BUSINESS ORGANISATION

PROJECT

Submitted By:
Apurva Gupta
B.Com (Hons.) Sem III Sec- ‘D’
Icg Enroll. No. - ICG/2008/7944
Roll No. - 80606
 ACKNOWLEDGEMENT

I express my heart filled gratitude towards

my family and friends for helping me in this
project.
The assistance provided was of great help in
the basic designing of this project.
Owing to the help of many people the
preparation and finalization of this project
was made easy.

Apurva Gupta

Introduction:
Corporate social responsibility (CSR), also known as
corporate responsibility, corporate citizenship, responsible
business, sustainable responsible business (SRB), or
corporate social performance, is a form of corporate self
regulation integrated into a business model. Ideally, CSR policy
would function as a built-in, self-regulating mechanism whereby
business would monitor and ensure its adherence to law, ethical
standards, and international norms. Business would embrace
responsibility for the impact of their activities on the
environment, consumers, employees, communities, stakeholders
and all other members of the public sphere. Furthermore,
business would proactively promote the public interest by
encouraging community growth and development, and voluntarily
eliminating practices that harm the public sphere, regardless of
legality. Essentially, CSR is the deliberate inclusion of public
interest into corporate decision making, and the honoring of a
triple bottom line: People, Planet, and Profit.

Nearly all leading corporate in India are involved in corporate

social responsibility (CSR) programmes in areas like education,
health, livelihood creation, skill development, and empowerment
of the weaker sections of the society. Notable efforts have come
from the Tata group, Infosys, Bharti Enterprises, Coca Cola India,
PepsiCo and ITC Welcome group, among others.

The following project is a step to study the fulfillment of corporate

social responsibility by 3 companies viz. Mahindra and
Mahindra., Vodafone and PepsiCo India.

The project is aimed at studying these company profiles including

their management and the steps taken by these companies for
fulfillment of their corporate social responsibility. In the last
conclusions relating to separate level of CSR fulfillment is
provided.
COMPANY PROFILE:

The birth of Mahindra & Mahindra began when K.C. Mahindra visited the United
States of America as Chairman of the India Supply Mission. He met Barney Roos,
inventor of the rugged 'general purpose vehicle' or Jeep and had a flash of
inspiration: wouldn't a vehicle that had proved its invincibility on the battlefields
of World War II be ideal for India's rugged terrain and its kutcha rural roads?
Swift action followed thought. The Mahindra brothers joined
hands with a distinguished gentleman called Ghulam Mohammed.
And, on October 2nd, 1945, Mahindra & Mohammed was set up as
a franchise for assembling jeeps from Willys, USA. Two years
later, India became an independent nation and Mahindra &
Mohammed changed its name to Mahindra & Mahindra. Since
then, Mahindra & Mahindra has grown steadily in size and stature
and evolved into a Group that occupies a premier position in
almost all key sectors of the economy. The Group's history is
studded with milestones. Each one taking the Group forward. In
fact, today, its total turnover is about 6.7 billion dollars.

The US$ 6.3 billion Mahindra Group is among the top 10 industrial
houses in India. Mahindra & Mahindra is the only Indian company
among the top three tractor manufacturers in the world. The Group
has a leading presence in key sectors of the Indian economy, including the
financial services, trade and logistics, automotive components, information
technology, infrastructure development and After-Market. M&M has entered
into partnerships with international companies like Renault SA,
France, and International Truck and Engine Corporation, USA.
Forbes has ranked the Mahindra Group in its Top 200 list of the
World's Most Reputable Companies and in the Top 10 list of Most
Reputable Indian companies. Mahindra has recently been honored
with the Bombay Chamber Good Corporate Citizen Award for
2006-07.

GLOBAL OPERATIONS:
With over 62 years of manufacturing experience, the Mahindra
Group has built a strong base in technology, engineering,
marketing and distribution which are key to its evolution as a
customer-centric organization. The Group employs over 50,000
people and has several state-of-the-art facilities in India and
overseas.

