYBANKINING A SERIES OF FINANCAIL

SERVICES:A bankis a financial institution and a financial intermediary that

accepts deposits and channels those deposits into lending activities, either directly

or through capital markets. A bank connects customers that have capital deficits to

customers with capital surpluses.

Due to their critical status within the financial system and the economy generally,

banks are highly regulated in most countries. Most banks operate under a system

known as fractional reserve banking where they hold only a small reserve of the

funds deposited and lend out the rest for profit. They are generally subject

to minimum capital requirements which are based on an international set of capital

standards, known as the Basel Accords.

The oldest bank still in existence is Monte dei Paschi di Siena, headquarteredin Siena, Italy, which has been operating continuously since 1472. It is followed

by Bahrenberg of Hamburg (1590) and Sveriges Riks bankof Sweden (1668).

H ISTORY OF BANKING

Banking in the modern sense of the word can be traced to medieval and

early Renaissance Italy, to the rich cities in the north

like Florence, Venice and Genoa. The Bardi and Peruzzi families dominated

banking in 14th century Florence, establishing branches in many other parts

ofEurope. One of the most famous Italian banks was the Medici Bank, set upby Giovanni di Bicci de' Medici in 1397. The earliest known state deposit

bank,Banco di San Giorgio (Bank of St. George), was founded in 1407

at Genoa, Italy.
http://en.wikipedia.org/wiki/Financial_institutionhttp://en.wikipedia.org/wiki/Financial_intermediaryhttp://en.wikipedia.org/wiki/Deposit_accounthttp://en.wikipedia.org/wiki/Loanhttp://en.wikipedia.org/wiki/Capital_markethttp://en.wikipedia.org/wiki/Financial_systemhttp://en.wikipedia.org/wiki/Bank_regulationhttp://en.wikipedia.org/wiki/Fractional_reserve_bankinghttp://en.wikipedia.org/wiki/Bank_reserveshttp://en.wikipedia.org/wiki/Minimum_capital_requirementhttp://en.wikipedia.org/wiki/Basel_Accordshttp://en.wikipedia.org/wiki/List_of_oldest_bankshttp://en.wikipedia.org/wiki/Monte_dei_Paschi_di_Sienahttp://en.wikipedia.org/wiki/Sienahttp://en.wikipedia.org/wiki/Italyhttp://en.wikipedia.org/wiki/Sveriges_Riksbankhttp://en.wikipedia.org/wiki/History_of_bankinghttp://en.wikipedia.org/wiki/Renaissancehttp://en.wikipedia.org/wiki/Italyhttp://en.wikipedia.org/wiki/Florencehttp://en.wikipedia.org/wiki/Venicehttp://en.wikipedia.org/wiki/Genoahttp://en.wikipedia.org/wiki/Bardi_familyhttp://en.wikipedia.org/wiki/Peruzzihttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/Medici_Bankhttp://en.wikipedia.org/wiki/Giovanni_di_Bicci_de%27_Medicihttp://en.wikipedia.org/wiki/Bank_of_Saint_George_(Genoa)http://en.wikipedia.org/wiki/Genoahttp://en.wikipedia.org/wiki/Italyhttp://en.wikipedia.org/wiki/Italyhttp://en.wikipedia.org/wiki/Genoahttp://en.wikipedia.org/wiki/Bank_of_Saint_George_(Genoa)http://en.wikipedia.org/wiki/Giovanni_di_Bicci_de%27_Medicihttp://en.wikipedia.org/wiki/Medici_Bankhttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/Peruzzihttp://en.wikipedia.org/wiki/Bardi_familyhttp://en.wikipedia.org/wiki/Genoahttp://en.wikipedia.org/wiki/Venicehttp://en.wikipedia.org/wiki/Florencehttp://en.wikipedia.org/wiki/Italyhttp://en.wikipedia.org/wiki/Renaissancehttp://en.wikipedia.org/wiki/History_of_bankinghttp://en.wikipedia.org/wiki/Sveriges_Riksbankhttp://en.wikipedia.org/wiki/Italyhttp://en.wikipedia.org/wiki/Sienahttp://en.wikipedia.org/wiki/Monte_dei_Paschi_di_Sienahttp://en.wikipedia.org/wiki/List_of_oldest_bankshttp://en.wikipedia.org/wiki/Basel_Accordshttp://en.wikipedia.org/wiki/Minimum_capital_requirementhttp://en.wikipedia.org/wiki/Bank_reserveshttp://en.wikipedia.org/wiki/Fractional_reserve_bankinghttp://en.wikipedia.org/wiki/Bank_regulationhttp://en.wikipedia.org/wiki/Financial_systemhttp://en.wikipedia.org/wiki/Capital_markethttp://en.wikipedia.org/wiki/Loanhttp://en.wikipedia.org/wiki/Deposit_accounthttp://en.wikipedia.org/wiki/Financial_intermediaryhttp://en.wikipedia.org/wiki/Financial_institution


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Origin of the word

The word bankwas borrowed in Middle English from Middle French banque, from

Old Italian banca, from Old High German banc, bank"bench, counter". Benches

were used as desks or exchange counters during the

Renaissanceby Florentinebankers, who used to make their transactions atop desks

covered by green tablecloths.

DEFINETION

The definition of a bank varies from country to country. See the relevant country

page (below) for more information.

TYPES OF BANK

Banks' activities can be divided into retail banking, dealing directly with

individuals and small businesses; business banking, providing services to mid-market business; corporate banking, directed at large business entities; private

banking, providing wealth management services to high net worth individuals and

families; and investment banking, relating to activities on the financial markets.

Most banks are profit-making, private enterprises. However, some are owned by

government, or are non-profit organizations.

Channels

Banks offer many different channels to access their banking and other services:

Automated Teller Machines

Abranchis a retail location

Call center

Mail: most banks accept cheque deposits via mail and use mail to communicateto their customers, e.g. by sending out statements

Mobile bankingis a method of using one's mobile phone to conduct bankingtransactions

Online bankingis a term used for performing transactions, payments etc. overthe Internet

Relationship Managers, mostly for private banking or business banking, oftenvisiting customers at their homes or businesses

Telephone bankingis a service which allows its customers to performtransactions over the telephone withautomated attendantor when requestedwithtelephone operator.
http://en.wikipedia.org/wiki/Middle_Englishhttp://en.wikipedia.org/wiki/Middle_Frenchhttp://en.wikipedia.org/wiki/Italian_languagehttp://en.wikipedia.org/wiki/Old_High_Germanhttp://en.wikipedia.org/wiki/Renaissancehttp://en.wikipedia.org/wiki/Florencehttp://en.wikipedia.org/wiki/Retail_bankinghttp://en.wikipedia.org/wiki/Business_bankinghttp://en.wikipedia.org/wiki/Private_bankinghttp://en.wikipedia.org/wiki/Private_bankinghttp://en.wikipedia.org/wiki/High_net_worth_individualhttp://en.wikipedia.org/wiki/Investment_bankinghttp://en.wikipedia.org/wiki/Financial_marketshttp://en.wikipedia.org/wiki/Non-profit_organizationhttp://en.wikipedia.org/wiki/Automated_Teller_Machinehttp://en.wikipedia.org/wiki/Automated_Teller_Machinehttp://en.wikipedia.org/wiki/Branch_(banking)http://en.wikipedia.org/wiki/Branch_(banking)http://en.wikipedia.org/wiki/Branch_(banking)http://en.wikipedia.org/wiki/Call_centerhttp://en.wikipedia.org/wiki/Call_centerhttp://en.wikipedia.org/wiki/Mobile_bankinghttp://en.wikipedia.org/wiki/Mobile_bankinghttp://en.wikipedia.org/wiki/Online_bankinghttp://en.wikipedia.org/wiki/Online_bankinghttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Telephone_bankinghttp://en.wikipedia.org/wiki/Telephone_bankinghttp://en.wikipedia.org/wiki/Automated_attendanthttp://en.wikipedia.org/wiki/Automated_attendanthttp://en.wikipedia.org/wiki/Automated_attendanthttp://en.wikipedia.org/wiki/Telephone_operatorhttp://en.wikipedia.org/wiki/Telephone_operatorhttp://en.wikipedia.org/wiki/Telephone_operatorhttp://en.wikipedia.org/wiki/Telephone_operatorhttp://en.wikipedia.org/wiki/Automated_attendanthttp://en.wikipedia.org/wiki/Telephone_bankinghttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Online_bankinghttp://en.wikipedia.org/wiki/Mobile_bankinghttp://en.wikipedia.org/wiki/Call_centerhttp://en.wikipedia.org/wiki/Branch_(banking)http://en.wikipedia.org/wiki/Automated_Teller_Machinehttp://en.wikipedia.org/wiki/Non-profit_organizationhttp://en.wikipedia.org/wiki/Financial_marketshttp://en.wikipedia.org/wiki/Investment_bankinghttp://en.wikipedia.org/wiki/High_net_worth_individualhttp://en.wikipedia.org/wiki/Private_bankinghttp://en.wikipedia.org/wiki/Private_bankinghttp://en.wikipedia.org/wiki/Business_bankinghttp://en.wikipedia.org/wiki/Retail_bankinghttp://en.wikipedia.org/wiki/Florencehttp://en.wikipedia.org/wiki/Renaissancehttp://en.wikipedia.org/wiki/Old_High_Germanhttp://en.wikipedia.org/wiki/Italian_languagehttp://en.wikipedia.org/wiki/Middle_Frenchhttp://en.wikipedia.org/wiki/Middle_English


