Lec 1: Business and Society

Dr. Satish M.K

Email: [email protected]
Global Risks
Current Risks
What the Business do?
Energy and air New sources of energy. Less energy intensity. Lower emission
quality levels.

Water, materials and Less water intensity. Lower material intensity (packaging)
waste Recycling system. Efficient waste disposal.

Land, green spaces Increased agricultural productivity.

and biodiversity

Livability Improved health. Higher education. Global access to

information and entertainment (Internet).

Transportation Provide collective (transit) and private mobility.

Development and Sustainable
Development

🞂 “Development” “Sustainable
🞂 Development is about Development”
people, not necessarily
🞂 Development that
the economy.
🞂 Development is a meets the needs of
process. the present without
🞂 Improvement of the compromising the
welfare of the population:
ability of future
🞂 Create an enabling
environment for people. generations to
🞂 Often forgotten in the
immediate concern with the
meet their own
accumulation of commodities needs”
and wealth.
🞂 ( 1987- Bruntland
🞂 Finding ways to satisfy
and improve human Report)
needs.
Sustainable Society
🞂 Population 🞂 Energy
🞂 Lessen population growth and 🞂 Minimize and abolish fossil fuels.
stabilize it (preferably). 🞂 Shift to natural gas as an interim
measure.
🞂 Access to contraception and 🞂 Move to renewable energy sources
family planning (freedom of (hydrogen, solar, wind, geothermal,
choice). biomass and hydroelectric).
🞂 Political and gender equity. 🞂 Alternative transportation modes:
🞂 Access to information and 🞂 Leaning on mass transit, cycling and
walking.
education.

🞂 Economy
🞂 Ecology 🞂 Promotion of efficiency and recycling.
🞂 Restore the biological base (soils, 🞂 Source materials mainly recycled
forests, atmosphere and materials.
hydrosphere). 🞂 Reduce wastes in production,
🞂 Agriculture supporting packaging and distribution.
ecosystems (diversity and organic 🞂 Economy like an ecosystem.
recycling). 🞂 Dematerialization of the economy.
Triple Bottom Line
John Elkington: mid-1990s- Triple Bottom Line
Sustainability Issues
Seventy-four percent of the world’s largest companies now use the
Global Reporting Initiative’s process for tracking and reporting their
sustainability performance
Majority of executives today agree that having a sustainability
strategy is necessary to be competitive.

More and more companies are reporting on their sustainability

performance.

The roster of businesses with multibillion-dollar sustainable business

practices is expanding year by year.

Corporate sustainability is no longer a marginal or money-losing set

of activities.

A vast network of tool makers,

including investors, consumer groups, Civil Regulation on
organizations, coalitions, certifiers, Unsustainable
and platforms, now exists to spur and Practices is increasing:
aid sustainable business practices. Social Media
Thank You
Lec 2 & 3: Sustainable Development
Goals
Dr. Satish M.K
Email: [email protected]
Sustainability
🞂 Not so long ago, sustainability was seen by most companies as
little more than a peripheral “green” issue- reducing energy and
waste, disposal costs, supporting community causes
🞂 But was never central to a company’s core business
🞂 This is changing
🞂 Companies from all sectors are having to confront and adapt to a range
of disruptive forces including globalization, increased urbanization,
competition for raw materials and natural resources
🞂 Revolution in technology is challenging the business models of many
sectors and forcing companies to be more transparent and accountable
for
🞂 Sustainability is moving from corporate side-lines to mainstream
🞂 Fuelled by explosion in online social networking, consumers, NGOs
and media companies are coming under greater scrutiny
Millennium Development Goals

• MDGs aimed at developing countries

• Series of time bound targets for 2015 agreed at 2000 UN Millennium
Summit
India and MDGs
MDG1: ERADICATE EXTREME POVERTY AND HUNGER
Target:
🞂 Halve the proportion of people living in extreme poverty (less than
1 USD a day) in between 1990 to 2015
Status
🞂 The poverty HCR is estimated to reach 18.5 % by 2015 (missing
the target by 3.5 percentage points)