The Mahindra Group has ambitious global aspirations and has a presence on five
continents. Mahindra products are today available on every continent except
Antarctica. M&M has one tractor manufacturing plant in China, three assembly
plants in the United States and one at Brisbane, Australia. It has made strategic
acquisitions across the globe including Stokes Forgings (UK), Jeco Holding AG
(Germany) and Schoneweiss & Co GmbH (Germany). Its global subsidiaries
include Mahindra Europe Srl. based in Italy, Mahindra USA Inc. and Mahindra
South Africa.

M&M has entered into partnerships with international companies like Renault SA,
France, and International Truck and Engine Corporation, USA. Forbes has ranked
the Mahindra Group in its Top 200 list of the World's Most Reputable Companies
and in the Top 10 list of Most Reputable Indian companies.
BOARD OF DIRECTORS:
Mr. Keshub Mahindra Chairman

Anand G. Mahindra
Vice Chairman & Managing Director
 Bharat Doshi
Executive Director & Group Chief Financial Officer
(Group CFO)

A. K. Nanda
Executive Director

Corporate Social Responsibility:

The Mahindra Group defines Corporate Social Responsibility as

making socially responsible products, engaging in socially
responsible employee relations and making a commitment to the
community around it. At the Mahindra Group, Corporate Social
Responsibility is not just a duty; it's a way of life.

Corporate Social Responsibility has always been an integral part

of the Mahindra Group's vision and the cornerstone of our Core
Value of Good Corporate Citizenship.
- Keshub Mahindra, Chairman
In 2005, the Group celebrated its 60th anniversary by renewing
its commitment to Corporate Social Responsibility. It pledged to
dedicate 1% of its profit (after tax), on a continuous basis towards
Corporate Social Responsibility.

A unique kind of ESOPs - Employee Social Options was launched

to enable Mahindra employees to involve themselves in socially
responsible activities of their choice. The Group also announced a
special gift: to provide free cochlear implants to 60 profoundly
hearing-impaired, under-privileged children.

It has done commendable work in following areas: education,

health and disaster relief, art and culture, environmental
initiatives, sports, ESOPs, etc.

K.C. Mahindra Education Trust

Established by the late Mr. K. C. Mahindra in 1953, the K. C. Mahindra Education
Trust aims to ‘Transform the lives of people in India through education, by
providing financial assistance and recognition to them, across age groups and
across income strata'. It was registered as a Public Charitable Trust under the
Bombay Public Trusts Act, 1950.
The K.C. Mahindra Education Trust has undertaken a number of education
initiatives to make a difference to the lives of deserving students. The Trust
promotes education mainly by way of scholarships. It has provided more than Rs.
13.80 crores (approximately US $ 3.0 million) in the form of grants, scholarships
and loans. Some of these scholarships were instituted as far back as the 1950’s,
while others were founded recently. These are funded through an investment
portfolio, the main donors of which are the Mahindra Group of companies.
Mahindra Education Society:
As part of its Corporate Social Responsibility activities, the Mahindra Group has
established schools near its factories primarily for children of its employees. At
present, the Group has three schools that impart high standards of education -
Mahindra Academy at Malad in Mumbai, Mahindra Academy in Zaheerabad and a
school in Khopoli.The establishment of these schools has not just benefited their
employees but also the community around these schools. Teachers at these schools
are qualified and undergo regular training as well as attend relevant workshops.
Their teaching methodologies are constantly evaluated and modified when
necessary.