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FINANCIAL SERVICES

Financial services are theeconomic servicesprovided by the finance industry,which encompasses a broad range of organizations that manage money,

includingcredit unions,banks,credit

cardcompanies,insurancecompanies,consumer financecompanies,stock

brokerages,investment fundsand somegovernment sponsored enterprises. As of

2004, the financial services industry represented 20% of themarket

capitalizationof theS&P 500in theUnited States.

History of financial services

The term "financial services" became more prevalent in theUnited Statespartly asa result of theGramm-Leach-Bliley Actof the late 1990s, which enabled differenttypes of companies operating in the U.S. financial services industry at that time tomerge.

Companies usually have two distinct approaches to this new type of business. Oneapproach would be a bank which simply buys an insurance company oraninvestment bank, keeps the originalbrandsof the acquired firm, and addstheacquisitionto its holding company simply to diversify itsearnings. Outside theU.S. (e.g., inJapan), non-financial services companies are permitted withintheholding company. In this scenario, each company still looks independent, andhas its own customers, etc. In the other style, a bank would simply create its own

brokerage division or insurance division and attempt to sell those products to itsown existing customers, with incentives for combining all things with onecompany.

Banking services

The primary operations of banks include:

Keeping moneysafewhile also allowingwithdrawalswhen needed

Issuance ofcheckbooksso that bills can be paid and other kinds of paymentscan be delivered by post
http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Credit_unionhttp://en.wikipedia.org/wiki/Credit_unionhttp://en.wikipedia.org/wiki/Credit_unionhttp://en.wikipedia.org/wiki/Bankhttp://en.wikipedia.org/wiki/Bankhttp://en.wikipedia.org/wiki/Bankhttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Insurancehttp://en.wikipedia.org/wiki/Insurancehttp://en.wikipedia.org/wiki/Insurancehttp://en.wikipedia.org/wiki/Consumer_financehttp://en.wikipedia.org/wiki/Consumer_financehttp://en.wikipedia.org/wiki/Consumer_financehttp://en.wikipedia.org/wiki/Brokerage_firmhttp://en.wikipedia.org/wiki/Brokerage_firmhttp://en.wikipedia.org/wiki/Brokerage_firmhttp://en.wikipedia.org/wiki/Brokerage_firmhttp://en.wikipedia.org/wiki/Investment_managementhttp://en.wikipedia.org/wiki/Investment_managementhttp://en.wikipedia.org/wiki/Investment_managementhttp://en.wikipedia.org/wiki/Government_sponsored_enterprisehttp://en.wikipedia.org/wiki/Government_sponsored_enterprisehttp://en.wikipedia.org/wiki/Government_sponsored_enterprisehttp://en.wikipedia.org/wiki/Market_capitalizationhttp://en.wikipedia.org/wiki/Market_capitalizationhttp://en.wikipedia.org/wiki/Market_capitalizationhttp://en.wikipedia.org/wiki/Market_capitalizationhttp://en.wikipedia.org/wiki/S%26P_500http://en.wikipedia.org/wiki/S%26P_500http://en.wikipedia.org/wiki/S%26P_500http://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Gramm-Leach-Bliley_Acthttp://en.wikipedia.org/wiki/Gramm-Leach-Bliley_Acthttp://en.wikipedia.org/wiki/Gramm-Leach-Bliley_Acthttp://en.wikipedia.org/wiki/Investment_bankhttp://en.wikipedia.org/wiki/Investment_bankhttp://en.wikipedia.org/wiki/Investment_bankhttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Takeoverhttp://en.wikipedia.org/wiki/Takeoverhttp://en.wikipedia.org/wiki/Takeoverhttp://en.wikipedia.org/wiki/Earningshttp://en.wikipedia.org/wiki/Earningshttp://en.wikipedia.org/wiki/Earningshttp://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Safehttp://en.wikipedia.org/wiki/Safehttp://en.wikipedia.org/wiki/Safehttp://en.wikipedia.org/wiki/Withdrawalhttp://en.wikipedia.org/wiki/Withdrawalhttp://en.wikipedia.org/wiki/Withdrawalhttp://en.wikipedia.org/wiki/Checkbookhttp://en.wikipedia.org/wiki/Checkbookhttp://en.wikipedia.org/wiki/Checkbookhttp://en.wikipedia.org/wiki/Checkbookhttp://en.wikipedia.org/wiki/Withdrawalhttp://en.wikipedia.org/wiki/Safehttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Earningshttp://en.wikipedia.org/wiki/Takeoverhttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Investment_bankhttp://en.wikipedia.org/wiki/Gramm-Leach-Bliley_Acthttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/S%26P_500http://en.wikipedia.org/wiki/Market_capitalizationhttp://en.wikipedia.org/wiki/Market_capitalizationhttp://en.wikipedia.org/wiki/Government_sponsored_enterprisehttp://en.wikipedia.org/wiki/Investment_managementhttp://en.wikipedia.org/wiki/Brokerage_firmhttp://en.wikipedia.org/wiki/Brokerage_firmhttp://en.wikipedia.org/wiki/Consumer_financehttp://en.wikipedia.org/wiki/Insurancehttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Bankhttp://en.wikipedia.org/wiki/Credit_unionhttp://en.wikipedia.org/wiki/Service_(economics)


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Providepersonal loans,commercial loans, andmortgage loans(typically loansto purchase a home, property or business)

Issuance ofcredit cardsand processing of credit cardtransactionsand billing

Issuance ofdebit cardsfor use as a substitute for checks

Allow financial transactions at branches or by usingAutomatic TellerMachines(ATMs)

Provide wire transfers of funds andElectronic fund transfersbetween banks

Facilitation of standing orders and directdebits, so payments for bills can bemade automatically

Provideoverdraftagreements for the temporary advancement of the Bank'sown money to meet monthly spending commitments of a customer in theircurrent account.

Provide internet banking system to facilitate the customers to view and operatetheir respective accounts through internet.

Provide Charge card advances of the Bank's own money for customers wishingto settle credit advances monthly.

Provide a check guaranteed by the Bank itself and prepaid by the customer,such as acashier's checkorcertified check.

Notaryservice for financial and other documents

Accepting the deposits from customer and provide the credit facilities to them.

Other types of bank services

Private banking- Private Banks provide banking services exclusively tohigh

net worth individuals. Many financial services firms require a person or familyto have a certain minimum net worth to qualify for private bankingservices. Private Banks often provides more personal services, such as wealthmanagement and tax planning, than normal retail banks.

Capital market bank - bank thatunderwritedebt andequity, assist companydeals (advisory services, underwriting and advisory fees), and restructure debtintostructured financeproducts.