MDG 2: ACHIEVE UNIVERSAL PRIMARY EDUCATION

Target:
🞂 Ensure that by 2015, children everywhere, boys and girls alike will
be able to complete a full course of primary schooling
Status:
🞂 On target, gross enrolment ratio for both boys and girls has
reached 100 percent
India and MDGs
MDG 3: PROMOTE GENDER EQUALITY AND EMPOWER WOMEN
Target:
🞂 Eliminate gender disparity in primary and secondary education
preferable by 2005 and in all levels of education no later than 2015
🞂 Track key element of women’s social, economic and political
participation and guide the building of gender equitable societies
Status:
🞂 Moderately on track. Participation of women in employment and
decision making remains less and disparity is not likely to be
eliminated by 2015
🞂 Country’s Gender Parity Index (GPI) for primary and secondary
education has risen, but achieving GPI for tertiary education
remains a challenge
India and MDGs
MDG 4: REDUCE CHILD MORTALITY
Target:
🞂 Reduce by 2/3 the under-5 mortality rate by 2015
Status
🞂 U5MR declined from 125 per 1000 live births in 1990 to 70
per 1000 live births by 2015, failed to reach the target of 42

MDG 5: IMPROVE MATERNAL HEALTH

Target:
🞂 Reduce by three quarters the maternal mortality rate
between 1990 and 2015
Status
🞂 MMR was 437 per 1 lakh live births in 1990 and the target is
109 by 2015. (currently it is falling short by 26 points)
🞂 Only 62 % of births are institutional births
India and MDGs
MDG 6: COMBAT HIV/AIDS, MALARIA AND OTHER
DISEASE
Target
🞂 By 2015, halt and being the reverse the spread of HIV/AIDS
🞂 By 2015, halt and begin the reverse the incidence of malaria
and other major diseases
Status
🞂 India has made rapid stride in reducing the prevalence of
HIV/AIDS
🞂 Malaria, both in terms of prevalence and death has declined
🞂 India account for 1/5th of global incidence of TB, but has
made progress in halting the prevalence
India and MDGs
MDG 7: ENSURE ENVIRONMENTAL SUSTAINABILITY
Target
🞂 Halve the proportion of people without access to safe drinking
water and basic sanitation
🞂 Integrate the principles of sustainable development into country
policies and programs and reverse the loss of environmental
resources
🞂 Achieve a significant improvement in the lives of at least 100
million slum dwellers by 2015
Status
🞂 Some progress in ensuring environment sustainability
🞂 Forest cover has increased
🞂 Access to drinking water increase from 68 % in 1992 to 84 % in
2008
🞂 People without toilet declined form 70 % in 9992 to 51% in 2008
India and MDGs
MDG 8: DEVELOP A GLOBAL PARTNERSHIP FOR
DEVELOPMENT
Target
🞂 In cooperation with Pharma companies provide access to
affordable essential drugs
🞂 In cooperation with private sector make available the
benefits of new technologies especially information and
communications
🞂 Develop an open, rule-based, non-discriminatory trading
and financial system
Status
🞂 India is a centre for generic drugs
🞂 India has adopted technology in many of public service
delivery
🞂 Penetration of mobile
Sustainable Development Goals

• Launched by UN SDG is a road map for global business growth for the
next 15 years
• For the goals to be reached, everyone needs to do their part:
Goal 1: End Poverty in all its forms everywhere

🞂 By 2030, eradicate extreme poverty for all people everywhere, currently

measured as people living on less than $1.25 a day

🞂 By 2030, reduce at least by half the proportion of men, women and children
of all ages living in poverty in all its dimensions according to national
definitions

🞂 Implement nationally appropriate social protection systems and measures

for all, including floors, and by 2030 achieve substantial coverage of the
poor and the vulnerable

🞂 By 2030, ensure that all men and women, in particular the poor and the
vulnerable, have equal rights to economic resources, as well as access to
basic services, ownership and control over land and other forms of property,
inheritance, natural resources, appropriate new technology and financial
services, including microfinance

🞂 By 2030, build the resilience of the poor and those in vulnerable situations
and reduce their exposure and vulnerability to climate-related extreme
events and other economic, social and environmental shocks and disasters
Goal 2: End hunger, achieve food security and improved
nutrition and promote sustainable agriculture