Mahindra Foundation:
The Mahindra Foundation has been set up with a specific objective: to provide
medical relief to the poor and needy sections of society. The foundation has helped
patients suffering from cancer, heart ailments as well as burn victims. It has also
been very active during national calamities and disasters and has helped contribute
and mobilise resources. The foundation also extends its support to academia and
other professionals and sportsmen by helping them attend workshops and
conferences overseas.
The Mahindra Group has always been very responsive to any major disaster in
India. Whether it's been the tsunami or the Gujarat earthquake, the Mahindra
family has got together and always provided support either by way of financial
help or by way of sending vehicles, supplying material or manpower.
Environmental Initiatives:

Right from Mahindra products such as vehicles which are

designed meeting International standards of Safety and emission,
to all Mahindra plants across the nation which comply way
beyond necessary environmental regulations by setting new
standards in natural resource conservation, efficient water
management and with the most recent Green IT; Mahindra shows
that it care of planet earth proactively. Mahindra Hariyali, is a
mass tree plantation initiative undertaken by each and every
Mahindra location - be it a Plant/factory setting or a corporate
office. Shramdaan by Mahindra employees (and their families)
themselves and even Mahindra dealers is a major driver of the
initiative. Completely renovated by the Mahindra Group at a cost
of Rs. 6 Lakhs, The Shivaji Garden (near Gateway of India) it now
has pathways for pedestrians as well as new stretches of lawns and flowers. The
Traffic Island Garden (opposite Regal Cinema) has been
completely renovated by the Mahindra Group at the cost of Rs. 1
Lakh. New lamp posts and a variety of plants were put into place
and the fountain was restored to its former glory.

Employee Social Options:

Esops - What is commonly known as Employee Stock Options has a whole new
meaning at the Mahindra Group -

Esops for the Mahindra-ites means sharing a part of

yourself to help the less fortunate. It implies looking
beyond one-self. It means sharing one’s skills to make the
society healthier, cleaner, greener, more literate and hence
more sustainable.
Esops, started in 2005 is a set of social work volunteering options
that are created and implemented exclusively by employees
themselves based on the needs of underprivileged communities
in and around their areas of operation. In a way, it is each
employee’s CSR. “Esops” enables Mahindra workforce to
collectively donate thousands of human hours for various social
projects, in the three focused areas of Education, Health and
Environment, making social work an integral part of their lives.
Since 2005, the numbers of Esops Volunteers across locations has
increased manifold from a just a few hundred volunteers to
14,535 Volunteers (March 2008).

Today Esops activities are being conducted regularly in the following Indian
States –
Andhra Pradesh, Assam, Bihar, Chattisgarh, Goa, Gujarat, Himachal Pradesh,
Jharkhand, Karnataka, Kerala, Madhya Pradesh, Maharashtra, Rajasthan, Tamil
Nadu, Uttar Pradesh, Uttarakhand, West Bengal and Union Territories of Delhi and
Chandigarh.

Nanhi Kali:
Project Nanhi Kali was initiated in 1996 by K C Mahindra
Education Trust (KCMET) with an objective of providing primary
education to the underprivileged girl child in India.

In 2005 KCMET entered into a partnership with Naandi Foundation, a reputed

NGO, to jointly manage the programme. Through this partnership the two not for
profit organizations aim to extend 10 years of quality education to the under
privileged girl children.
Nanhi Kali is a participatory project where individuals, groups and corporates are
encouraged to sponsor the education of a girl child for a minimum period of one
year. To become a guardian of a Nanhi Kali, it costs only Rs. 1800 (for girls
studying in Std 1 – 7) and Rs.2500 (for girls studying in Std 8-10) per girl child,
per annum.
The Nanhi Kali project is working with 25 NGO implementation partners at the
grassroot level to ensure that the girls receive academic and material support. The
K. C. Mahindra Education Trust regularly monitors the NGOs giving technical
inputs where ever required to ensure that quality education is being imparted to all
the Nanhi Kali’s.

COMPANY PROFILE:
Vodafone was formed in 1984 as a subsidiary of Racal Electronics
Plc. Then known as Racal Telecom Limited, approximately 20% of
the company's capital was offered to the public in October 1988.
It was fully demerged from Racal Electronics Plc and became an
independent company in September 1991, at which time it
changed its name to Vodafone Group Plc.