Bank cards - include bothcredit cardsanddebit cards. Bank of America is thelargest issuer of bank cards.

Credit card machine services and networks - Companies which provide creditcard machine and payment networks call themselves "merchant card

providers".
http://en.wikipedia.org/wiki/Unsecured_loanhttp://en.wikipedia.org/wiki/Unsecured_loanhttp://en.wikipedia.org/wiki/Unsecured_loanhttp://en.wikipedia.org/wiki/Loanhttp://en.wikipedia.org/wiki/Loanhttp://en.wikipedia.org/wiki/Loanhttp://en.wikipedia.org/wiki/Mortgage_loanhttp://en.wikipedia.org/wiki/Mortgage_loanhttp://en.wikipedia.org/wiki/Mortgage_loanhttp://en.wikipedia.org/wiki/Credit_cardshttp://en.wikipedia.org/wiki/Credit_cardshttp://en.wikipedia.org/wiki/Credit_cardshttp://en.wikipedia.org/wiki/Transactionhttp://en.wikipedia.org/wiki/Transactionhttp://en.wikipedia.org/wiki/Transactionhttp://en.wikipedia.org/wiki/Debit_cardshttp://en.wikipedia.org/wiki/Debit_cardshttp://en.wikipedia.org/wiki/Debit_cardshttp://en.wikipedia.org/wiki/Automatic_Teller_Machinehttp://en.wikipedia.org/wiki/Automatic_Teller_Machinehttp://en.wikipedia.org/wiki/Automatic_Teller_Machinehttp://en.wikipedia.org/wiki/Automatic_Teller_Machinehttp://en.wikipedia.org/wiki/Electronic_fund_transferhttp://en.wikipedia.org/wiki/Electronic_fund_transferhttp://en.wikipedia.org/wiki/Electronic_fund_transferhttp://en.wikipedia.org/wiki/Debithttp://en.wikipedia.org/wiki/Debithttp://en.wikipedia.org/wiki/Debithttp://en.wikipedia.org/wiki/Overdrafthttp://en.wikipedia.org/wiki/Overdrafthttp://en.wikipedia.org/wiki/Overdrafthttp://en.wikipedia.org/wiki/Cashier%27s_checkhttp://en.wikipedia.org/wiki/Cashier%27s_checkhttp://en.wikipedia.org/wiki/Cashier%27s_checkhttp://en.wikipedia.org/wiki/Certified_checkhttp://en.wikipedia.org/wiki/Certified_checkhttp://en.wikipedia.org/wiki/Certified_checkhttp://en.wikipedia.org/wiki/Notaryhttp://en.wikipedia.org/wiki/Notaryhttp://en.wikipedia.org/wiki/Private_bankinghttp://en.wikipedia.org/wiki/Private_bankinghttp://en.wikipedia.org/wiki/High_net_worth_individualshttp://en.wikipedia.org/wiki/High_net_worth_individualshttp://en.wikipedia.org/wiki/High_net_worth_individualshttp://en.wikipedia.org/wiki/High_net_worth_individualshttp://en.wikipedia.org/wiki/Underwritehttp://en.wikipedia.org/wiki/Underwritehttp://en.wikipedia.org/wiki/Underwritehttp://en.wikipedia.org/wiki/Stockhttp://en.wikipedia.org/wiki/Stockhttp://en.wikipedia.org/wiki/Stockhttp://en.wikipedia.org/wiki/Structured_financehttp://en.wikipedia.org/wiki/Structured_financehttp://en.wikipedia.org/wiki/Structured_financehttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Debit_cardhttp://en.wikipedia.org/wiki/Debit_cardhttp://en.wikipedia.org/wiki/Debit_cardhttp://en.wikipedia.org/wiki/Debit_cardhttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Structured_financehttp://en.wikipedia.org/wiki/Stockhttp://en.wikipedia.org/wiki/Underwritehttp://en.wikipedia.org/wiki/High_net_worth_individualshttp://en.wikipedia.org/wiki/High_net_worth_individualshttp://en.wikipedia.org/wiki/Private_bankinghttp://en.wikipedia.org/wiki/Notaryhttp://en.wikipedia.org/wiki/Certified_checkhttp://en.wikipedia.org/wiki/Cashier%27s_checkhttp://en.wikipedia.org/wiki/Overdrafthttp://en.wikipedia.org/wiki/Debithttp://en.wikipedia.org/wiki/Electronic_fund_transferhttp://en.wikipedia.org/wiki/Automatic_Teller_Machinehttp://en.wikipedia.org/wiki/Automatic_Teller_Machinehttp://en.wikipedia.org/wiki/Debit_cardshttp://en.wikipedia.org/wiki/Transactionhttp://en.wikipedia.org/wiki/Credit_cardshttp://en.wikipedia.org/wiki/Mortgage_loanhttp://en.wikipedia.org/wiki/Loanhttp://en.wikipedia.org/wiki/Unsecured_loan


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INTRODUCTION TO COMPANY

ICICI Bank Limitedis an Indian diversifiedfinancial servicescompany

headquartered inMumbai, Maharashtra. It is the second largest bank in India by

assets and third largest bymarket capitalization.

It offers a wide range of banking products and financial services to corporate and

retail customers through a variety of delivery channels and through its specialized

subsidiaries in the areas of investment banking, life and non-life insurance, venture

capital and asset management. The Bank has a network of 2,763 branches and9,363 ATM's in India, and has a presence in 19 countries, including India.

The bank has subsidiaries in the United Kingdom, Russia, and Canada; branches in

United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai

International Finance Centre; and representative offices in United Arab Emirates,

China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. The

company's UK subsidiary has established branches in Belgium and Germany.

ICICI Bank is one of theBig Four banksof India, along withState Bank ofIndia,Punjab National BankandHDFC Bank.
http://en.wikipedia.org/wiki/Financial_serviceshttp://en.wikipedia.org/wiki/Financial_serviceshttp://en.wikipedia.org/wiki/Financial_serviceshttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Market_capitalizationhttp://en.wikipedia.org/wiki/Market_capitalizationhttp://en.wikipedia.org/wiki/Market_capitalizationhttp://en.wikipedia.org/wiki/Big_Four_(banks)#Indiahttp://en.wikipedia.org/wiki/Big_Four_(banks)#Indiahttp://en.wikipedia.org/wiki/Big_Four_(banks)#Indiahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Punjab_National_Bankhttp://en.wikipedia.org/wiki/Punjab_National_Bankhttp://en.wikipedia.org/wiki/Punjab_National_Bankhttp://en.wikipedia.org/wiki/HDFC_Bankhttp://en.wikipedia.org/wiki/HDFC_Bankhttp://en.wikipedia.org/wiki/HDFC_Bankhttp://en.wikipedia.org/wiki/HDFC_Bankhttp://en.wikipedia.org/wiki/Punjab_National_Bankhttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Big_Four_(banks)#Indiahttp://en.wikipedia.org/wiki/Market_capitalizationhttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Financial_services


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Type PublicTraded as

BSE: 532174

NSE: ICICIBANK

NYSE: IBN

Industry Banking, Financial servicesFounded 1955

Headquarters Mumbai, Maharashtra, IndiaArea served WorldwideKey people K. V. Kamath

(Chairman)

Chanda Kochhar(MD & CEO)Products Credit cards, Consumer

banking, banking, finance, investment,

mortgage, private banking, wealth

management

Revenue US$ 13.518 billion (2012)

Profit US$ 1.550 billion (2012)

Total assets US$ 122.53 billion (2012)

Total equity US$ 12.426 billion (2012)

Employees 81,254 (2012)

Website www.icicibank.com
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CORPORATE

HISTORYICICI Bank was established in 1994 by the Industrial Credit and Investment

Corporation of India, an Indian financial institution, as a wholly owned

subsidiary. The parent company was formed in 1955 as a joint-venture of

theWorld Bank, India's public-sector banks and public-sector insurance companies

to provide project financing to Indian industry. The bank was initially known as

theIndustrial Credit and Investment Corporation of India Bank, before it changedits name to the abbreviatedICICI Bank. The parent company was later merged into

ICICI Bank.ICICI Bank launched internet banking operations in 1998.

