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Executive Summary

This project aims to offer a preliminary case study exploration of the “Corporate social
responsibility” issues being addressed and reported by Jyoti Bhaskar Shinde student of OIM

Corporate Social Responsibility (CSR) is the commitment of business to contribute to

sustainable economic development, working with employees, their families, the community
and society at large to improve quality of life, in ways that are both good for business and
good for development.

Although the contemporary CSR agenda is maturing, the term “CSR” has not yet taken hold
within many public-sector agencies, either in industrial or developing countries. Few
government initiatives have been undertaken explicity as “pro-CSR Initiatives” but
nonetheless many have contributed effectively to the promotion of greater social

There is a significant opportunity for public sector bodies in developing countries to harness
current enthusiasm for “CSR” alongside key public policy goals and priorities to encourage
delivery of results in both respects.

Through an in-depth exploration of the dilemmas challenges, and complexities inherent to

current models of corporate social responsibility, the program will push the frontiers of the
field and bring into focus the next generation of issues facing practitioners.




Corporate social responsibility (CSR) is a business approach that contributes to sustainable

development by delivering economic, social and environmental benefits for all
stakeholders. CSR is a concept with many definitions and practices.

Corporate social responsibility, often abbreviated "CSR," is a corporation's initiatives to

assess and take responsibility for the company's effects on environmental and social
wellbeing. The term generally applies to efforts that go beyond what may be required by
regulators or environmental protection groups.

Corporate Social Responsibility is not a new concept in India, however, the Ministry of
Corporate Affairs, Government of India has recently notified the Section 135 of the
Companies Act, 2013 along with Companies (Corporate Social Responsibility Policy) Rules,
2014 "hereinafter CSR Rules" and other notifications related thereto which makes it
mandatory (with effect from 1st April, 2014) for certain companies who fulfill the criteria as
mentioned under Sub Section 1 of Section 135 to comply with the provisions relevant to
Corporate Social Responsibility.

The term "Corporate Social Responsibility (CSR)" can be referred as corporate initiative to
assess and take responsibility for the company's effects on the environment and impact on
social welfare. The term generally applies to companies efforts that go beyond what may be
required by regulators or environmental protection groups.

Corporate social responsibility may also be referred to as "corporate citizenship" and can
involve incurring short-term costs that do not provide an immediate financial benefit to the
company, but instead promote positive social and environmental change.

Moreover, while proposing the Corporate Social Responsibility Rules under Section 135 of
the Companies Act, 2013, the Chairman of the CSR Committee mentioned the Guiding
Principle as follows: "CSR is the process by which an organization thinks about and evolves
its relationships with stakeholders for the common good, and demonstrates its commitment in
this regard by adoption of appropriate business processes and strategies. Thus CSR is not
charity or mere donations. CSR is a way of conducting business, by which corporate entities
visibly contribute to the social good. Socially responsible companies do not limit themselves
to using resources to engage in activities that increase only their profits. They use CSR to
integrate economic, environmental and social objectives with the company's operations and


Recently notified Companies (Corporate Social Responsibility Policy) Rules, 2014 has
defined the term "Corporate Social Responsibility (CSR)" as follows: "Corporate Social
Responsibility (CSR)" means and includes but is not limited to :

i. Projects or programs relating to activities specified in Schedule VII to the Act; or

ii. Projects or programs relating to activities undertaken by the board of directors of a

company (Board) in pursuance of recommendations of the CSR Committee of the Board as
per declared CSR Policy of the company subject to the condition that such policy will cover
subjects enumerated in Schedule VII of the Act.

Meaning thereby, conducting all those activities which are either specified under Schedule
VII to the Companies Act, 2013 or those which are recommended by the CSR Committee of
the Board as per the CSR Policy and are undertaken by the Board of directors of the
Company will be covered under the scope of activities of Corporate Social Responsibility.


Ministry of Corporate Affairs vide its Notification dated 27th February, 2014 (which shall
come into force with effect from 1st April, 2014) has come up with the modified Schedule
VII which covers wide range of activities which can be undertaken by the Companies as a
part of their CSR initiatives.

The activities involve the following:

 Eradicating hunger, poverty and malnutrition, promoting preventive health care and
sanitation and making available safe drinking water;
 Promoting education, including special education and employment enhancing vocation
skills especially among children, women, elderly, and the differently abled and livelihood
enhancement projects;
 Promoting gender equality, empowering women, setting up homes and hostels for women
and orphans; setting up old age homes, day care centres and such other facilities for senior
citizens and measures for reducing inequalities faced by socially and economically
backward groups;
 Ensuring environmental sustainability, ecological balance, protection of flora and fauna,
animal welfare, agroforestry, conservation of natural resources and maintaining quality of
soil, air and water;
 Protection of national heritage, art and culture including restoration of buildings and sites of
historical importance and works of art, setting up public libraries, promotion and
development of traditional arts and handicrafts;
 Measures for the benefit of armed forces veterans, war widows and their dependents;
 Training to promote rural sports, nationally recognized sports, paralympic sports and
Olympic sports;
 Contribution to the Prime Ministers' National Relief Fund or any other fund set up by the
Central Government for socio-economic development and relief and welfare of the
Scheduled Castes, the Scheduled Tribes, other backward classes, minorities and women;
 Contributions or funds provided to technology incubators located within academic
institution which are approved by the Central Government;
 Rural development projects.

The above mentioned activities constitute the CSR activities and the companies which are
covered under the provisions of Section 135 shall be required to carry out any one or more of
the activities as specified above along with following its CSR Policy.

Benefits of corporate social investment for businesses
The potential benefits of CSR to companies include:

 better brand recognition

 positive business reputation
 increased sales and customer loyalty
 operational costs savings
 better financial performance
 greater ability to attract talent and retain staff
 organisational growth
 easier access to capital


1) Responsibility towards itself: it is the responsibility of each corporate entity run business
and to work towards growth, expansion and stability and thus earn profits. If the corporation
is to achieve social and economic ends, organizational efficiency should be boosted up.

2) Responsibility towards Employees: Employees are the most important part of an

organization. Following are some of the responsibilities which a business entity has towards
its employees-

 Timely payment
 Hygiene environment
 Good and impartial behaviour
 Health care through yoga
 Recreational activities
 Encouraging them to take part in managerial decision

3) Responsibility towards shareholders: It is the responsibility of corporate entity to
safeguard the shareholder’s investment and make efforts to provide a reasonable return on
their investment.

4) Responsibility towards state: Out of the profit available, the state is entitled to a certain
share as per the income tax laws. Utmost transparency has to be exerted regarding the profit
and loss account and the balance sheet.

5) Responsibility towards consumers: The company should maintain high quality standards
at reasonable price. It should resort to malpractices such as boarding and black marketing.

6) Responsibility towards environment: It is the responsibility of the organization to

contribute to the protection of environment. It should produce eco-friendly products.
Moreover, industrial management must be taken care of.

Corporate Social Responsibility (CSR) is:

 An obligation, beyond that required by the law and economics, for a firm to pursue
long term goals that are good for society.
 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 that of the local community and society at large.
 About how a company manages its business process to produce an overall positive
impact on society.

Corporate Social Responsibility:

 Conducting business in an ethical way and in the interests of the water community.
 Responding positively to emerging societal priorities and experience.
 A willingness to act ahead of regulatory confrontation.
 Balancing shareholder interests against the interests of the wider community.
 Being a good citizen in the community.

Is CSR the same as business ethics?