🞂 By 2030, end hunger and ensure access by all people, in particular the poor and people
in vulnerable situations, including infants, to safe, nutritious and sufficient food all year
round

🞂 By 2030, end all forms of malnutrition, including achieving, by 2025, the internationally
agreed targets on stunting and wasting in children under 5 years of age2

🞂 By 2030, double the agricultural productivity and incomes of small-scale food producers,
in particular women, indigenous peoples, family farmers, pastoralists and fishers

🞂 By 2030, ensure sustainable food production systems and implement resilient

agricultural practices

🞂 By 2020, maintain the genetic diversity of seeds, cultivated plants and farmed and
domesticated animals

🞂 Increase investment, including through enhanced international cooperation, in rural

infrastructure, agricultural research and extension services, technology development

🞂 Correct and prevent trade restrictions and distortions in world agricultural markets

🞂 Adopt measures to ensure the proper functioning of food commodity markets and their
derivatives and facilitate timely access to market information, including on food
reserves, in order to help limit extreme food price volatility
Goal 3: Ensure healthy lives and promote well-being
for all at all ages
🞂 By 2030, reduce the global maternal mortality ratio to less than 70 per 100,000
live births

🞂 By 2030, end preventable deaths of newborns and children under 5 years of age,
with all countries aiming to reduce neonatal mortality to at least as low as 12
per 1,000 live births and under-5 mortality to at least as low as 25 per 1,000 live
births

🞂 By 2030, end the epidemics of AIDS, tuberculosis, malaria and neglected tropical
diseases and combat hepatitis, water-borne diseases and other communicable
diseases

🞂 By 2030, reduce by one third premature mortality from non-communicable

diseases through prevention and treatment and promote mental health and well-
being

🞂 Strengthen the prevention and treatment of substance abuse, including narcotic

drug abuse and harmful use of alcohol

🞂 By 2020, halve the number of global deaths and injuries from road traffic
accidents

🞂
Goal 4:Ensure inclusive and equitable quality education and
promote lifelong learning opportunities for all

🞂 By 2030, ensure that all girls and boys complete free, equitable and quality
primary and secondary education
🞂 By 2030, ensure that all girls and boys have access to quality early childhood
development, care and pre-primary education so that they are ready for primary
education
🞂 By 2030, ensure equal access for all women and men to affordable and quality
technical, vocational and tertiary education, including university
🞂 By 2030, substantially increase the number of youth and adults who have
relevant skills, including technical and vocational skills, for employment, decent
jobs and entrepreneurship
Goal 5: Achieve gender equality and empower all women and
girls

🞂 End all forms of discrimination against all women and girls everywhere

🞂 Eliminate all forms of violence against all women and girls in the public and
private spheres, including trafficking and sexual and other types of exploitation

🞂 Eliminate all harmful practices, such as child, early and forced marriage and
female genital mutilation

🞂 Recognize and value unpaid care and domestic work through the provision of
public services, infrastructure and social protection policies and the promotion of
shared responsibility within the household and the family as nationally
appropriate

🞂 Ensure women’s full and effective participation and equal opportunities for
leadership at all levels of decision-making in political, economic and public life

🞂 Enhance the use of enabling technology, in particular information and

communications technology, to promote the empowerment of women

🞂 Adopt and strengthen sound policies and enforceable legislation for the promotion
of gender equality and the empowerment of all women and girls at all levels
Goal 6: Ensure availability and sustainable management of
water and sanitation for all

🞂 By 2030, achieve universal and equitable access to safe and affordable drinking
water for all
🞂 By 2030, achieve access to adequate and equitable sanitation and hygiene for
all and end open defecation, paying special attention to the needs of women and
girls and those in vulnerable situations
🞂 By 2030, improve water quality by reducing pollution, eliminating dumping and
minimizing release of hazardous chemicals and materials, halving the proportion
of untreated wastewater and substantially increasing recycling and safe reuse
globally
🞂 By 2030, substantially increase water-use efficiency across all sectors and
ensure sustainable withdrawals and supply of freshwater to address water
scarcity and substantially reduce the number of people suffering from water
scarcity
🞂 By 2020, protect and restore water-related ecosystems, including mountains,
forests, wetlands, rivers, aquifers and lakes
🞂 Support and strengthen the participation of local communities in improving
Goal 7:Ensure access to affordable, reliable,
sustainable and modern energy for all
🞂 By 2030, ensure universal access to affordable, reliable and modern energy
services