ICICI's shareholding in ICICI Bank was reduced to 46 percent, through a public

offering of shares in India in 1998, followed by an equity offering in the form

ofAmerican Depositary Receiptson theNYSEin 2000. ICICI Bank acquired

theBank of Madura Limitedin an all-stock deal in 2001, and sold additional stakes

to institutional investors during 2001-02.

In the 1990s, ICICI transformed its business from a development financial

institution offering only project finance to a diversified financial services group,

offering a wide variety of products and services, both directly and through a

number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the

first Indian company and the first bank or financial institution from non-Japan Asia

to be listed on the NYSE.

In 2000, ICICI Bank became the first Indian bank to list on the New York Stock

Exchange with its five million American depository shares issue generating a

demand book 13 times the offer size.
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OVERVIEW OF CSR ACTIVITES


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DEFINITION:

The World Business Council for Sustainable Development in its publication

"Making Good Business Sense" by Lord Holme and Richard Watts used the

following definition. "Corporate Social Responsibility is the continuing

commitment by business to behave ethically and contribute to economic

development while improving the quality of life of the workforce and their families

as well as of the local community and society at large"

Another driver of CSR is the role of independent mediators, particularly the

government, in ensuring that corporations are prevented from harming the

broader social well, including people and the environment. CSR critics such as

Robert Reich argue that governments should set the agenda for social

responsibility by the way of laws and regulation that will allow a business to

conduct themselves responsibly.

What is Corporate Social Responsibility (CSR) and Sustainable Business?

A Definition of CSR

Corporate Social Responsibility (CSR), Corporate Responsibility (CR) orSustainable Business are commonly heard, but rarely understood, phrases. So whatdoes it all mean?

Beyond the Buzz Words

CSR is the process of assessing an organizations impact on society and evaluatingtheir responsibilities. CSR begins with an assessment of a business and there:

Customers

Suppliers

Environment

Communities

Employees
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What does a CSR Policy Include?

Many organizations have a CSR Policy, which defines areas of concern andinitiatives to improve relations with the people and environments affected by

business operations. CSR policies often dictate a system for monitoring responsible

performance. Read more about simply.

More than Compliance

A successful CSR initiative takes organizations beyond compliance withlegislation and leads them to honor ethical values and respect people, communitiesand the natural environment. CSR is sustainable - involving activities that yourorganization can maintain without adversely affecting your business goals.

More than Being Green

CSR is about more than environmental responsibility or having a recycling policy.CSR is about considering the whole picture, from your internal processes to yourclients, taking in every step that your business takes during day-to-day operations.

CSR is...

A long-term approach to business that addresses the needs of communities, peopleand their employers. CSR provides frameworks for successful enterprise that isharmonious with its surroundings. CSR is an opportunity to generate honest,authentic good-news stories that a business and its community can be proud of.

CSR must be sustainable - remaining a fundamental part of your business

regardless of changing fortunes.


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Corporate social responsibility: is a form ofcorporate self-regulation integratedinto a business model. (CSR, also called corporate conscience, corporatecitizenship, social performance, orsustainable responsible business/Responsible Business)

CSR policy functions as a built-in, self-regulating mechanism whereby a businessmonitors and ensures its active compliance with the spirit of the law, ethicalstandards, and international norms.

CSR is a process with the aim to embrace responsibility for the company's actionsand encourage a positive impact through its activities on the environment,consumers, employees, communities, stakeholders and all other members ofthe public sphere who may also be considered as stakeholders.

The term "corporate social responsibility" came into common use in the late 1960sand early 1970s after many multinational corporations formed the

term stakeholder, meaning those on whom an organization's activities have animpact. It was used to describe corporate owners beyond shareholders as a result ofan influential book by R. Edward Freeman.

Proponents argue that corporations make more long term profits by operating witha perspective, while critics argue that CSR distracts from the economic role of

businesses. Others argue CSR is merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over powerful multinationalcorporations.

CSR is titled to aid an organization's mission as well as a guide to what thecompany stands for and will uphold to its consumers. Development businessethics is one of the forms ofapplied ethics that examines ethical principles andmoral or ethical problems that can arise in a business environment. ISO 26000 isthe recognized international standard for CSR. Public sector organizations (theUnited Nations for example) adhere to the triple bottom line (TBL). It is widelyaccepted that CSR adheres to similar principles but with no formal act oflegislation. The UN has developed the Principles for Responsible Investment asguidelines for investing entities.

The Benefits of Corporate Social Responsibility

88% of consumers said they were more likely to buy from a company thatsupports and engages in activities to improve society.

- Better Business Journey, UK Small Business Consortium
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Why do we need CSR?

Consumers increasingly don't accept unethical business practices or organizationswho act irresponsibly. Advances in social media (giving everyone a voice) meanthat negative or destructive practices quickly fuel conversations online.

Organizations are accountable for their actions like never before.

The Business Benefits of CSR

CSR should not be viewed as a drain on resources, because carefully implementedCSR policies can help your organization:

Win new business

Increase customer retention

Develop and enhance relationships with customers, suppliers and networks

Attract, retain and maintain a happy workforce and be an Employer of Choice

Save money on energy and operating costs and manage risk

Differentiate yourself from your competitors

Generate innovation and learning and enhance your influence

Improve your business reputation and standing

Provide access to investment and funding opportunities

Generate positive publicity and media opportunities due to media interest inethical business activitiesContact Simply CSRto discuss CSR and sustainablebusiness

.
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INTRODUCTION TO THE PROJECT

ICICI FOUNDATION FOR INCLUSIVE GROWTH

For over five decades, the ICICI Group has partnered India in its economic growthand development. Promoting inclusive growth has been a priority area for theGroup from both a social and business perspective. The ICICI Group strives to

make a difference to its customers, to the society and to the nations developmentdirectly through its products and services, as well as through developmentinitiatives and community outreach.

ICICI Foundation for Inclusive Growth (ICICI Foundation) was founded by theICICI Group in early 2008 to carry forward and build upon its legacy of promotinginclusive growth. ICICI Foundation works within public systems and specializedgrassroots organizations to support developmental work in four identified focusareas. We are committed to investing in long-term efforts to support inclusivegrowth through effective interventions.

Vision

our vision is a world free of poverty in which every individual has the freedom andpower to create and sustain a just society in which to live.

Mission

Our mission is to empower the poor to participate in and benefit from the Indian

growth process through integrated action in the fields of primary health,elementary education, financial inclusion and sustainable livelihood. This will beachieved through active collaboration with the government and independentorganizations.


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History:

As a key partner in India's economic growth for more than five decades, the

ICICI Group endeavors to promote growth in all sectors of the nations economy.

To give focus to its efforts to promote inclusive growth amongst low-income

Indian households, the ICICI Group founded ICICI Foundation for Inclusive

Growth in January 2008. The foundations of ICICI Groups approach towards

human and social development were established with the Social Initiatives Group

(SIG), a non-profit resource group within ICICI Bank, in 2000

ICICI FOUNDATION is the foundation of ICICI group. It is working for social

help who are need of help ICICI FOUNDATION give them help, this is main work

of companys

This is new founded company but this company starts its work very early. It is

helped in flood situation as well as takes new project like as educations programme

of ICICI FOUNDATION.


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ICICI Foundation for Inclusive Growth (ICICI Foundation) was founded by the

ICICI Group in early 2008 to give focus to its efforts to promote inclusive growth

amongst low-income Indian households.

It believes our fundamental challenge is to create a just society one where

everyone has equal opportunity to develop and grow. Towards this end, ICICI

Foundation is committed to making Indias economic growth more inclusive,

allowing every individual to participate in and benefit from the growth process.

It holds a set ofcore beliefsand values that defines our pathway towards inclusive

growth and guides our five strategic partnerships.