 There is clearly an overlap between CSR and business ethics

 Both concepts concern values, objectives and decision based on something than the
pursuit of profits
 And socially responsible firms must act ethically

Designed to increase its profits so long as it stays will the rules of the game, which is to say,
engages in open and free competition, without deception or fraud [Milton the difference is
that ethics concern individual actions which can be assessed as right or wrong by reference to
moral principles. CSR is about the organization’s obligation to all stakeholders- and not just

There are four dimensions of Corporate Responsibility

 Economic – Responsibility to earn profits for owners

 Legal – Responsibility to comply with the law (society’s codification of right and
 Ethical – Not acting just for profit but doing what is right, just and fair
 Voluntary and Philanthropic – Promoting human welfare and goodwill
 Being a good corporate citizen contributing to the community and the quality of

The debate on social responsibility:

Not all business organization behave in a socially responsible manner.

And there are people who would argue that it is not the job of business organizations to
be concerned about social issues and problems

There are two schools of thought on this issue:

 In the free market view, the job of business is to create wealth with the interests of
the shareholders as the guiding principle

 The corporate social responsibility view is that business organization should be
concerned with social issue

Free market view – a summary

 The role of business is to create wealth by providing goods and services

 There is one and only one social responsibility of business- to use its resources
and engage in activities Friedman, American economist
 Giving money away is like a self-imposed tax.
 Managers who have been put in charge of a business have no right to give
away the money of the owners.
 Managers are employed to generate wealth for the shareholders- not give it
 Free markets and capitalism have been at the centre of economic and social
 Improvements in health and longevity have been made possible by economies
driven by the free market
 To attract quality workers it is necessary to offer better pay and conditions and
this leads to a rise in standards of living and wealth creation
 Free markets contribute to the effective management of scarce resources
 It is true at times the market fails and therefore some regulation is necessary to
redress the balance
 But the correcting of market failure is a matter for government-not business

The free market case against corporate social responsibility

 The only social responsibility of business is to create shareholder wealth

 The efficient use of resources will be reduced if businesses are restricted in how they
can produce
 The pursuit of social goals dilutes businesses primary purpose
 Corporate management cannot decide what is in the social interest
 Costs will be passes on to consumers
 It reduces economic efficiency and profit

 Directors have a legal obligation to manage the company in the interest of
shareholders- and not for other stakeholders
 CSR behaviour imposes additional costs which reduce competitiveness
 CSR places unwelcome responsibilities on businesses rather than on government or

The corporate responsibility view

 Businesses do not have an unquestioned right to operate in society

 Those managing business should from society and on socially created institutions
 There is a social contract between business and society involving mutual obligations
that society and business recognise that they have to each other

CSR as Value Creation –

Corporate social responsibility in a new approach helps company so that considers the
interests of total stakeholders within both organization and society. And also company can
use these interests developing its strategy and duration of implementation. Hence, there are
some approaches that how CSR play as modern approach for value creation.

CSR as Risk Management –

Customers, governments and civil society organizations expect that companies do

business with respect for people and planet. Internationally this is laid down in the OECD
Guidelines for Multinational Enterprises. Companies are demanded to identify, prevent and
reduce CSR risks in their supply chain, upstream and downstream. This is also called ‘due
diligence’ or ‘CSR risk management’.

CSR risk management consists of seven steps:

1. Formulate a CSR policy

2. Map your supply chain
3. Perform a risk assessment
4. Prioritise
5. Collaborate with supply chain partners to address risks
6. Integrate approach in business processes and monitor progress
7. Communicate about policies and progress

CSR as corporate philanthropy –

A company that practices corporate social responsibility (CSR) embraces responsibility for
its actions and, through its activities, positively affects the environment, society, consumers,
employees, communities, and other stakeholders. One type of CSR is philanthropic giving.



Carroll's model synthesizes a range of theories and models summarized in four kinds of
social obligations that together constitute CSR:

• Economic responsibilities are fundamental. Without the foundation of profitability, none of

the other responsibilities are feasible or deliverable.

• Moving up one step, legal responsibilities are the next most important and reflect the way
that society's ethical principles are codified and applied.

• Ethical or moral responsibilities form a higher set of internalized obligations that
encourage workers, managers, and firms to do what is right and avoid doing harm.

• Philanthropic obligations reside at the apex of Carroll's pyramid of corporate social

responsibility, obliging the corporation to act as a good corporate citizen to promote a
generalized social welfare that is crucial to shared quality of life (Carroll, 1991).

These levels are not independent. Carroll sees them as tightly interrelated with a high degree
of interdependence.

Carroll's model is useful because it allows us to map the theories that have been developed
to analyze CSR activities in application to media organizations. Media industry theory
typically prioritizes the economic dimension of media's social responsibilities. The second
group can be summarized as media ethics theories and corresponds to the second level in
Carroll's hierarchy. The third category can be related to media shareholder theories. Finally,
I will argue that the ultimate category—that of the philanthropic or the good corporate
citizen—can be at least partially identified in the work of sustainability media theorists like
Garriga and Mele (2004). In what follows we treat each level in turn.

The first level of theorization focuses on socially responsible activities as tools

for wealth creation. Of course this is significant for any commercial enterprise, but one
needs to understand that even not-for-profit public corporations are nonetheless financial
organizations. Lacking the resources to operate effectively inherently means that no other
aspect of social responsibility is possible for a media firm. The problem, however, is that too
often (and increasingly) this is considered as the only social obligation of media companies.
If that were indeed valid, then it would strongly suggest that the management of media firms
is no different from any kind of firm.

 Economic: The firm being an economic entity, its primary responsibilitiesis to satisfy
economic needs of the society and generation of surplus for rewarding the investors and
further expansion and diversification.
 Legal: The laws of the land and intemational laws of trade and commerce has to be
followed and complied with.

 Ethical: Ethical responsibilities are norms which the society expects the business to
observe like not resorting to hoarding and other malpractices.
 Discretionary: Discretionary responsibilities refer to the voluntary contribution of the
business to the social cause like involvement in community development or other social
projects pertaining to health and awareness of the masses.

2. Ackerman Model (1976)

The model has emphasized on the internal policy goals and there relation to the CSR.
This model defines CSR in three different phases:

First Phase: Top management recognizes social problem

Second Phase: The company appoints staff specialists to look into the issue and find
measures to tackle it.

Third Phase: Implementation of the strategy derived by the specialists

Six strategies in the adoption of CSR-
 Regection strategy
 Adversary strategy
 Resistance strategy
 Compliance strategy
 Accommodation strategy
 Proactive strategy

b) Halal’s Model:
Halal’s return on resource model of corporate performance recognizes the
fact that the corporate social responsiveness is a quite difficult task as no corporate
posture is value free. A firm can only attempt to form a workable coalition among
members having diverse interests, engaged in creating value for distribution among
members of coalition. The social issues may become conflicting beyond a certain

level of economic activity. The coordination between economic and ethical decision
is necessary so that the future and shareholders may be safeguarded

C) Corporate Citizen Model

Corporate citizenship involves the social responsibility of businesses

and the extent to which they meet legal, ethical and economic responsibilities, as
established by shareholders.


 Respect for human rights.

 Respect for the differences of views.

 Diversity & non-discrimination should be the guiding principle.

 Make some social contribution.

 Enter into e dialogue

 Self-realization & creativity.

 Fair dealings & collaboration.

 Feedback from the community.