🞂 By 2030, increase substantially the share of renewable energy in the global

energy mix

🞂 By 2030, double the global rate of improvement in energy efficiency

🞂 By 2030, enhance international cooperation to facilitate access to clean energy

research and technology, including renewable energy, energy efficiency and
advanced and cleaner fossil-fuel technology, and promote investment in energy
infrastructure and clean energy technology

🞂 By 2030, expand infrastructure and upgrade technology for supplying modern

and sustainable energy services for all in developing countries, in particular
least developed countries, small island developing States, and land-locked
developing countries
Goal 8: Promote sustained, inclusive and
sustainable economic growth, full and productive
employment and decent work for all

🞂 Sustain per capita economic growth in accordance with national circumstances and, in particular,

at least 7 per cent gross domestic product growth per annum in the least developed countries

🞂 Achieve higher levels of economic productivity through diversification, technological upgrading

and innovation, including through a focus on high-value added and labour-intensive sectors

🞂 Promote development-oriented policies that support productive activities, decent job creation,

entrepreneurship, creativity and innovation, and encourage the formalization and growth of

micro-, small- and medium-sized enterprises, including through access to financial services

🞂 By 2020, substantially reduce the proportion of youth not in employment, education or training

🞂 Take immediate and effective measures to eradicate forced labour, end modern slavery

🞂 Protect labour rights and promote safe and secure working environments for all workers,

including migrant workers, in particular women migrants, and those in precarious employment

🞂 By 2030, devise and implement policies to promote sustainable tourism that creates jobs and

promotes local culture and products

Goal 9: Build resilient infrastructure, promote
inclusive and sustainable industrialization and
foster innovation
🞂 Develop quality, reliable, sustainable and resilient infrastructure, including regional and

transborder infrastructure, to support economic development and human well-being

🞂 Promote inclusive and sustainable industrialization and, by 2030, significantly raise

industry’s share of employment and gross domestic product

🞂 Increase the access of small-scale industrial and other enterprises, in particular in developing

countries, to financial services, including affordable credit, and their integration into value

chains and markets

🞂 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with

increased resource-use efficiency and greater adoption of clean and environmentally sound

technologies

🞂 Enhance scientific research, upgrade the technological capabilities of industrial sectors in all

countries, in particular developing countries

🞂 Significantly increase access to information and communications technology and strive to

provide universal and affordable access to the Internet in least developed countries by 2020
Goal 10: Reduce inequality within and among
countries
🞂 By 2030, progressively achieve and sustain income growth of the bottom 40 per cent of the

population at a rate higher than the national average

🞂 By 2030, empower and promote the social, economic and political inclusion of all, irrespective

of age, sex, disability, race, ethnicity, origin, religion or economic or other status

🞂 Adopt policies, especially fiscal, wage and social protection policies, and progressively achieve

greater equality

🞂 Improve the regulation and monitoring of global financial markets and institutions and

strengthen the implementation of such regulations

🞂 Facilitate orderly, safe, regular and responsible migration and mobility of people, including

through the implementation of planned and well-managed migration policies

🞂 Implement the principle of special and differential treatment for developing countries, in

particular least developed countries, in accordance with World Trade Organization agreements

🞂 By 2030, reduce to less than 3 per cent the transaction costs of migrant remittances and

eliminate remittance corridors with costs higher than 5 per cent

Goal 11: Make cities and human settlements
inclusive, safe, resilient and sustainable
🞂 By 2030, ensure access for all to adequate, safe and affordable housing and basic services and

upgrade slums

🞂 By 2030, provide access to safe, affordable, accessible and sustainable transport systems for all,

improving road safety

🞂 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated

and sustainable human settlement planning and management in all countries

🞂 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage

🞂 By 2030, significantly reduce the number of deaths and the number of people affected and

substantially decrease the direct economic losses relative to global gross domestic product caused by

disasters, including water-related disasters, with a focus on protecting the poor and people in

vulnerable situations

🞂 By 2030, reduce the adverse per capita environmental impact of cities, including by paying special

attention to air quality and municipal and other waste management

🞂 By 2030, provide universal access to safe, inclusive and accessible, green and public spaces, in

particular for women and children, older persons and persons with disabilities
Goal 12: Ensure sustainable
consumption and production patterns
🞂 By 2030, achieve the sustainable management and efficient use of natural resources