For over five decades, the ICICI Group has partnered India in its economic growthand development. Promoting inclusive growth has been a priority area for theGroup from both a social and business perspective. The ICICI Group strives tomake a difference to its customers, to the society and to the nations development

directly through its products and services, as well as through development

initiatives and community outreach.ICICI Foundation for Inclusive Growth (ICICI Foundation) was founded by theICICI Group in early 2008 to carry forward and build upon its legacy of promotinginclusive growth. ICICI Foundation works within public systems and specializedgrassroots organizations to support developmental work in four identified focusareas. We are committed to investing in long-term efforts to support inclusivegrowth through effective interventions.
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MESSAGE FROM CHAIRMAN:

At the ICICI Group, we view our social initiatives and

our ethical standards as core elements of the foundation we are building for our

growth. During the year, we have sought to take our social initiatives to the next

level through the establishment of The ICICI Foundation for Inclusive Growth. We

believe that this will significantly expand the ICICI Groups activities in the area

of corporate social responsibility, philanthropy and community development. The

Foundation will seek to catalyze and accelerate social and economic inclusion by

bridging economic and human development gaps. The ICICI Group will continue

to leverage growth opportunities in India and overseas, seek to make a significant

contribution to the integrated development of our country and build a platform for

sustained growth that will create value for our stakeholders.

ICICI Banks Read to Lead initiative aims to bridge gaps in the access to

formal schooling for a large number of children from disadvantaged backgrounds.

This initiative aims to reach out to 100,000 children through different voluntary

organizations, facilitating formal schooling, bridge courses, and supplementary

teaching-learning material. For children like Riya, formal education is now a

reality

The Foundations mission is to improve the incomes of the low-income

households in India. It believes that improving market access for low income

households is the only sustainable way to bring about increase in their incomes and

therefore it principally focuses its attention on redressing market failures.


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Governing Council:

Mr. K.V. Kamath

Chairman, ICICI Bank

Mr. Kamath has a degree in mechanical engineering and did his management

studies at the Indian Institute of Management, Ahmadabad. He started his career in

1971 at ICICI, an Indian financial institution that founded ICICI Bank and merged

with it in 2002. In 1988, he moved to the Asian Development Bank and spent

several years in South-East Asia before returning to ICICI as its Managing

Director and CEO in 1996. Under his leadership, the ICICI Group transformed

itself into a diversified, technology-driven financial services group that hasleadership positions across banking, insurance and asset management in India, and

an international presence. He retired as Managing Director and CEO in April 2009,

and took up his present position.

Mr. Kamath was conferred with the Padma Bhushan, one of Indias highest

civilian honors, in 2008, and has received numerous other awards and honors. He

has been a co-chair of the World Economic Forum's Annual Meeting in Davos. He

is a member of the Board of the Institute of International Finance, a Director on the

Board of Infosys NYSE and Visa Inc. He is a member of the Boardof Governors

of the Indian Institute of Technologies and a member of advisory councils of

Management, Ahmadabad


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Ms. Chanda Kochhar

Managing Director & CEO, ICICI Bank

Ms. Chanda Kochhar is the Managing Director and Chief Executive Officer of

ICICI Bank. Ms. Kochhar started her career in 1984 at ICICI in its projects

department. She has wide experience in the fields of corporate credit, infrastructure

financing, e-commerce strategy and retail business. She has worked with ICICI in

the areas of corporate credit, infrastructure financing, e-commerce, strategy and

retail finance.

Ms. Kochhar holds a Bachelor's Degree in Arts from Jai hind College and a

Masters in Management Studies (MMS) from the Jamnalal Bajaj Institute of

Management Studies, Mumbai, where she topped her batch and received the

Wockhardt Gold Medal for Excellence in Management Studies. She also holds adegree in cost and works accountancy from the Institute of Cost and Works

Accountants of India, where she received the J. N. Bose Gold Medal for highest

marks in that year.


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Mr. Sandeep Bakhshi

Managing Director & CEO, ICICI Prudential Life Insurance

Mr. Sandeep Bakhshi is the Managing Director & Chief Executive Officer (CEO)

of ICICI Prudential Life Insurance. Prior to this, Mr. Bakshi was the Deputy

Managing Director of ICICI Bank, where he was responsible for retail and rural

banking. Previously Mr. Bakhshi was the Managing Director and CEO of ICICI

Lombard, a 74:26 joint venture of ICICI Bank and Fairfax Group and one of the

eight companies that started operations after the sector opened up to private sectorparticipants in the year 2001.

Mr. Bakhshi, an Engineer and an MBA by education, joined ICICI in 1986 in the

project financing department and worked there until 2001 before joining ICICI

Lombard in January 2002.


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Mr. Rajiv Sabharwal

Executive Director, ICICI Bank

Mr. Rajiv Sabharwal is the Executive Director on the board of ICICI Bank. He is

responsible for retail banking, inclusive & rural banking and SME & mid-

corporate business. He is also the Non-executive Chairman of ICICI Home

Finance Company Limited.

Mr. Sabharwal has over 18 years of experience in the banking/financial services

industry. He joined ICICI Group in 1998 and has held leadership positions in credit

policy, collections, business analytics, mortgage finance, consumer loans, creditcards, rural and microfinance lending and financial inclusion. Prior to joining

ICICI Group, Mr. Sabharwal worked in the consumer durables marketing,

commercial finance and retail finance businesses at Godrej, SRF Finance and GE

Capital. In January 2009 he joined Sequoia Capital, a leading venture/growth

capital company, where he worked as Operating Partner focusing on the financial

services sector. There he led new investment decisions as well as represented

Sequoia at the board in existing investments. He then rejoined ICICI Bank Limited

in April 2010. Mr. Sabharwal holds degrees in Mechanical Engineering from

Indian Institute of Technology Delhi and Management from India Institute of

Management Lucknow.


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Mr. Bhargav Dasgupta

Managing Director & CEO, ICICI Lombard General Insurance

Mr. Bhargav Dasgupta, is the Managing Director & CEO, ICICI Lombard General

Insurance Corporation Limited, the largest private sector general insurance

company in India.

Mr. Dasgupta began his career with the erstwhile ICICI Limited in 1992 in the

Projects & Corporate Finance Division. Since then he has held key leadership

positions in diverse business areas including Oil & Gas financing, E-commerce,

Technology Management, Corporate Strategy and Treasury. In his final assignment

in ICICI Bank, he set up the banks International Banking Group and headed it from

2002 to 2006. In October 2006, he was elevated to the Board of ICICI Prudential

Life Insurance Company Limited as Executive Director responsible for Sales,

Distribution, Product and Marketing of the Company. He took over his current role

in May 2009.

Mr. Bhargav Dasgupta holds a PGDBA from the Indian Institute of Management

Bangalore and a B.E (Mechanical) degree from Jadhavpur University.

He was named as one of the top 25 Young Executives in India by Business

Today in 2006.


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Mr. Subrata Mukherji

President, ICICI Foundation

Subrata Mukherji has over thirty years of experience in the financial servicesindustry and a keen understanding of the various facets of the Indian economy. Hewas earlier Managing Director & CEO of ICICI Securities Ltd., the largestintegrated securities firm in India covering the needs of corporate and retailcustomers through investment banking, institutional broking, retail broking andfinancial product distribution businesses. Prior to this office, Mr. Mukherji wasExecutive Director and Member of the Board of ICICI Bank. He commenced hiscareer in erstwhile ICICI Ltd. in 1978 and has worked extensively in all sectorsincluding infrastructure, oil, gas, petrochemicals and energy sectors. He has alsoworked in resolving stressed assets and has a keen understanding of several issues

impacting the banking sector in this regard.Mr. Mukherji continues to maintain links with the academic world and has been aguest faculty member at the Indian Institute of Management Calcutta, JamnalalBajaj Institute of Management Studies, Bankers Training Centre and NationalInstitute of Bank Management.Mr. Mukherji completed his BA in Economics from St. Xaviers, Mumbai, a

Masters in Management Studies from Jamnalal Bajaj Institute of ManagementStudies and a postgraduate degree from the London School of Economics.


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Team:

Ms. Ramni Nirula

Vice President - Partnerships

Ms. Ramni Nirula is Vice President - Partnerships for ICICI

Foundation. Ms. Nirula has more than three decades of experience in the financial

sector, beginning her career with ICICI Bank in 1976 in the project appraisal

division. Since then she has held various leadership positions in areas of projectfinancing, strategy, planning and resources, and corporate banking.