 Positive value- added

 Long term economic & social development


Cooperative banks are owned by their customers and follow the cooperative principle of one
person, one vote. Co-operative banks are often regulated under both banking and cooperative
legislation. They provide services such as savings and loans to non-members as well as to
members and some participate in the wholesale markets for bonds, money and even
equities.[1] Many cooperative banks are traded on public stock markets, with the result that
they are partly owned by non-members. Member control is diluted by these outside stakes, so
they may be regarded as semi-cooperative.

Cooperative banking systems are also usually more integrated than credit union systems.
Local branches of co-operative banks select their own boards of directors and manage their
own operations, but most strategic decisions require approval from a central office. Credit
unions usually retain strategic decision-making at a local level, though they share back-office
functions, such as access to the global payments system, by federating.

Some cooperative banks are criticized for diluting their cooperative principles. Principles 2-4
of the "Statement on the Co-operative Identity" can be interpreted to require that members
must control both the governance systems and capital of their cooperatives. A cooperative
bank that raises capital on public stock markets creates a second class of shareholders who
compete with the members for control. In some circumstances, the members may lose
control. This effectively means that the bank ceases to be a cooperative. Accepting deposits
from non-members may also lead to a dilution of member control.

Cooperative banking is retail and commercial banking organized on a cooperative basis.

Cooperative banking institutions take deposits and lend money in most parts of the world.

Cooperative banking, as discussed here, includes retail banking carried out by credit
unions, mutual savings banks, building societies and cooperatives, as well as commercial
banking services provided by mutual organizations (such as cooperative federations) to
cooperative businesses.


The cooperative bank is also regulated by the RBI. They are governed by the
Banking Regulations Act 1949 and Banking Laws (Co-operative Societies) Act, 1965.
These banks provide most services such as savings and current accounts, safe deposit
lockers, loan or mortgages to private and business customers.

In India, the Co-operative Banks are required to be registered under the Co-
operative Societies Act, of the concerned state, and regulated by cooperative societies and


The co-operative banks in India have a history of almost 100 years. The co-operative banks
are an important constituent of the Indian Financial System, judging by their role assigned to
them, the expectations they are supposed to fulfill, their number, and the number of offices
they operate. The co-operative movement was originated in the west, but the important that
such bank have assumed in India is rarely paralleled anywhere else in the world. Their role in
rural financing continues to be important event today, and their business in urban areas also
has increased phenomenally in recent years mainly due to the sharp increase in the number of
primary cooperative banks. Co-operative banks in India are registered under the Cooperative
Societies Act.

Establishment of Co-operative Banks in India

The co-operative banks in India are well established financial service organization. The first
legislation on cooperation was passed in 1904. In 1914, the Maclagen Committee envisaged a
three tier structure of cooperative banking, viz., Primary Agricultural Credit Services (PACs)
at the grass root level, Central Co-operative Banks at the district level and State Co-operative
Banks at State level or Apex level. The first urban cooperative bank in India was formed
nearly 100 years back in Baroda. The co-operative banks arrived in India in the beginning of
20th Century as an official effort to create a new type of institution based on the principles of
co-operative organization and management, suitable for problems peculiar to Indian
conditions. These banks were conceived as substitutes for money lenders, to provide timely
and adequate short-term and long-term institutional credit at reasonable rates of interest. In
the formative stage, Co-operative banks were urban co-operative societies run on community
basis and their lending activities were restricted to meeting credit requirements of their
members. The concept of Urban Cooperative Bank was first spelt out by Mehta Bhansali
Committee in 1939 which defined on Urban Co-operative Bank. Provisions of Section 5
(CCV) of Banking Regulations Act, 1949 (as applicable to Co-operative Societies) defined an
Urban Co-operative Bank as a Primary Co-operative Bank other than a Primary Co-operative
Society was made applicable in 1966. 69

 The co-operative banking structure in India is bifurcated into Short term structure and
Long-term structure. While the short-term structure is three tier structures, long-term
co-operative banking structure is the two tier structures as mentioned below:

 Short-Term Co-operative Bank Structure A State Co-operative Bank works at the
apex level (ie. works at state level).
 The Central Co-operative Bank works at the Intermediate Level(i.e., District Co-
operative Banks ltd. works at district level)
 Primary co-operative credit societies at base level (At village level)
 Long-Term Co-operative Bank Structure
 State Co-operative Agriculture and Rural Development Banks (SCARDBs) at the
apex level.
 Primary Co-operative Agriculture and Rural Development Banks (PCARDBs) at the
district level or block level.

Role of Co-operative Banks in India

The co-operative banks in India play an important role even today in rural financing. The
businesses of co-operative banks in the urban areas also 70 have increased phenomenally in
recent years due to the sharp increase in the number of primary co-operative banks. The co-
operative banks are expected to perform some duties, namely, extend all types of credit
facilities to customers in cash and kind, advance consumption loans, extend banking facilities
in rural areas, mobilize deposits, supervise the use of loans etc. The needs of co-operative
bank are different. Co-operative banks in India finance rural areas under: Farming Cattle
Milk Hatchery Personal finance Co-operative banks in India finance urban areas under: Self-
employment Industries Small scale units Home finance Consumer finance Personal finance
3.6 Types & Function of Co-operative Banks, India The co-operative banks are small-sized
units which operate both in urban and non-urban centers. They finance small borrowers in
industrial and trade sectors besides professional and salary classes. Regulated by the 71
Reserve Bank of India, they are governed by the Banking Regulations Act 1949 and banking
laws (co-operative societies) act, 1965. The co-operative banking structure in India is divided
into following 5 categories: Primary Co-operative Credit Society The primary co-operative
credit society is an association of borrowers and non-borrowers residing in a particular
locality. The funds of the society are derived from the share capital and deposits of members
and loans from central co-operative banks. The borrowing powers of the members as well as
of the society are fixed. The loans are given to members for the purchase of cattle, fodder,
fertilizers and pesticides. Central Co-operative Banks These are the federations of primary
credit societies in a district and are of two types-those having a membership of primary

societies only and those having a membership of societies as well as individuals. The funds of
the bank consist of share capital, deposits, loans and overdrafts from state co-operative banks
and joint stocks. These banks provide finance to member societies within the limits of the
borrowing capacity of societies. They also conduct all the business of a joint stock bank.
State Co-operative Banks The state co-operative bank is a federation of central co-operative
bank and acts as a watchdog of the co-operative banking structure in the 72 state. Its funds
are obtained from share capital, deposits, loans and overdrafts from the Reserve Bank of
India. The state co-operative banks lend money to central co-operative banks and primary
societies and not directly to the farmers. Land Development Banks The Land development
banks are organized in 3 tiers namely; state, central, and primary level and they meet the long
term credit requirements of the farmers for developmental purposes. The state land
development banks oversee, the primary land development banks situated in the districts and
tehsil areas in the state. They are governed both by the state government and Reserve Bank of
India. Recently, the supervision of land development banks has been assumed by National
Bank for Agriculture and Rural development (NABARD). The sources of funds for these
banks are the debentures subscribed by both central and state government. These banks do
not accept deposits from the general public. Urban Co-operative Banks The term Urban Co-
operative Banks (UCBs), though not formally defined, refers to primary co-operative banks
located in urban and semiurban areas. These banks, till 1996, were allowed to lend money
only for non-agricultural purposes. This distinction does not hold today. These banks were
traditionally centered on communities, localities, work place groups. 73 They essentially lend
to small borrowers and businesses. Today, their scope of operations has widened
considerably. The origins of the urban co-operative banking movement in India can be traced
to the close of nineteenth century. Inspired by the success of the experiments related to the
co-operative movement in Britain and the cooperative credit movement in Germany, such
societies were set up in India. Co-operative societies are based on the principles of
cooperation, mutual help, democratic decision making, and open membership. Co-operatives
represented a new and alternative approach to organization as against proprietary firms,
partnership firms, and joint stock companies which represent the dominant form of
commercial organization. They mainly rely upon deposits from members and non-members
and in case of need, they get finance from either the District central co-operative bank to
which they are affiliated or from the Apex co-operative bank if they work in big cities where
the apex bank has its Head Office. They provide credit to small scale industrialists, salaried
employees, and other urban and semi-urban residents. Functions of Co-operative Banks Co-
operative banks also perform the basic banking functions of banking but they differ from
commercial banks in the following respects

1) Commercial banks are joint-stock companies under the companies’ act of 1956, or public
sector bank under a separate act of a parliament 74 whereas co-operative banks were
established under the co-operative societies acts of different states.