🞂 By 2030, halve per capita global food waste at the retail and consumer levels and reduce

food losses along production and supply chains, including post-harvest losses

🞂 By 2020, achieve the environmentally sound management of chemicals and all wastes

throughout their life cycle

🞂 By 2030, substantially reduce waste generation through prevention, reduction, recycling

and reuse

🞂 Encourage companies, especially large and transnational companies, to adopt

sustainable practices and to integrate sustainability information into their reporting cycle

🞂 By 2030, ensure that people everywhere have the relevant information and awareness

for sustainable development and lifestyles in harmony with nature

Goal 13: Take urgent action to combat climate
change and its impacts
🞂 Strengthen resilience and adaptive capacity to climate-related hazards and

natural disasters in all countries

🞂 Integrate climate change measures into national policies, strategies and

planning

🞂 Improve education, awareness-raising and human and institutional capacity on

climate change mitigation, adaptation, impact reduction and early warning

🞂 Promote mechanisms for raising capacity for effective climate change-related

planning and management in least developed countries and small island

developing States, including focusing on women, youth and local and

marginalized communities
Goal 14: Conserve and sustainability of oceans, seas and
marine resources for sustainable development

🞂 By 2025, prevent and significantly reduce marine pollution of all kinds, in

particular from land-based activities, including marine debris and nutrient

pollution

🞂 Minimize and address the impacts of ocean acidification, including through

enhanced scientific cooperation at all levels

🞂 By 2020, conserve at least 10 per cent of coastal and marine areas, consistent

with national and international law and based on the best available scientific

information

🞂 Increase scientific knowledge, develop research capacity and transfer marine

technology

🞂 Provide access for small-scale artisanal fishers to marine resources and markets
Goal 15: Protect, Restore and promote sustainable use of terrestrial
ecosystems, sustainable manage forests, combat desertification, halt
reverse land degradation and halt biodiversity loss
🞂 By 2020, ensure the conservation, restoration and sustainable use of terrestrial
and inland freshwater ecosystems and their services, in particular forests,
wetlands, mountains and drylands, in line with obligations under international
agreements
🞂 By 2020, promote the implementation of sustainable management of all types of
forests, halt deforestation, restore degraded forests and substantially increase
afforestation and reforestation globally
🞂 By 2030, combat desertification, restore degraded land and soil, including land
affected by desertification, drought and floods, and strive to achieve a land
degradation-neutral world
🞂 By 2030, ensure the conservation of mountain ecosystems, including their
biodiversity
🞂 Take urgent action to end poaching and trafficking of protected species of flora and
fauna
🞂 Enhance global support for efforts to combat poaching and trafficking of protected
species, including by increasing the capacity of local communities to pursue
sustainable livelihood opportunities
Goal 16: Promote peaceful and inclusive societies for sustainable
development, provide access to justice for all and build effective,
accountable and inclusive institutions at all levels

🞂 Significantly reduce all forms of violence and related death rates everywhere

🞂 End abuse, exploitation, trafficking and all forms of violence against and torture

of children

🞂 Promote the rule of law at the national and international levels and ensure equal

access to justice for all

🞂 By 2030, significantly reduce illicit financial and arms flows, strengthen the

recovery and return of stolen assets and combat all forms of organized crime

🞂 Substantially reduce corruption and bribery in all their forms

🞂 Broaden and strengthen the participation of developing countries in the

institutions of global governance

Goal 17: Strengthen the means of implementation and revitalize the
Global Partnership for Sustainable Development

🞂 Strengthen domestic resource mobilization, including through international

support to developing countries, to improve domestic capacity for tax and other

revenue collection

🞂 Mobilize additional financial resources for developing countries from multiple

sources

🞂 Enhance North-South, South-South and triangular regional and international

cooperation on and access to science, technology and innovation and enhance

knowledge sharing

🞂 Promote the development, transfer, dissemination and diffusion of

environmentally sound technologies to developing countries on favourable terms,

including on concessional and preferential terms, as mutually agreed

Base of Economic Pyramid
BoP-Business Case
Concept of Social Business Enterprises

Social Business Enterprise are enterprise owned by the poor

and a cause-driven business. The revenue and profits work
towards improving the livelihoods of poor.