Ms. Nirula was part of the top management team instrumental in transforming

ICICI Bank from a primarily term lending institution into a technology led

diversified financial services group with a strong presence in Indias retail financial

services market.

Ms. Nirula recently also headed the Corporate Banking Group for ICICI Bank. She

subsequently assumed responsibility for the Government Banking Group and

Corporate Agri Group based out of New Delhi.

Ms. Nirula holds a Bachelors Degree in Economic and a Masters in Business

Administration (MBA) from Delhi University.


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Ms. Prerana Langa

Vice President - Strategy and Communications

Prerana Langa has been with ICICI Foundation since its inception

and works on strategy and communications. Prerana also leads the ICICI Groups

Corporate Social Responsibility (CSR) team, which is responsible for the designand implementation of CSR projects for the ICICI Group of Companies. She also

handles grant making and overseas the operations of the foundation.

Prerana's twelve years of work experience include providing strategic counsel,

initiation of community partnerships, training, communications, designing

marketing promotions and brand management communications projects. She has

worked on wide range of social projects for ICICI Bank, Hindustan Unilever,

McDonalds India and others.

Prerana holds a Masters of Business Administration (MBA) with a specialization

in Marketing from the University of Mumbai. She has a deep interest in social

issues and volunteers with a CSO/NGO.


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Ms.Vidhya Muthuram

Vice President - Policy

Vidhya has been working with the ICICI Foundation since Oct 2008.

She is responsible for developing research and advocacy strategies for the

Foundation in its core areas. Prior to joining the Foundation, Vidhya headed theCentre for Development Finance at the Institute for Financial Management and

Research in Chennai. In that capacity, Vidhya provided research oversight,

strategic guidance and management support to a team of 15+ researchers focused

on developing sustainable financing models for infrastructure. She also worked for

the World Bank in Washington D.C for 4 years on issues relating to pro-poor

growth and inequality, national poverty reduction strategies and civic engagement

in World Bank projects.

Vidhya holds a Masters in International Development from Harvards Kennedy

School of Government. She is a native of Chennai.


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Ms. Padma Sinha

Senior Advisor - Corporate Social Responsibility

Padma is responsible for managing the corporate social responsibility

(CSR) initiatives of the ICICI Group of Companies. She has worked in the

consumer product space for 20 years with organizations like J&J, Lakme Limitedand Hindustan Lever Limited. Her experience includes brand management, retail

management, marketing services, project evaluation and incubation, research and

training.

Padma is also a part-time faculty member at the Xavier Institute of Communication

and has been a course-coordinator for the post-graduate program in Advertising.

She holds a Masters of Business Administration (MBA) from IIM, Bangalore .


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Ms. Ruta Kanade

Advisor - Corporate Social Responsibility

Ruta is responsible for managing the corporate social responsibility

(CSR) initiatives of the ICICI Group of Companies. Her ten years of work

experience in the development sector include designing CSR programs forcorporate organizations; conducting feasibility and impact assessment studies;

managing strategic partnerships with donors, government and communities; and

developing strategies for resource mobilization, organizational development and

staff capacity building. She has managed projects in various social sectors for CSO

Partners, Bombay Dyeing, Catholic Relief Services, Akanksha, and CASP.

Ruta holds a Masters of Social Work (MSW) from the University of Mumbai. She

has also pursued a Post Graduate Diploma in Business Management (PGDBM)

from Welingkar Institute of Management at Mumbai, and a Post Graduate Diploma

in Personnel Management and Industrial Relations from Bhartiya Vidya Bhavan at

Delhi.


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Ms. Deborah Gonsalves

Advisor - Corporate Social Responsibility

Deborah is responsible for the corporate social responsibility (CSR)

initiatives of the ICICI Group of Companies. She has worked with organizations

like Child Rights in Goa, Positive People, Hippocampus Reading Foundation andHabitat for Humanity India. Her experience includes working on issues of

pedophilia in the costal belt of Goa, developing HIV/AIDS awareness campaigns,

raising resources for educational resource centers in low income communities, and

building homes for the less privileged. Prior to joining ICICI Foundation, she

handled the CSR initiatives for ICICI Prudential Life Insurance.

Deborah holds a degree in Sociology and Psychology from St. Xaviers College,

Goa University, and a Masters degree in Social Sciences from Tata Institute of

Social Sciences, Mumbai.


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Mr. Lokanath Satpathy

Manager - Finance & Accounts

Lokanath is responsible for all accounting functions of the ICICIFoundation for Inclusive Growth. He has over four years of post-qualificationexperience in various industries as well as six years of pre-qualification experience

in accounts, audit, taxation and other related areas.

Lokanath has done his Chartered Accountancy from the Institute of CharteredAccountants of India, New Delhi.

ChChief Operating Officer


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TITAL OF THE STUDY


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OBJECTIVE OF THE STUDYICICI foundation has strategically implemented CSR which has enhanced the Company's image thereby

creating great public goodwill from those living along the pipeline.CSR is about capacity building for

sustainable livelihoods. It respects cultural differences and finds the business opportunities in building

the skills of employees, the community and the government", In a nutshell, CSRis about

business "giving back to society"

ICICI FOUNDETION supports initiatives/projects that provide sustainable solutions to the most pressing

social challenges

CSR Objectives

1. To give back to the community by assisting the disadvantaged:

2. As a Company that has benefited from tax payers money we are obligated to support community

initiatives.

3. To identify with the public and foster goodwill towards the Company: ICICI relies on Communities

along the Right of Way to protect the pipeline and it is therefore critical that those communities

and the public in general have a positive picture of the Company.

4. To support ongoing national advocacy initiatives :

5. There are numerous national campaigns that need support to have a greater impact e.g.

HIV/AIDS, environment and health and sanitation campaigns.

6. Create awareness about the company and build its public profile:

7. To build a strong ICICI brand, the Company must be seen to have a human face.

Corporate Social ResponsibilityStrategies to Create Business and SocialValue

Improving Your Organization's Performance

Corporate social responsibility (CSR) is integral to long-term business success. Today's

organizations must be increasingly mindful of the impact that their operations have on


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society at large, and this requires much more than isolated measures. In a climate of

heightened social awareness and instant access to information, CSR must be a fundamental

part of your company's targeted practices, broad objectives, and overall culture.

This program is designed to help executives fully integrate social responsibility in ways that

benefit both society and business. You will learn how to develop an overarching CSRstrategy suited to the unique requirements of your companyone that addresses the social,

economic, and environmental effectsas you better position your organization for

immediate and future success.

Taking Your Skills to the Next Level

In this program, you will enhance your ability to set priorities, measure results, and

communicate the value of CSR efforts across your organization. Specifically, you will learn

how to:

Create competitive advantage through CSR

Assess risks and opportunities before making capital investments or other business

decisions

Align CSR strategies with organizational goals and capabilities

Evaluate current initiatives and consolidate efforts around key objectives

Present a business case for CSR initiatives

Implement CSR at all levels of the company

Understand how CSR directly affects current and future regulatory practices

Foster successful interaction with key internal and external stakeholders as well as

governments and nongovernmental organizations (NGOs)

"Brilliantly taught and extremely focused, the program delivered a solid basis for the

rationale and need for CSR as well as practical insights on how to manage specific

situations. The case studies not only were exercises geared for intellectual discussion, but

also were guides for real-world conditions that I could encounter. Engaging with participants

from many different countries led to a diverse and multicultural perspective that was very

enriching."


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IMPORTANCE OF THE

STUDY


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SCOPE OF THE STUDY


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LIMITETION OF THE

STUDY


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RESARCH METHODOLOGY

Research MethodologyProcedures used in making systematic observations or otherwise obtaining data,evidence, or information as part of a research project or study

PRIMARY DATA

Primary data which is collected by the researcher directly from his own

observation and the experience.

SECONDARY DATA

Secondary data is the data that have been already collected by and readily

available from other source. Such data are cheaper and are more obtainable then

the primary data and also may be available when primary data cannot be

obtained at all.

CASE STUDY

For the above project I have taken ICICI CSR activates as the case .and detailed

study is been done.