2) Commercial bank structure is branch banking structure whereas Cooperative banks have a
three tupe setup, with State Co-operative Bank at Apex level, Central / District Co-operative
Bank at district level, and Primary Co-operative Societies at rural level.

3) Only some of the sections of Banking Regulation Act of 1949 (fully applicable to
commercial banks), are applicable to co-operative banks, resulting only in partial control by
RBI of co-operative banks and

4) Co-operative banks function on the principle of cooperation and not entirely on

commercial parameters. 3.7 Credit Structure of Co-operative Banking in India India's co-
operative banking structure consists of two main segments, viz., agricultural and non-
agricultural credit. There are two separate structures in the case of agricultural credit - one for
short and medium term credit and the other for long term credit. The co-operative credit
structure for short and medium terms is a three tier, one with primary agricultural credit
societies at the base level, the central co-operative bank at the district level and state co-
operative bank at the apex level. Over and above these 75 institutions, grain banks are
actively functioning as primary societies in certain states. Though the organisation of central
and state co-operative banks was mainly for the benefit of the agricultural credit sector, they
serve non-agricultural societies too. Primary Agricultural Credit Societies Primary
Agricultural Credit Societies (PACS) are the foundation of the co-operative credit structure
and form the largest number of co-operative institutions in India. Most of these societies have
been organised mainly to provide credit facilities and to inculcate the habit of thrift and
economy among their members. The share capital of a society is divided into units, called
shares, contributed by the members. The most important source of finance of PACS is
members' deposits. Borrowings constitute the most important element of their working
capital. The criteria for borrowings differ from state to state according to their liability.
Punctuality in the repayment of loans has hardly been observed by the members with the
result that there has been a steep rise in the amount of overdues all over the country. In India,
PACS are passing through an era of crisis. Increasing incidence of non-viability is one of the

major setbacks. PACS have made little progress in attracting deposits. In majority of the
cases, the deposits were collected through book adjustments by carving certain portion of
loan 76 amount. The repaying capacity of the PACS has been dwindled considerably,
resulting mounted overdues in the loan outstanding against members. Along with the
increasing volume of business the number of PACS running into loss and the amount of loss
has increased considerably over the years. The important reasons for this situation are:
existence of non-viable and dormant societies, uneven growth of agricultural credit
movement, inadequacy of the quantum of loan supplied by them, defective loan policies,
delay in loan disbursement, inadequate supervision and defective audit, no linking of credit
with marketing, high overdues, ineffective management, neglect of small farmers and
domination of vested interests District Central Co-operative Banks District Central Co-
operative Banks (DCCBs) occupy the middle level position in the three tier co-operative
credit structure of the country. In the beginning of the formation of PACSs, they could not
function effectively without gaining financial support from an outside agency. The formation
of DCCBs was thus a felt need for mutual help. The Co-operative Societies Act of 1912
permitted the registration of DCCBs. Even before the enactment of this Act, some DCCBs
were established to cater to the needs of primary societies. In 1906, forerunner of the first
DCCB was established as a primary society in Uttar Pradesh. At Ajmer in Rajasthan the first
DCCB was 77 established in 1910. But the first full-fledged DCCB as per the provisions of
the Act of 1912 was started in Jabalpur District of the Central Province. The DCCBs are
formed mainly with the objective of meeting the credit requirements of member societies. As
an institution for helping the societies in times of need, they finance agricultural credit
societies for production purposes, marketing societies for marketing operations, industrial
societies for supply operations and other societies for working expenses. In short, the major
objectives of the DCCBs are to provide loans to affiliated societies, to act as a balancing
centre of finance for primary societies, to arrange for the supervision and control of the
affiliated societies, to raise deposits from members and non-members, to convene
conferences of the member societies and also prescribe uniform procedure for the working of
primary societies, to open branches of the bank at important places with the permission of the
Registrar of Co-operative Societies and to maintain and utilise state partnership. Generally,
the area of operation of a DCCB is limited to one district. State Co-operative Banks in India
The State Co-operative Banks (SCBs) or the Apex Banks occupy a crucial position in the
three tier co-operative credit structure in India. These Apex Banks or State Co-operative
Banks are formed by federating DCCBs in each state. The Apex Banks assume a key-position
in the co-operative credit structure because the financial assistance from RBI and the
National 78 Bank for Agriculture and Rural Development are invariably routed through them
3.8 Co-operative Banks in Pondicherry In Pondicherry, banking on modern lines started only
in 1875 when the Banque de l’Indo Chine (Indo-China Bank) was established. When the
Banking-Companies Act 1949 and the Foreign Exchange Regulation Act 1947 were extended
to Pondicherry in 1954, The withdrawal of the Indochina Bank in March 1953 paved the way
for the establishment of Indian Banks. The co-operative movements have taken very deep
roots in Union Territory of Pondicherry since 1953. The co-operative sector to-day has
emerged as one of the vital instruments of Socio-Economic regeneration.

Following are the Cooperative bank in India -

State Cooperative Banks (SCBs)

List of State Cooperative Banks in India:

 Andaman and Nicobar State Co-operative Bank

 Andhra Pradesh State Co-operative Bank

 Arunachal Pradesh State Co-operative Apex Ban

 Assam Co-operative Apex Bank

 Bihar State Co-operative Bank

 Chandigarh State Co-operative Bank

 Chhattisgarh Rajya Sahakari Bank Maryadit

 Delhi State Co-operative Bank

 Goa State Co-operative Bank ltd

 Gujarat State Co-operative Bank

 Haryana State Co-operative Apex Bank

 Himachal Pradesh State Co-operative Bank

 Jammu and Kashmir State Co-operativ Bank

 Jharkhand State Co-operative Bank

 Karnataka State Co-operative Apex Bank Bangalore

 Kerala State Co-operative Bank

 Madhya Pradesh Rajya Sahakari Bank Maryadit

 Maharashtra State Co-operative Bank

 Manipur State Co-operative Bank

 Meghalaya Co-operative Apex Bank

 Mizoram Co-operative Apex Bank

 Nagaland State Co-operative Bank

 Odisha State Co-Operative Bank

 Pondichery State Co-operative Bank

 Punjab State Co-operative Bank

 Rajasthan State Co-operative Bank

 Sikkim State Co-operative Bank

 The Tamil Nadu State Apex Co-operative Bank

 Telangana State Co-Operative Apex Bank Limited

 Tripura State Co-operative Bank

 Uttar Pradesh Co-operative Bank

 Uttarakhand State Co-operative Bank

 West Bengal State Co-operative Bank

Urban Cooperative Banks (UCBs)

List of Scheduled Urban Cooperative Banks in India:

 Apna Sahakari Co-Op Bank Ltd

 Ahmedabad Mercantile Co-Op Bank

 Kalupur Commercial Coop. Bank

 Mehsana Urban Co-Op Bank

 Nutan Nagarik Sahakari Bank

 Rajkot Nagrik Sahakari Bank

 Rajkot District Co-Op Bank

 Sardar Bhiladwala Pardi Peoples Coop Bank

 Surat Peoples Coop Bank

 Rajdhani Nagar Sahkari Bank

 Adhyapaka Urban Co-operative Bank

 Andhra Pradesh Mahesh Co-Op Urban Bank

 Indian Mercantile Co-operative Bank

 Abhyudaya Co-operative Bank

 Bassein Catholic Co-operative Bank

 Bharat Co-operative Bank (Mumbai)

 Bharati Sahakari Bank

 Bombay Mercantile Co-operative Bank

 Citizencredit Co-operative Bank

 Dombivli Nagari Sahakari Bank Ltd

 Goa Urban Co-operative Bank

 Gopinath Patil Parsik Janata Sahakari Bank

 Greater Bombay Co-operative Bank

 Jalgaon Janata Sahakari Bank

 Janakalyan Sahakari Bank

 Janalaxmi Co-operative Bank

 Janata Sahakari Bank

 Junagadh Commercial Co-operative Bank

 Kallappanna Awade Ichalkaranji Janata Sahakari Bank

 Kalyan Janata Sahakari Bank

 Karad Urban Co-operative Bank

 Mahanagar Co-operative Bank

 Mapusa Urban Co-operative Bank of Goa

 Nagar Urban Co-operative Bank

 Nasik Merchant’s Co-operative Bank

 New India Co-operative Bank

 NKGSB Co-operative Bank

 Pravara Sahakari Bank

 Punjab & Maharashtra Co-operative Bank

 Rupee Co-operative Bank

 Sangli Urban Co-operative Bank

 Saraswat Co-operative Bank

 Shamrao Vithal Co-operative Bank

 Solapur Janata Sahakari Bank

 Thane Bharat Sahakari Bank

 The Kapole Co-operative Bank

 TJSB Sahakari Bank

 Zoroastrian Co-operative Bank

 Nagpur Nagrik Sahakari Bank

 Shikshak Sahakari Bank

 Akola Janata Commercial Co-operative Bank

 Akola Urban Co-operative Bank

 Khamgaon Urban Co-operative Bank

 Muneshwra swamy BANK

 Mehsana Urban Co-op Bank Ltd.

 Eenadu Urban Co operative Bank

 Rohit Kataria Co-operative Bank

 Dakshin Barasat Service Co-Operative(Bank) Society Private Limited; Dakshin Barasat

 The Jaynagar Mozilpur People's Co-operative Bank Ltd. Jaynagar Mozilpur

 Sangli District Primary Teachers Bank Ltd, Sangli

 Chartered Mercantile M.B. Ltd, Lucknow, U.P.

 Lic of india staff co operative bank. H.O Pattom Thiruvananthapuram

 Akhand Anand Co-Op Bank

 The Varachha Co-op Bank Ltd., Surat

 The Surat District Co-Op Bank Ltd


 The Bardoli Nagarik Sahakari Bank Ltd

 The City Co-Op Bank Ltd


 GP Parsik Sahakari Bank was started on 21st May, 1972 in a remote village at Kalwa.
 Founder of GP Parsik Bank - Gopinath Shivram Patil and his young energetic
 The bank has achieved Scheduled status in the year 1998 and achieved multi state
status in March 2015.
 The bank has 85 fully computerized branches in
Thane, Mumbai, Navi Mumbai, Raigad, Pune, Nashik, Sangli, Kolhapur districts in
the state of Maharashtra and in Mapusa and Margaon in Goa, Karnataka

 Head Office- Sahakarmurti Gopinath Shivram Patil Bhavan, Parsik Nagar, Kalwa, Thane
 Website –

Milestones, Achievements & Awards
• “Congress Seva Dal” awarded – “ Seva – Bhushan Award 1995-96”.

• Maharashtra State Cooperative Banks Association awarded the “Best Urban Bank


• "Vasantdada Patil Award” for three consecutive years 1995-96, 1996-97, and 1997-98.

• Scheduled Bank Status – 30th January, 1998.

• Parsik Bank got awards for three consecutive years ending 98-99 from Organization called

“Yuvak Mudra”, who organized competition in memory of Rajarambapu patil in regards with

merit and principal of cooperative banks.

• Bris Indiglo has ranked Parsik Bank as follows in their survey for the year 2002-2003.

* First Number in “Overall Ranking” in Thane District.

* Second Number in “Overall Ranking” in all over Maharashtra State.

* Fourth Number in “Safest Category”

• The Maharashtra State Cooperative Banks Association has awarded the trophy

of Padmabhushan

• Vasantdada Patil Award – 2008-09 for Best cooperative bank in konkan region for the

year 2008-09

• Successful Implementation of CBS – 2009

• RTGS, NEFT, Any Branch Banking Service – 2009

• SMS Banking Service – 2009

• Bank got 1st Rank in the category of best bank among Cooperative banks with deposit over

Rs.500 Crores for the year 2009-10 from The Maharashtra Urban Coop. Banks Federation

• Merger of Ichalkaranji Mahila Sahakari Bank Ltd. - 2010

• Centralised outward / Inward clearing - 2010

• Bank got 3rd Rank in the category of best bank among Cooperative banks with deposit over

Rs.500 Crores for the year 2010-11 from The Maharashtra Urban Co-op. Banks Federation

E-Payment Service – 2011

• Personalised Cheque Book Facility - 2011

• Tie - up with NPCI for ATM network sharing under NFS Switch – 2011.

• First Bank in India to launch “RUPAY” ATM Brand of NPCI - 2011

• Bank has bagged National Level " Best Youth Chairman Award " for the year 2013

declared by Banking Frontier. Hon.Chairman Shri.Ranjit Gopinath Patil was felicitated with

the Award by Shri. K. C. Shashidhar, Chief General Manager, NABARD.

• Bank has achieved " BANCO AWARD " i.e First Prize for Best Bank in a group of Co-

operative Banks having deposits between • Rs.1001 crore and Rs. 1750 crore for the year


• Bank offers Insurance in association with The Oriental Insurance Co. Ltd.

• Bank, in association with UTIITSL , has started providing PAN card Services

• Bank has launched Internet Banking Facility and Mobile Banking Facility from 27th





* Bank has won second prize in BANCO AWARD-2014 for Best Bank in the Category of

Deposits upto 3000 crores.

* Bank has achieved MULTI-STATE Scheduled co-op Bank status.

* Bank has started e-lobby services.

* Bank has started e-commerce services.

• Multi State Scheduled Bank Status – 26th March, 2015.

Upcoming Branches:

1. Malad (W), Mumbai

2. Sakinaka,Mumbai

3. Digha,Navi Mumbai

4. Pen,Raigad

5. Shahu Putala, Ichalaranji

6. Jaisingpur, Kolhapur


31/03/2015 (RS. 31/03/2016 (RS. 31/03/2017 (RS.