Mohammad Yunus- Nobel Lauereate

Social Business Models
Grameen Telecom
⮚Started in 1997
⮚Owned by Telenor (Norwegian Company) and Grameen Telecom
⮚20.84 million customers
⮚Grameen Bank lends $20 per Entrepreneur woman who operates it as Village Phone in her village
⮚More than 260,000 Village Phones in 55,000 villages of Bangladesh
Grameen-Danone Venture
⮚Danone – European dairy conglomerate with more than $ 13 billion annual turnover
⮚Grameen-Danone venture for manufacturing yogurt in Bangladesh conceived in 2006
⮚Initial investment by Danone $500,000 for factory
⮚Grameen Micro-borrowers buying cows to sell milk to Danone
⮚Micro-vendors to sell the product
⮚Fortified yogurt & milk products to help malnutrition priced @ 7 cents / cup i.e. about Rs 3-4 / cup
⮚50 more such factories to be built
Project Shakti
⮚Started in 2000 in 50 villages of AP
⮚Presently in 15 states
⮚Over 40,000 Shakti Entrepreneurs
⮚Plans to expand it to 100,000 Entrepreneurs covering 500,000 villages and touching the lives of 600
million rural
people by 2010
Thank You
Class 5: History and Evolution of CSR

Dr. Satish M.K

Email: [email protected]
1950-1960s-modern era of social responsibility

🞂 Browmen (1953)-set of principles for corporate to fulfill their

social responsibility. Business have a direct impact on the
quality of life
🞂 1956-Book on corporate giving.
🞂 1959- A moral philosophy for management-moral responsibility
of corporations.
🞂 1960-Growing awareness in society and social responsibilities.
🞂 1960s-PROTEST CULTURE-anti-wars, civil rights, “anti-
establishment”-Vietnam war
🞂 Growing power of businesses in the 1960s
🞂 Firms responsibility goes beyond its economic and legal obligations
🞂 Milton Friedman in 1962 said that firms should limit its role
only to the pursuit of economic benefits. CSR is a waste of
company resources. RESPONSIBILITY OF BUSINESS IS TO
INCREASE ITS PROFITS
197Os-CSR and Management
🞂 1970-First earth day
🞂 Recession
🞂 Publication of Social Responsibilities of business
corporations
🞂 1970s creation of some firms with respect to
social responsibilities
🞂 Bodyshop, Ben & Jerrys
🞂 Carroll (1979) one of the first definitions of social
responsibility- “ The social responsibility of
business encompasses the economic, legal,
ethical and discretionary expectations that society
has of organizations at a given point of time”
1980s’-Operationalization of CSR
🞂 Regulations in many countries – highlights broader
set of responsibilities of corporations
🞂 Term Stakeholder became common
🞂 Thomas M Jones (1980) considered CSR as a
DECISION MAKING PROCESS that influences
corporate behavior
🞂 New Societal Concerns
🞂 Brundtland Commission-definition of sustainable
development
🞂 Chernobyl nuclear disaster
🞂 Inter Government Panel on Climate Change
1990s-Globalization and CSR
🞂 UN earth summit
🞂 United Nations Convention on Climate Change
🞂 Adoption of Kyoto Protocol
🞂 MNCs understood that being social responsible was the safe
way to balance out globalization challenges
🞂 Elkington (1994)-Conceptualized ‘TRIPLE BOTTOM LINE”
2000’s Recognition and Implementation
of CSR
🞂 Companies awarded-Good Corporate Citizens
🞂 United Nations Global Compact principles
🞂 Millennium Development Goals
🞂 2001-European Framework for CSR
🞂 ISO came up with CSR guidelines
2000s-Strategic Approach to CSR
🞂 CSR from a business perspective
🞂 Linking CSR and Strategy
🞂 Porter and Krammer (2006)-Competitive
advantage through CSR
🞂 Strategic CSR
2010’s-CSR and Creation of Share Value
🞂 Porter and Krammer (2011)-Creating Shared Value
🞂 Purpose of Corporate must be redefined as
creating shared value
CSR in India
Background of CSR
🞂 In pre-industrial era mercantile traders took care of their
members, the poor and the needy communities