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PRIMARY DATA


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SECONDARY DATA


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ANALYSIS


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FINDINGS


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CONCLUSION :

1] ICICI is looking for development of India

2] CSR is the helpful for undeveloped part of nation

3] With the help of CSR company can give their contribution to society.

4] Today, India is grooming country but behind this here many problem such as

community, economical, regional development, education etc. so ICICI

FOUNDATION is help those who are really needed it.

5] As per plan ICICI FOUNDATION is implemented everything and always

walking on its major aim FOR INCLUSIVE GROWTH.

6] Finally ICICI FOUNDATION is doing its work very sincerely with help of its

various company and employee.


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ANAXURE


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BIBLIOGARPHY:

WWW.ICICIFOUNDATION.ORG

WWW.GOOGLE.COM

WWW.GIVEINDIA.COM

WWW.ICICIBANK.COM
http://www.icicifoundation.org/http://www.icicifoundation.org/http://www.google.com/http://www.google.com/http://www.giveindia.com/http://www.icicibank.com/http://www.icicibank.com/http://www.icicibank.com/http://www.giveindia.com/http://www.google.com/http://www.icicifoundation.org/


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INTRODUCTION OFICICI

FOUNDATION


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A) Rural Self-Employment Training Institutes

Focus areas:

1) Elementary education

2) Sustainable livelihoods

3) Primary health

4) Access to finance

1) ELEMENTARY EDUCATION: In the area of elementary education, we work

to improve the quality of schooling processes and outcomes in the public education

system in India.

A) SCHOOL AND TEACHER EDUCATION REFORMPROGRAMME IN RAJASTHAN


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Creating a model for changeImproving school and teacher education in Rajasthan

Imagine you are a teacher in a classroom in rural Rajasthan. In front of you,

students aged nine to thirteen squirm and chatter. Some of the students attend

school every day, some of them are absent for months at a time. Some of the

children can read sentences while some can barely recognize letters. Thisclassroom would be difficult for any teacher to manage, even more so for a

teacher with little to no training in effective classroom management.

This is the exact situation ICICI Foundation helps to mitigate.

After working in systemic curriculum and education reform through ICICI

Bank for over a decade, ICICI Foundation has taken its dedication to

achieving quality elementary education to the state level in Rajasthan.

Our partnership with the government is designed to support and enable

education functionaries to deliver quality education in alignment with the

current government mandates and to strengthen the states teacher educationapparatus. In collaboration with the Directorate of Elementary Education,

State Institute of Education Research and Training (SIERT) and Sarva

Shiksha Abhiyan (the Government of Indias flagship programme for

achievement of universalisation of elementary education), the goals of the

statewide Rajasthan programme are to:

Revise the curriculum for training new teachers

Develop textbooks for classes I to V for all subjects and textbooks for classes

VI, VII, and VIII for English and Social Sciences

Develop the in-service teacher education curriculum to facilitate the use ofnew textbooks by teachers in the classrooms

Build the ability of the District Institutes for Education and Training

(DIETs) and block-level functionaries to support the in-service teacher

education curriculum and teachers inside schools

Institute comprehensive methods for evaluating children in classrooms


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Support 100 schools in two blocks in two districts to become RtE compliant,

including supporting the establishment and functioning of School

Management Committees

ICICI Foundation has helped form a state-level teacher educator group

comprising SIERT faculty, select DIET faculty, select block-levelfunctionaries, schoolteachers and external resource persons from NGOs and

universities. This group is divided into four sections to work on pre-service

reform, in-service reform, curriculum and textbook development, and district

and block-level support

To provide a sustainable programme of teacher and student education

reform, ICICI Foundation drew on its experience with district-level work in

Baran, Rajasthan. ICICI Foundations collaboration with the Government of

Rajasthan began in 2007, when ICICI Foundation began working on the

Quality Education Programme (QEP) in Baran district, in partnership with

two in-state NGOs, Digantar and Vidya Bhavan Educational ResourceCentre. ICICI Foundation was involved in facilitating support to the

programme toward improving classroom practices and providing a

comprehensive model of teacher support across the district. The lessons and

achievements from this programme encouraged the Government of Rajasthan

and ICICI Foundation to carry forward their work at the state level for

another six years.

Our statewide work in Rajasthan will include:

Pre-service Teacher Education

Revision of the Basic School Training Certificate (BSTC) course, includingnew syllabus and reading material for 17 subjects of 1st and 2nd year

Comprehensive academic programme for faculty of 33 DIETs in the new

pre-service curriculum

Creating a state-level Teacher Educators Group (50-75 members)

Textbook development

Develop textbooks for classes I to V for all subjects and textbooks for classes

VI, VII, and VIII for English and Social Sciences

In-service Teacher Education Modules for five subjects from classes

I to V based on the new textbooks

Create a pool of state-level key resource persons who will train the district

and block-level trainers across the states 33 districts


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Train trainers at the district level and block level in the two intervention

districts and blocks

Developing Right to Education compliant schools

Support 100 selected schools in two blocks to become RtE compliant

Focus on comprehensive and continuous evaluation and on SchoolManagement Committees

Prepare and support 80 nodal headmasters in two blocks for their new

academic role as mandated by RtE

Monitoring and review will be crucial to the success of the programme and

the sustainability of the reforms. ICICI Foundation is working with the

Government of Rajasthan to deliver monthly and quarterly progress and

financial reports and to institutionalize a quality benchmarking system for

pre-service and in-service teacher education training programmes. ICICI

Foundation will also undertake a thorough impact assessment of the reformsat the school level, including teaching-learning practices and improvements in

learning levels.

Based on our experiences in elementary education in Rajasthan, we look

forward to expanding our work to other states.


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B) CHHATTISGARH CURRICULUM AND TEXTBOOK DEVELOPMENT

In Chhattisgarh, ICICI Foundation facilitated a collaborative partnership among itspartner resource organizationsDigantar, Jaipur, Eklavya, Hoshangabad andVidya Bhavan Education Resource Centre, Udaipur -- and the state government to

support the process of school curriculum renewal. Through the collaborative effort,critical support was extended to strengthen the capacities of the State Council forEducation Research and Training (SCERT) to develop a new curriculumframework and textbooks. Today, four million students across Chhattisgarh have

benefitted from the revised curriculum and learn with the help of these child-friendly textbooks.

When the state of Chhattisgarh was constituted in 2002, the state governmentelected to develop a new state curriculum and textbooks to reflect the states

particular socio-cultural context. To undertake this task successfully, it neededexpertise and perspective from partners with experience in developing schoolcurricula.

To help carry out the process of curriculum and textbook development, ICICIFoundation facilitated a partnership between the state government and three of itsexpert resource partners. Developing the new curriculum and textbooks was aconsultative process, informed by deliberations among participants from theSCERT, District Institutes of Education and Training (DIETs), teacher traininginstitutes and colleges in Chhattisgarh, resource persons from the three partner

organizations and experts from universities.

To develop a pool of local resource persons, the project included a significantcapacity building element for state and district-level institutions including theSCERT and DIETs. This enabled these institutions to develop as centers ofacademic activity and support for the education system. While many stakeholders

participated in developing the textbooks, the process was anchored within the


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SCERT, which oversaw the process through a steering committee formed by itsfaculty.

The new curriculum has been used state-wide since 2007.

Textbooks in all subjects for classes 1-8 have been released for state-wide usage.

These textbooks have been acclaimed by national-level experts. Four million children across the state use the contextually-grounded and child-

friendly curriculum and textbooks.

Through the process, the SCERT has built capacity for providing leadership tothe elementary school system in Chhattisgarh.