No. Particulars

No. of
1 77738 82559 88277

2 270157.53 305373.05 362479.29

3 Total Deposits 216783.55 244545.25 297978.32

4 Loans 126704.64 154756.43 177691.03

5 Investments 106874.83 81367.67 98081.95

6 Profit 3066.07 3206.66 4732.17

7 Net N.P.A 0.00% 0.00% 0.00%

8 CRAR 19.47% 20.43% 19.33%

9 Audit Class "A" "A" "A"


In the year 1972 the Government of Maharashtra acquired all agricultural land of 68 villages
of Thane-Belapur belt in Thane district of Maharashtra, for the purpose of setting up a new
city i.e. “New Bombay”. To equip the project affected persons and their family members with
strength and ability, to survive with new urban means of livelihood, it was necessary to
provide them financial assistance. With a view to provide financial assistance, generate
employment and means of livelihood, Late Shri.Gopinathdada Shivram Patil (, LLB),
a great visionary Leader alongwith a group of youngsters of Kalwa village took the initiative
of formation of Urban Co-operative Bank. The bank was named as “Parsik” because active
jurisdiction of bank was the west side area of Parsik Hill, which has range from Kalwa to
Belapur (the famous Parsik Railway Tunnel is situated in the same range). “Parsik” also
means Parshwanath (Lord Shiva), whose temple exists on the hill.

The bank depicts transparency, trust, customer service, excellence and team work as its Core
Values. With the consistent and concerted efforts of all the devoted Directors, employees and
well wishers, the bank achieved “Scheduled Status” on 30th January, 1998. Consequent upon
achieving Scheduled Status the area of operation of the Bank was extended to the entire State
of Maharashtra. The bank had succeeded in opening 14 Branches and 2 Extension Counters
with business-mix of Rs.180.83 Crores which includes deposits of Rs.119.18 Crore and
Advances of Rs.61.65 Crore. The bank showed commendable CASA of 46% and also “Zero”
percent of Net NPA. This percentage was outcome of persistent and dedicated efforts taken
by selfless directors and employees.

Since then, the bank started showing remarkable presence in the Co-operative Banking
Sector. The bank was growing by opening its branches in the districts of Thane, Navi
Mumbai, Raigad, Nashik, Pune and Kolhapur. In 2010, the bank acquired Ichalkaraji Mahila
Sahakari Bank Ltd., Ichalkaranji having 6 branches and saved thousands of deposit holders of
their hard earned money.

The bank became “Multi State Bank” in March, 2015. The bank expanded its operation in the
State of Goa by opening the branches in Mapusa and Madgaon. In 2017, the bank achieved a
milestone business of Rs. 5000 crore consisting of Rs. 3100 crore deposits and Rs. 1900 crore

Advances through 80 fully computerized branches keeping consistent highest percentage of
CASA and Net NPA of Zero Percent.
The bank has strived to achieve a vision of a business-mix of Rs. 10,000 crore through 100
branches by 2020 and also wish to establish a bank giving fully digitalized services. The
Bank is “financially sound and well managed Bank” within RBI definition. It is profit making
since inception and has ‘A’ Audit classification.

The bank has bagged various precious awards from banking as well as IT Sector for its
outstanding achievements in the fields of governance, recovery, leadership and technological


Bank's Vision Statement

Strive To Achieve Highest Level Of Ethical, Efficient And Effective Customer Service With
Robust Technological Support Through Highly Motivated And Committed Professional Staff
With Social Responsibility.

Bank's Mission Statement

Providing Excellent Customer Service with Transparency, Trust And Timely Updated
Technology Through Diversified Products For Consistent Growth Of The Bank And

Bank's Bank Core Values

We believe in cultivating a culture of transparency across our business tributaries. Our honest
and fair business practices make us a preferred name for all our stakeholders.

The greatest wealth we possess is the trust of our customers. We believe in creating long-term
relationships by partnering customers across financial domains and helping them achieve
their financial goals realistically.

Customer Services
For us, customer satisfaction comes above everything else. By introducing new value
additions and by improving existing offerings, we ensure our customers' needs are met in the
best possible manner.

We go to great lengths to ensure the highest standards of banking excellence. We have
committed ourselves to deliver an evolved banking experience through our array of superior
products and services.

We believe in harnessing the true spirit of teamwork in everything we do. By readily sharing
experience, resources and opportunities, we ensure that all our offerings come with a higher
degree of accountability.


Directors Name Designation

Mr. Ranjit Gopinath Patil Chairman

Mr. Narayan Gajanan Gawand Vice Chairman

Mr. Jayram Kashinath Patil Director

Mr. Dashrath Dattu Gharat Director

Mr. Namdev Bhau Patil Director

Mr. Kayyum Rashid Cheulkar Director

Mr. Navnath Maruti Patil Director

Mr. Prakash Nakul Patil Director

Mr. Sanjay Vitthal Popere Director

Mrs. Rajashree Prakash Patil Director

Smt. Shashikala Dashrath Patil Director




According to Bowen (1953), theoretical and empirical researches point to Haward Bowen's
social responsibility of the businessman as primary study that consider and evaluate about
relationship between corporations and society. Some of these researches include (Carroll
1979) and (Aupperle, Carroll et al. 1985). After these researches, most studies concentrate on
the corporate social responsibility in the business and social environment as process and also
focus on application it. For example, using from behavior analysis as a method for solution of
social problem is one of them (Fitch 1976). During 1981s to 1990s, some studies have been
done regarding measurement of the relationship between corporate social responsibility and
financial performance. In these studies have been confirmed the relationship between CSR
and financial performance (Ullmann 1985; McGuire, Sundgren et al. 1988). Most important
study on the 1991s is Carroll's pyramid of corporate social responsibility. This is most
famous example about CSR.

This model focuses on hierarchy of responsibilities and has four levels of responsibilities
including economic, legal, ethical, and philanthropic levels (Carroll 1979). This paper
focuses on it as dimensions of corporate social responsibility for design new framework
because these elements can create value in each level of responsibility for corporations and
society. The Carroll's pyramid revised and 3C-SR model replaced it (Schwartz and Carroll
2003). The 3C-SR model emphasize because of discretionary nature of the social
responsibility, the philanthropic category as not justifiable. Later on the 3C-SR model
modified and shifted toward contemporary impressions of corporate social responsibility as
fundamental to the business system and represented in concepts. Some of the modern models
are triple bottom line including people, planet, and profit and social auditing (Schwartz and
Carroll 2003

Meehan, Meehan et al. 2006). Corporate social responsibility as an extensive concept has
various meaning. Among these terms, corporate social performance, corporate social
responsiveness, stakeholder management, corporate citizenship, and corporate social
responsibility are more common. There are a large number studies that confirmed them
(Carroll 1979; Wood 1991; Turban and Daniel 1996; Stanwick and Stanwick 1998; Maignan,
Ferrell et al. 1999; Shropshire and Hillman 2007). The most important point in these
researches is related to how corporate social responsibility is measured. The three methods
are that contribute in the measuring CSR (McGuire, Sundgren et al. 1988). The first method
is the knowledgeable or specialist evaluations about the policies of corporate. In this method
is very important that access to all scope of the routine and non-routine activities within
corporation and also the expertness of the researchers. As well as the accuracy of this method
depends on these important factors (Abbott and Monsen 1979; Márquez and Fombrun 2005;
Luo and Bhattacharya 2006). The content investigation and examination of annual reports
and documents of corporate is the second method. The content examination is defined a set of
procedures and instructions to create valid deduction from text (Weber 1990; Basil and
Weber 2006). And also content analysis is a technique research-based for creating replicable
and valid deduction from texts to the contexts of their use.

The important advantage of this method is when compared to the other methods
(Krippendorff 2004). The third method that use to measure corporate social responsibility is
the performance of corporation in controlling pollution as a proxy measure.