🞂 During Industrialization, the advent of corporations with the

objective of profit maximization rejected the proposition that
business was responsible for social welfare

🞂 The post-liberalization period expects the business to adopt the

triple bottom line approach as an inseparable part of their strategy
to attain both shareholder value and social value
History of CSR in India: Pre-British Era
🞂 Philanthropy of Indian businesses is deeply rooted in religious
beliefs

🞂 Merchants charity in ancient India took various forms- treasury

chests for the needy, providing relief in times of famine and floods,
provision of drinking water, building temples, water tanks, wells,
supporting schools etc

🞂 Merchants contributed to charity both individually and collectively

🞂 At an individual level they gave alms and food to the poor and
needy, set up traditional schools (pathshalas), constructed night
shelters for poor and travellers, built water tanks, commissioned
artists to prepare religious texts, marriage expenses of poor etc

🞂 There was a strong tradition of charity in almost all the business

communities in India

🞂 Philanthropy has often best been used by merchants to gain

political power, economic advantage, personal status and honour
Pre-Independence Period
🞂 The period between 1850 and early 1900 witnessed business
setting up trusts and endowment funds

🞂 Most important event in this period is the emergence of Mahatma

Gandhi as a political and social leader

🞂 Gandhiji reinterpreted the traditional concept of charity- dana

🞂 Many business families followed Gandhijis footsteps

🞂 Merchant charity began to change from largely being religious-

within community to more secular and inclusive in terms of caste,
creed and community

🞂 Philanthropy also oriented towards bringing progress to society

through Western style modern institutions
Post-independence India
🞂 Industries were termed as Temples of Modern India and
industrialists participated in nation building programmes by setting
up scientific and technical learning institutes

🞂 The emphasis was on vocational and technical training, public

health, power and water supply and the Gandhian social reform
movements

🞂 The credit for integrating social responsibility with the conscience

of business goes principally to business leaders such as JRD Tata,
Ramakrishna Bajaj, Arvind Mafatlal and Kasturbhai Lalbhai

🞂 As champions of free enterprise, they feared that irresponsible

behaviour by the business community would lead the government
to encroach on their freedom

🞂 The felt that business community was an essential ingredient of

the democratic society and it had a duty not only to create wealth
but also to promote the ethical and social goals of the community
Post-independence India
🞂 In 1965, the Seminar on Social responsibilities of business
highlighted the concept of social responsibility. It specified that
business responsibilities comprised:
🞂 Responsibility towards consumers
🞂 Responsibility towards the community
🞂 Responsibility towards employees
🞂 Responsibility towards shareholders and other businesses
🞂 Responsibility towards the state
Post-independence India
🞂 The last decades of the twentieth century witnessed a swing from
charity and traditional philanthropy towards designing
interventions in the area of ecology, consumer education,
developing rural markets etc

🞂 Many old multinationals like ITC, Hindustan Unilever became

indianized and began to feel the same responsibility as the
indigenous businesses
Post-independence India
🞂 Individual companies define CSR in their own limited ways
and contexts, with the end result that all activities
undertaken in the name of CSR are merely philanthropy or
an extension of philanthropy

🞂 Creating trusts and foundations seems to be a favourite

route of CSR practice of Indian firms

🞂 Trusts and foundations work at arms length from the

company, preventing CSR from entering the mainstream
and core business processes
Post-independence India
Four models of CSR coexist in India

🞂 The ËTHICAL MODEL as suggested by Mahatma Gandhi

where companies voluntarily commit to public welfare and
participate in nation building