Following its merger with AirTouch Communications, Inc.

(‘AirTouch’), the company changed its name to Vodafone
AirTouch Plc on 29 June 1999 and, following approval by the
shareholders in General Meeting, reverted to its former name,
Vodafone Group Plc, on 28 July 2000.
Vodafone Group Plc is the world's leading mobile
telecommunications company, with a significant presence in
Europe, the Middle East, Africa, Asia Pacific and the United States
through the Company's subsidiary undertakings, joint ventures,
associated undertakings and investments.

The Group's mobile subsidiaries operate under the brand name

'Vodafone'. In the United States the Group's associated
undertaking operates as Verizon Wireless. During the last few
years, Vodafone Group has entered into arrangements with
network operators in countries where the Group does not hold an
equity stake. Under the terms of these Partner Market
Agreements, the Group and its partner operators co-operate in
the development and marketing of global products and services,
with varying levels of brand association.

GLOBAL OPERATIONS:
Vodafone Group has entered into arrangements with network operators in
countries where the Group does not hold an equity stake. Under the terms of these
Partner Market Agreements, Vodafone and its partner operators co-operate in the
marketing of global products and services with varying levels of brand association.
This strategy enables Vodafone to implement services in new territories and to
create additional value to their partners' customers and to Vodafone's travelling
customers without the need for equity investment in these countries.
Similar agreements also exist with a number of the Group’s joint ventures,
associated undertakings and investments (the affiliates).
CORPORATE SOCIAL RESPONSIBILITY:

Vodafone does not treat corporate responsibility (CR) as a gesture or add-on. It is

part of their core business and helps them accomplish sustainable business success.

Their approach to CR is to engage with stakeholders to understand their

expectations on the issues most important to them, and to respond with
programmes and targets, and to communicate regularly and transparently on our
progress.
Content Standards
Helping parents and teachers protect children
Young people are often much more adept at using advanced features of mobile
phones and other digital devices than adults. This means that many parents and
teachers know less than their children about mobiles and online services. This
makes it difficult for them to protect their children from unsuitable online content
or bullying.
Informing parents and teachers
Raising parents' awareness about the malicious use of mobile phones is important,
so they can protect their children from bullies and from inappropriate contact in
chat rooms and social networking sites.
Illegal content
Some content available on the internet is simply illegal. Reporting such content
and blocking sites containing illegal images of children helps stop the 'innocent' or
'curious' accidentally accessing illegal material. This contributes to international
efforts to combat the exploitation of children by paedophile rings that operate
through the internet.
Mobile Theft
Vodafone has established equipment identity registers (EIRs) in most of their
markets. EIRs can be used to block mobiles that are reported stolen using
customer’s phone’s unique 15 digit IMEI number.
If customer report their phone lost or stolen, Vodafone uses the Vodafone EIR to
block its use on the Vodafone network in the home country.
Driving safety
Employee driving safety
Using a mobile phone safely while driving is an
important health and safety issue for Vodafone’s
employees.
Their safe driving toolkit has been
communicated to all local operating companies.
An employee brochure, ‘Are you hands-free?’ also confirms Vodafone’s
commitment to ensuring employees drive safely, and presents the key messages of
their Group standard on mobile phones and driving. In it, they outline their safe
driving rules of the road and provide managers with tips on how to encourage their
team to drive safely. The brochure also details the disciplinary measures that will
be taken against employees using mobiles unsafely while driving.
Vodafone advises people to:
• Never use a handheld mobile phone while driving
• Stop in a safe place to take or make a call
• Use a hands-free kit
• Ask a passenger to dial or answer the phone
• Avoid stressful calls – call back when the car is safely parked
• If in doubt, switch off the phone altogether.
Responsible Marketing
Responsible marketing means making sure Vodafone’s communications are
always legal, decent, fair, honest, truthful and sensitive to the views of different
groups in society.
Responsible Marketing Guidelines
Vodafone’s Responsible Marketing Guidelines set out standards for all Vodafone
marketing and joint marketing with other brands. They cover advertising, direct
marketing, point-of-sale material and also third party mobile advertising on the
Vodafone network.
All their operating companies must comply with the guidelines, in addition to
relevant national regulations and codes.
To ensure their marketing is consistently responsible across the Group, they must
ensure that marketing teams are aware of the Guidelines and understand potential
local concerns in individual markets. They have developed a responsible marketing
checklist to help their marketing teams and creative agencies identify any potential
issues when developing advertising campaigns.
Reusing and recycling mobile phones
Vodafone collects used mobile phones, along with accessories such as batteries,
chargers and headsets. Many are refurbished for reuse. When a handset cannot be
refurbished, it can be broken down into component parts for recycling.
This has many benefits:
• It reduces waste and prevents potentially harmful
substances leaking into the environment from landfill.
• It extends the life of useful components, reducing the need
for energy and raw materials to make new phones.
• It enables people who could not afford a new phone to buy
cheaper, refurbished phones, bringing economic benefits in
developing and middle-income countries.
CLIMATE CHANGE:
As a multinational communications company, Vodafone can play an important role
in helping to tackle climate change. Their climate change strategy has two key
elements:
1. Cut our own emissions by 50% by 2020 (from the 2006/07 baseline).
2. Provide products and services to help customers reduce their emissions.
Reducing the emissions
Limiting their own contribution to climate change is a priority. They aim to
achieve this by improving energy efficiency across the business and by making
greater use of renewably generated energy.