This method focuses on pollution that one of aspect or dimension of social responsibility.
Therefore, this method is important for industries that pollution is meaningful issue. And also
this factor can be a limitation in measurement process (Chen and Metcalf 1980; McGuire,
Sundgren et al. 1988). This paper points out some research that studied the relations of
corporate social responsibility with other aspects such as financial performance, social and
environmental performance, and so on. About one hundred twenty-seven published studies
between 1970 and 2002 with different measurement methods have been done (Margolis and
Walsh 2003).

In these researches generally two main types of performance in the financial areas for
investigation relationship between CSR and various aspects of corporation performance have
been used. One of the most related studies is financial performance measures based on
accounting that is not suitable method, because has certain difficulties. For instance, it only

exhibits historical company performance that creates through manipulation of the managers
and generates results among companies due to the use from
International Journal of Business and Management Vol. 6, No. 9; September 2011 150 ISSN
1833-3850 E-ISSN 1833-8119 different accounting procedures which cannot be compared.
The positive relationship between CSR and financial performance has been indicated by
some of these researches (Margolis and Walsh 2003). For example, the link between
environmental management practices and financial performance (Montabon, Sroufe et al.
2007) and strong correlation between corporate financial and social and environmental
performance (Orlitzky, Schmidt et al. 2003) are some of these studies. And also some
researches investigate the linkage between company size and corporate social responsibility
(Stanwick and Stanwick 1998; Udayasankar 2008).

These researches generate equivocal results and explore a u-formed linkage managing
corporate performance between the contribution of corporate social responsibility and
company size. According these studies, companies with very small and very large size being
equally motivated to participated in corporate social responsibility with medium-sized
companies being the least motivated (Udayasankar 2008). As a result, according to both
modern stakeholder and agency theory, there is a positive relationship between corporate
social responsibility and financial performance (Cochran and Wood 1984; McGuire,
Sundgren et al. 1988; Waddock and Graves 1997; McWilliams and Siegel 2000).

This is very important for managers that how use from CSR in the modern business world.
Because of the increasing of environmental awareness, increasing of shortage of resources,
and the demand for transparency, managers should move toward using more and more from
CSR so that create value for their organizations and society. The value creation must be as
basic principle until top management design competitiveness strategies.

From the above literature review we can say Research on CSR activities of GP PARSIK
BANK have not been undertaken


This is the first Research Gap due to Lack of research on CSR activities of GP PARSIK

 To know the brief detail about Corporate Social Responsibility
 To learn Corporate Social Responsibility of GP Parsik Sahakari Bank
 To learn SOCIAL activity done by bank to help the society
 To know how the funds are raised for Social activity


After going through this study we will be able to understand the Corporate Social
Responsibility Of Gopinath Patil Parsik Bank



Method of data collection

Data collected is a mixture of both the primary data and secondary data. As this research
was a descriptive and qualitative research primary data is collected by conducting personal
interviews with various employees of different departments, questionnaires were also given
to these employees. Secondary data is collected from its official site as well as from the
annual reports published by them.

Based on the objectives of the study, there are two types of Research:

 Exploratory Research: Exploratory research is conducted when one is seeking

insights into the general nature of a situation, the possible decision alternatives, and
the relevant variables that need to be considered. While conducting my study, I used
exploratory research, which was flexible and was aimed at identifying all the
attributes that provides satisfaction to customers before and after buying a vehicle. I
undertook an intensive review of the automobile industry in India, and screened some
issues which I as a researcher felt needed more clarification or study.

 Descriptive Research: My exploratory research conducted brought out a host of

factors which affects the customers buying attitude. These factors were then filtered to
form a set of the most important alternatives, which might affect a consumer’s and a
retailer’s decision regarding the purchase of vehicle and which brand they prefer. The
purpose was to find an accurate snapshot of the market environment of automobiles.

 Sampling method:

The method used in this kind of research is simple random non-probability sampling
method because the data collected is taken from the employees who were either free or
supposed to give the data.

 Tools and techniques used:

The tools used in this research to collect the primary and secondary data are as follows:

a. Questionnaires- Questionnaires were distributed randomly to employees who were either

free or supposed to feel those questionnaires. The questionnaire distributed was an open
ended questionnaire except for questionnaire given to human resource. Some of the questions
in that questionnaire were closed ended.

b. Personal interviews- Personal interviews were conducted by me by going to GP Parsik

Bank headquarters at Kalwa and tried to understand the process of various CSR activity from

c. Behavior observations- I also observed the behaviors of some employees and if my

observation is right then it is going to help me to eliminate the bias among the opinions of
different informants towards the departments and organization.



Social responsibility of GP Parsik Sahakari Bank

In October, 1985 Late. Gopinath Shivram Patil (, LLB) - The founder of Gopinath
Patil Parsik Janata Sahakari Bank Ltd. & consumer co-operative society had initiated a
proposal to Forest Department, Pune, to sought permission for a Green Initiative project.
Forest Department allotted a hill, called Parsik Hill, which is situated nearby Kalwa Village
and the well known Parsik Railway Tunnel.

Forest Department permitted for the plantation on the Parsik Hill in 1990. For last 25 years
the work of plantation and other related activities like minor irrigation, forest conservation
are going on. Under the guidance of Board of Directors, employees of GP Parsik Bank have
been regularly performing various activities to run this project effectively. Due to their hard
work and consistency, the land admeasuring 70 hectare came under plantation. Once a barren
hill is now covered with more than 1,50,000 trees, which is a huge success.

2. At the request of CIDCO LTD. in the year 1993, Parsik Bank has undertaken the
development of garden on 14 acres of land situated near Belapur in Navi Mumbai area. The
said garden was also named as Parsik Hill Garden. The employees and members of Board has
given their total commitment for the development of garden.

3. Parsik Bank in the year 1998-99 has planted nearly 1200 plants in Kalwa Vitawa region
under scheme called Clean Thane Green Thane, which was initiated by Thane Muncipal
Corporation. It also included decoration of one traffic island and building a bus stop.

4. Other activities
• Educational help
• Medical help
• Building of shed for funeral & other religious activities
• Sports
• Financial assistance to social organizations

5. Bank has maintained a fund called Member Welfare Fund. Every year a considerable
amount is contributed to this fund out of net profit earned by the bank

Corporate Social Responsibility in the year 2013-14

 GP Parsik Bank had conducted Blood Donation Camp On 17th November 2013,
being the “Smritidin” of founder Chairman Late Shri. Gopinath Shivram Patil,
THANCO Bank Karmachari Sangh arranged Blood Donation Camp at Bank's Head
Office, Parsik Nagar, Kalwa. Blood donors including directors, staff and members
participated in the camp and 117 bottles of blood were collected during the camp.
Bank has organized Medical checkup camp for members above 45 years of age and
many types of medical tests of members were undertaken free of cost.

Corporate Social Responsibility in the year 2014-15

 GP PARSIK BANK acknowledges its social responsibilities by donating permissible

percentage of net profit to Social Organisations. During the year, the bank donated `
23,85,000/- to 19 organizations who are committed for social causes.

 During this financial year Jammu and Kashmir faced natural calamity. In response to
an appeal made by Indian Bank’s Association as well as the Prime Minister of India
to extend help for rehabilitation of these affected people the employees of the bank
contributed an amount equivalent to one day Privilege Leave ` 4,88,747/- and the
bank also contributed ` 5,11,253/- total amounting to ` 10,00,000/- to Prime Minister’s
National Relief Fund.