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C) CREATING AN EDUCATION RESOURCE CENTRE IN CHHATTISGARH

In Chhattisgarh, ICICI Foundation for Inclusive Growth and its partner resourceorganizationsDigantar, Jaipur, Eklavya, Hoshangabad and Vidya Bhavan

Education Resource Centre, Udaipur -- have created the Chhattisgarh EducationResource Centre (CERC), a robust education resource centre that supports thegovernment education institutions to strengthen the quality of elementaryeducation in the state.Over the course ofICICI Foundations engagement with the state of Chhattisgarh,it became apparent that the ongoing work of developing textbooks and building thecapacities of Chhattisgarhs state educational institutions required an ongoing and

continuous local presence in the state. To meet this need, the ChhattisgarhEducation Resource Centre (CERC) was set up in June 2007 with the support ofICICI Foundation, Eklavya, Digantar and Vidya Bhavan Education ResourceCentre.The Chhattisgarh Education Resource Centre (CERC) consists of a core team offull-time local staff, who were initially guided and supported by resource partnersworking within the state. The CERC engages with and builds capacities ofeducational institutions in the state and develops a common platform with NGOs.It also works to involve competent resource personnel from inside and outside thestate to facilitate educational reform.

Currently the CERC is actively working with the State Council for Education

Research and Training (SCERT) to develop the teacher education curriculum(Diploma in Education, D.Ed.). Together the organizations are reforming the

D.Ed. curriculum to enable student teachers to develop into reflectivepractitioners. CERC has also worked with the DIET and has started holding

study forums for students pursuing the two-year D.Ed. programme.


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D) ENGLISH RELAY PROGRAMME

English language training for teachers and students in rural Assam

I CICI Foundation for I nclusive Growth has entered into a partnership with the

Axom Sarba Siksha Abhi jan M ission to improve English language ski l ls and

profi ciency for teachers and students in the Kamrup distri ct of Assam.

ICICI Foundation recognizes the increasing value of English language

proficiency for both personal and professional development. To help improvethe English language skills of children in Assam, we have launched the

English Relay Programmed, in partnership with Axom Sarba Siksha Abhijan

Mission (Assam SSA), with Infrastructure Leasing & Financial Services

LimitedEducation & Technology Services (IL&FS-ETS) as our

implementation partner.

Launched in July 2011, this pilot English language training project aims to

impact the students of 100 government-run elementary schools in Kamrup

district in Assam, ultimately covering an estimated 14,000 students in classes Ito V. This programme is specifically designed for students who learn English

as their second or third language. The programme is customized according to

the teachers and students needs and aims to strengthen the capacities of the

teachers so that the students may develop Basic English language proficiency.

Prior to starting the project, we conducted a needs assessment among students


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and teachers. This baseline study helped to identify the gaps in the existing

system and to contextualize the training and teaching-learning materials.

Based on this assessment, the programme was designed with a focus on two

critical gaps: lack of quality teacher training in the English language; and

inadequate supply of standardized English language teaching-learning

materials.

On August 19, 2011, ICICI Foundation held an orientation workshop for all

concerned stakeholders prior to roll out of the programme. Representatives

from participating schools and twelve block resource persons, along with the

headmasters of participating schools, attended the orientation held at the

Shiksha Bhavan, Chandmari, and Guwahati. The objective was to ensure that

the headmasters understand the project and have all the necessary

information about it. The project was launched in September 2011 with a six-

day teacher training workshop across various locations in Guwahati. Theteacher training workshop was attended by two teachers from each of the

participating schools, along with the twelve block resource persons.

The training workshop included an orientation programme covering topics

such as basic communication skills, classroom management techniques and

training in the English teaching materials and pedagogy. The trained teachers

will teach the English Relay Programme in their respective schools beginning

November 2011. Programme staff of the implementation partner will provide

the teachers with continuous classroom support and guidance. Comprehensive

English Relay kits with teaching-learning materials were provided to the

participating schools. The kit includes interactive learning materials

specifically prepared for the programme such as audio tapes with a tape

player, flash cards, reading and story cards, games and posters. Workbooks

for students and manuals for teachers have also been provided for guidance

on using the English teaching-learning materials and to suggest activities to

make the lessons interesting and exciting.

"After this workshop I realized that English teaching is easy," said Nirmali

Chakravarthy, a participating teacher of Bharalmukh LP School. "The

English Relay kit is a very valuable resource," she added, "with various kindsof aids to teach students. The idea of letting students enjoy and learn is a

beautiful one. I hope we have more such workshops, so that I can discuss the

challenges I face in the classroom and get guidance."

"I like the fact that teachers can make their own cards to add to the kit and

make the class exciting. The student workbook is also engaging. Now we have


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to see how the students respond to it," said Phukan Boro, a teacher from

Sonapur Government Junior Basic School.

E) THE QUALITY EDUCATION PROGRAMME

The Quality Education Programme, Baran, is a collaborative initiative of ICICIFoundation and its partner resource organizationsDigantar, Jaipur and VidyaBhavan Society, Udaipur -- that supports government efforts to improve the qualityof elementary education in Rajasthans Baran district. In addition to strengtheninggovernment education institutions, the programme has improved in-service teacher

trainings, teacher and student attendance, classroom practices and learning.

Despite the substantial progress made through the Government of Indias flagshipeducation programme Sarva Shiksha Abhiyan (SSA)which aims to provide freeand compulsory education for children ages 6 to14many gaps in Indiaseducation system remain. In Rajasthan, SSA has improved access and enrolment inschools, but the programme has made few inroads in improving the quality ofeducation. Improving the quality of education in districts like Baran, which hassome of the poorest education indicators in the state, required efforts to strengthenthe training and academic capacities of government education institutions at thedistrict, block and cluster levels. These institutions are critical to the provision ofsupport to schools and teachers and consequently to improving the quality ofschooling processes and outcomes. Additionally, there was a need to workintensively in few schools in select clusters to demonstrate well functioningschools and their support system at the cluster level and to generate evidence ongood practices on overall school improvement.


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The Quality Education Program (QEP), Baran, focuses on strengthening thecapacity of the District Institute for Education and Training to enable it to providestronger academic and training support to teachers and schools. QEP also workswith Block Resource Centers (BRCs) and Cluster Resource Centers (CRCs) todevelop their potential as resource centers that support teachers in their day-to-dayfunctioning. In addition, QEP works intensively across four clusters of two blocks(Ataru and Shahabad) to provide in-school and in-classroom support in 78 ofBarans approximately 1,600 government schools. The programme also works to

build linkages between these schools, the community and the governmenteducational institutions in the district. These direct interventions have reachedapproximately 250 teachers and 6,000 students.

The programme is a collaborative initiative of the Government of Rajasthan

through the Collector, Baran; the District Institute for Education and Training,Baran; Sarva Shiksha Abhiyan, Baran; Digantar, Vidya Bhavan Society and ICICIFOUNDATION.

The programme has set up a localized resource centre within the DIET,consisting of programme staff and faculty from the DIET, BRCs and CRCs.Known as the Quality Improvement Unit (QIU), the centre provides ongoingacademic support and helps with planning and organizing trainings for teachers.

The QIU has developed innovative in-service teacher training modules andteaching learning materials. These modules have been developed through the

active and sustained participation of local master trainers selected from Baransteacher community.

For three successive years, 4,200 teachers from primary and upper primaryschools have attended the annual in-service teacher-training programme.

The 78 intervention schools have seen improvements in teacher and studentattendance, more engaging and participatory morning assemblies, betterclassroom organization and more positive student-teacher relationships.Childrens reading levels have also improved and there is a greater use ofteaching learning material in classrooms.


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F) MUKTANGAN EDUCATION INITIATIVE

ICICI Securities, through ICICI Foundation, is continuing its support of the pre-primary section of Muktangan, a Mumbai-based NGO. Muktangan works withinthe government school system and has taken full control of the educationalprocedures of the Globe Mills Passage Municipal School. Muktangans goal is to

use alternative, holistic techniques to design a model of quality education that issustainable and affordable.

ICICI Securities support, which began in 2007, helps Muktangan to develop and

introduce innovative and supportive practices for early childhood education to theirgroup of pre-primary students, practices that include determining an ideal studentto teacher ratio and maintaining continuity between standards. These practices aimto provide an environment that sustains childrens interest and facilitates their

development. There are currently 182 children in Muktangans pre-primarysections that benefit from this child-friendly approach.

In the schools stimulating and collaborative environment, the children are

encouraged to become active in their own learning process through spirited buteducational activities. Muktangan has personally trained and appointed the entireteaching staff

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