Other environmental impacts:

As part of their climate change strategy, they are replacing end-of-life cooling
systems in their base stations with free cooling (fresh air) systems where possible.
These are also the default choice for new base stations. They expect a reduction in
our use of CFCs and HCFCs as a by-product of this strategy.
They are working to phase out CFCs and HCFCs in accordance with the Montreal
Protocol, an international agreement on the phasing out of ozone-depleting
substances.
COMPANY PROFILE:
PepsiCo entered India in 1989 and has grown to become one of the country’s
leading food and beverage companies. One of the largest multinational investors in
the country, PepsiCo has established a business which aims to serve the long term
dynamic needs of consumers in India.
PepsiCo nourishes consumers with a range of products from treats to healthy eats,
that deliver joy as well as nutrition and always, good taste. PepsiCo India’s
expansive portfolio includes iconic refreshment beverages Pepsi, 7 UP, Mirinda
and Mountain Dew, in addition to low calorie options such as Diet Pepsi, hydrating
and nutritional beverages such as Aquafina drinking water, isotonic sports drinks -
Gatorade, Tropicana100% fruit juices, and juice based drinks – Tropicana Nectars,
Tropicana Twister and Slice. Local brands – Lehar Evervess Soda, Dukes
Lemonade and Mangola add to the diverse range of brands.
The group has built an expansive beverage and foods business. To support its
operations, PepsiCo has 43 bottling plants in India, of which 15 are company
owned and 28 are franchisee owned. In addition to this, PepsiCo’s Frito Lay foods
division has 3 state-of-the-art plants. PepsiCo’s business is based on its
sustainability vision of making tomorrow better than today. PepsiCo’s commitment
to living by this vision every day is visible in its contribution to the country,
consumers and farmers.
Performance With Purpose
Performance with Purpose articulates PepsiCo India's belief that its businesses are
intrinsically connected to the communities and world that surrounds it.
Performance with Purpose means delivering superior financial performance at the
same time as we improve the world.
To deliver on this commitment, PepsiCo India will build on the incredibly strong
foundation of achievement and scale up its initiatives while focusing on the
following 4 critical areas that have a business link and where we believe that we
can have the most impact.
Ms Indra Nooyi , President & CFO, PepsiCo
CORPORATE SOCIAL RESPONSIBILITY:
Conserving the world's most precious asset: Water PepsiCo is committed to
minimising the impact of its business on the environment and recognises that
corporations can play a key role in using scarce resources such as water with care
and responsibility.
While agriculture utilises the bulk of fresh water in India (83%), industry uses 6%
of which the beverage industry uses but a mere 0.04%. But every drop counts, and
PepsiCo India's primary focus in its beverage and snacks plants has been on
conserving water at each stage of the manufacturing process.
Positive Water Balance
In 2003, PepsiCo India embarked on its quest to achieve positive water balance
by 2009. That means PepsiCo India will conserve, recharge, and thus replenish
more water in its plants and in its communities, than the total water it uses to
manufacture beverage products.
The multi-pronged approach comprises awareness, commitment
and metrics, installation of
water recovery equipment and improved water management
practices. Thanks to significant contributions from our beverage
plants, along with the tremendous amount of water recycled
through the starch recovery process used in our snack plants,
PepsiCo reduced water use in manufacturing plants significantly
and in the last two years itself the company has saved over 2
billion litres of water.
Zero Water Discharge
PepsiCo India has adopted processes to treat process water
before returning it to non-potable water uses. For cooling towers,
watering gardens and flushes, water is being reused and the
plants are moving towards becoming a zero discharge facility.
Community Projects