 A Blood Donation Camp was organised on 7th November, 2014 at its Head Office,
Kalwa, Thane. The Blood donners included Directors, Officers and Staff who donated
102 bottles of blood. The above programme was organised by Thanco Bank
Karmachari Sangh, Thane, Unit Gopinath Patil Parsik Janata Sahakari Bank Ltd.

 The bank also organized Medical Check-up Camp for members above 45 years of
age free of cost on 7th November, 2014 at its Head Office, Kalwa, Thane.

 The Bank organized training programme for members as per the revised bye laws
commensurate with 97th constitutional amendment.

 The bank has also given financial help for education to the dependents of the
members. During the year ` 72,000/- was given to 27 students.

 The bank has given 4,58,500/- to 41 shareholders towards medical assistance during
the year.

 The Bank arranges cricket tournament every year for the employees. Most of the
employees participated in tournament and showed their talent. The Bank’s Head
Office – IT Dept. team achieved first prize in Cricket competition and won Late
Gopinath Patil Smruti Chashak with efforts of All-rounder Sachin Madhavi (Man of
the Series) and our Bhiwandi Branch won Second prize. A limited overs Inter Bank
Cricket Tournament organised by Sahakarmurti Gopinathdada Patil Foundation on
memory of “Late Gopinath Patil Saheb”. Total 15 Banks teams were participated in
Inter Bank Cricket Tournament i.e. Reserve Bank of India, NKGSB, DNSB, TJSB,
Apana Sahakari Bank, Chembur Nagrik Sahakari Bank, Vasai Vikas Sahakari Bank
etc. Our Bank won the first prize by defeating Vasai Vikas Sahakari Bank Ltd., by
three runs and Sahakarmurti Gopinath (Dadasaheb) Patil Smruti Chashak was
accepted by Captain Mr. Kiran Madhavi and his teammates with Trophy and Cash
prize. The Best Batsman – Roshan Patil (GP Parsik Bank), Best Bowler – Manas Raut
(Vasai Vikas Sahakari Bank Ltd.), Best Fielder - Sumit Ghadigaonkar (RBI), All-
rounder Player – Rahul Thakur (GP Parsik Bank) were honoured by bouquet, Trophy
and Cash prize.

 Afforestation: The Bank’s founder Chairman, Late Shri. Gopinath S.Patil, had
immensely contributed for environmental, social, educational and other important
sectors. He has inspired many of his associates for forestation. Along with them and
with the help of Sahakar Bazar Kalwa, more than 1.5 lac trees are being planted on
Parsik Hill. The bank has also planted trees on both sides of the road at Kalwa,
Vitawa and Parsik Nagar which gives pleasant view to all of us. Today forestation is
the necessity to contain Global Warming. Shri. Bharat Pandurang Mhatre, Deputy
General Manager who retired from 1st April, 2015 has decided to devote his time for
taking care of this project.

Corporate Social Responsibility in the year 2015 -16

 GP PARSIK BANK acknowledges its social responsibilities by donating permissible

percentage of net profit to Social Organisations. During the year, the bank donated `
21,50,000/- to 21 organizations who are committed for social causes.

 A Blood Donation Camp was organized on 7th November, 2015 at its Head Office,
Kalwa, Thane, by GP Parsik Banks Employees & Officers Association.

 The bank also organized Medical Check-up Camp for members above 45 years of age
free of cost on 7th November, 2015 at its Head Office, Kalwa, Thane.
 The bank has also given financial help of ` 76,000/- to 31 students for education to the
dependents of the members.

 The bank has given ` 2,31,000/- to 25 shareholders towards medical assistance during
the year.

 The Bank arranges cricket tournament every year for the employees. A limited overs
Inter Bank Cricket Tournament was organised by “Sahakarmurti Gopinathdada Patil
Foundation” in memory of ‘Late Gopinath Patil Saheb’. Total 16 Banks teams
participated in Inter Bank Cricket Tournament. The Saraswat Co.Op. Bank Ltd., won
first prize and Reserve Bank of India won second prize.

 Afforestation :TheBank’s founder Chairman, LateShri. GopinathS.Patil, had

immensely contributed for environmental, social, educational and other important
sectors. He has inspired many of his associates for forestation. Along with them and
with the help of Sahakar Bazar Kalwa, more than 1.5 lakh trees are being planted on
Parsik Hill.

 The bank has also planted trees on both sides of the road at Kalwa, Vitawa and Parsik
Nagar which gives pleasant view to all of us. Today forestation is the necessity to
contain Global Warming

Corporate Social Responsibility in the year 2016 -17

 GP PARSIK BANK acknowledges its social responsibilities by donating permissible

percentage of net profit to Social Organisations. During the year, the bank donated `
18,25,000/- to 16 organizations who are committed for social causes.

 A Blood Donation Camp was organized on 7th November, 2016 at its Head Office,
Kalwa, Thane, by GP Parsik Banks Employees & Officers Association.

 The bank also organized Free Medical Check-up Camp for members above 45 years
of age on 7th November, 2016 at its Head Office, Kalwa, Thane.

 The bank has also given financial help of ` 46,000/- to 20 students for education to the
dependents of the members.

 The bank has given ` 1,13,000/- to 14 shareholders towards medical assistance during
the year.

 The Bank arranges cricket tournament every year for the employees. A limited overs
Inter Bank Cricket Tournament was organised by “Sahakarmurti Gopinathdada Patil
Foundation” in memory of ‘Late Gopinath Patil Saheb’. Total 16 Banks teams
participated in Inter Bank Cricket Tournament. Reserve Bank of India won first prize
and Bassein Catholic Co-operative Bank won second prize.

 The bank participated and contributing during “TRAFFIC SECURITY WEEK” at

Thane educate driver on safety measures.

 Afforestation : The Bank’s founder Chairman, Late Shri. Gopinath S.Patil, had
immensely contributed for environmental, social, educational and other important
sectors. He has inspired many of his associates for forestation. Along with them and

with the help of Sahakar Bazar Kalwa, more than 1.5 lakh trees are being planted on
Parsik Hill.

 The bank has also planted trees on both sides of the road at Kalwa, Vitawa and Parsik
Nagar which gives pleasant view to all of us. Today forestation is the necessity to
contain Global Warming.




Banking sector in India is showing interest in integrating sustainability into their business
models but its CSR reporting practices are far from satisfaction. There are only a few banks
which report their activities on triple bottom line principles. As a matter of fact, the standards
for rating CSR practices are less uniform in comparison to that for financial rating. This leads
to problem in comparison of corporate houses and determining the CSR rating. The study
found out that among the reporting banks also, some banks are making false gestures in
respect of their efforts for socioenvironmental concerns. Most of the Banks use CSR practices
as a marketing tool and many are only making token efforts towards CSR in tangential ways
such as donations to charitable trusts, NGOs, sponsorship of events, etc. Very few banks have
a clearly defined CSR philosophy. Mostly banks implement CSR in an ad-hoc manner,
unconnected with their business process and don’t state how much they spend on CSR
activities. Further voluntary actions are required to be taken by the financial bodies to ensure
the socio-environmental feasibility of projects to be financed. Indian banking sector must also
portray their socially responsible behaviour through integrating triple bottom line
principle.Financial Institutions can do a lot to assist efforts for social responsibility and
achieve sustainability. Banks must also provide appropriate training to its employees on
environmental and social risks in lending to ensure that climate change is taken into account
in corporate banking decisions.





1. What are the CSR activities of GP Parsik Bank?

2. How do they raise funds for social activity?
3. How do they manage their social responsibility every year?