Providing water to surrounding communities has been another key focus area for
PepsiCo India plants in Neelamangala in Karnataka, Palakkad in Kerala, and
Sangareddy and Mamandur in Tamil Nadu. Due to acute water scarcity in these
villages, thousands of villagers had to walk a distance of 1 to 2 kms each way to
collect water. With PepsiCo's support, villagers participated and actively
contributed to the construction of taps, water tanks, bore wells and submergible
pumps in their villages.
The benefits of PepsiCo's community water initiatives in these villages was
tremendous. In Mamandur and Sangareddy, the lives of more than
7,500 community members have become considerably easier. Through the efforts
of the PepsiCo Palakkad plant, clean water was provided to more than 2,000
village members while PepsiCo's Neelamangala plant supported rural water
projects in 2 villages which covered 2,500 people in these locations.
Award winning Zero Waste Management Programme in Pammal, Tamil
Nadu

Effective and environmentally friendly disposal of municipal

waste is a major challenge for local Government bodies. In partnership with the
Government, NGOs and community members, PepsiCo India continues to
implement waste management projects in various districts in the country.
 Despite the creation of a detailed policy on Solid Waste
Management and Handling rules in 2000, very few municipalities in the country
were able to completely comply with these rules. PepsiCo India and EXNORA
effectively implemented a model project in Pammal district in Tamil Nadu that
adhered to the Government policy on waste management. The project created a
visible difference in the local environment of the region.
Frito Lay’s achievements in converting waste to wealth
PepsiCo India’s foods division, Frito Lay, also generates biofuels from waste in its
plants thus reducing methane emission and 875 MT of CO2 emission annually, in
addition to achieving 14% reduction in energy use. New capacity expansion in
plants has been designed to impact further reductions in water, power and fuel.

CONCLUSION:

Each company has its own contribution towards the society. These
companies have taken a number of initiatives for fulfilling their social
responsibility. The steps taken by each company can be summarized in
the following manner:
Mahindra and Mahindra:
The company has formed various trusts for the betterment of education
in the society. Its project Nanhi Kali is an initiative for the protection
and upliftment of girl child. The co. has also formed sports trust for the
promotion of sports.
Vodafone:
The co. has taken initiatives for encouraging safe driving. It has taken
under account the recycling and reusing of the e waste. It has also
decreased its emission in the climate.
PepsiCo:
The co. has taken initiatives for the conservation of water energy. It has
also got tie ups with the farmers for their upliftment. The co. also has
taken initiative to convert waste into wealth.