🞂 The STATIST MODEL propounded by Nehru, which calls for

adopting responsible practices by State Intervention in
economic activities and protecting stakeholders through
legislation

🞂 The LIBERAL MODEL by Milton Friedman, which discusses

CSR being limited to private owners or shareholders

🞂 The STAKEHOLDER MODEL championed by Edward

Freeman which calls for companies to respond to all
stakeholder needs
Section 135 of the Companies Act 2013
Thank You
Class 6: CSR in India

Dr. M.K.Satish
CSR Policy

The policy document should provide a broad framework for

undertaking CSR by the companies.
The CSR Policy should cover the following
🞂 Title and applicability
🞂 Vision, Mission and Objectives
🞂 Guiding principles
🞂 CSR Program areas- Thematic areas to be focused with sub-
areas
🞂 Geographic coverage along with intended target group
🞂 Implementation approach and modalities
🞂 Monitoring and reporting process
Section 135 of the Companies Act 2013
CSR Committee
Schedule VII of the Act- Permissible CSR
Activities
Schedule VII of the Act- Permissible CSR
Activities

Clause XII: Disaster Management, including relief, rehabilitation and

reconstruction activities
Rules to Section 135 of the Companies Act,
2013
Practical Challenges
Setting up Corporate Foundation:
Opportunities vs. Challenges
Options for non-profit foundation-
Setting up Trust, Society or Company
Implementing Project through own
department vs. external NGO
Implementing Project through own
department vs. external NGO
Monitoring of CSR Projects
Monitoring of CSR Projects- M&E across
project lifecycle
Operationalizing CSR
 M&E activities in the Project Cycle
Ongoing programming Done to determine
whether project is
needed

Operational design of
the project
After project completion
to access how the
project has performed
w.r.t to its objectives

Practical planning to
monitor and evaluate
the log-frame

Measurement of initial
conditions

Important reflection
events
Jasani Center for Social Entrepreneurship and
Sustainability, NMIMS Mumbai
Planning and Execution of CSR
Transparency Strategic Level
of Performance • Measure Progress on Issues
• Define & Validate Policy Strategies
to: • Enhance Stakeholder Satisfaction
and Support
• Donors
Operational Level
• Elected Leaders • Drive Change to Implement
• Senior Organizational Strategies
• Ensure Compliance
Management • Achieve Efficiencies
• Improve Cycle Time
• Employees
• Beneficiaries Individual Level
• Partners • Improved Morale/Retention
• Achieve Clarity of Responsibilities
• Government
Thank You
Lecture 7&8-Theories and Models of CSR

Dr. M.K.Satish
Origins of CSR: Theoretical
Perspectives
Set of Theory
CSR: Theories
Approaches Theory

INSTRUMENTAL Focusing on achieving • Maximization of share Milton Friedman

economic objectives holders value
through social activities • Strategies for
competitive
advantages
• Cause related
marketing
POLITICAL Focusing on a • Corporate citizenship The Social contract, Social
responsible use of • Social contract theory justice theory, Andrew
business power in a Carnegie’s Theory and
political arena Enlightened Self Interest
Theory

ETHICAL Focusing on right thing • Stakeholder normative Rights theory, Consequential

to achieve a good theory- moral theory theory (JS Mill); Deontological
society • Universal rights ( moral) theories ( Immanuel
• Sustainable Kant) and the Gandhian
development Trusteeship model is a based
• The common good on ethical theories

INTEGRATIVE Focusing on the • Issues management Stakeholder Management

integration of social • Public responsibility (R.Edward Freeman), Tom
demands • Stakeholder Cannon
management
• Corporate social
performance
INSTRUMENTAL
 Stockholder Theory
Milton Friedman : The Purpose of Business is to make money for the
owner or stockholders.
Business v/s social responsibilities

“The Social
Responsibility of social responsibilities of
Business is to
increase its profits”
the executive:
• Family, conscience, feelings of
The Underlying Ethical charity, church, clubs, city,
principle: Manager has
Fiduciary Responsibility to
country
Owners
Fiduciary responsibility:
The Purpose of Business in not to: ---- To make money for
provide employment, eliminate
discrimination, avoid pollution help the stockholders
community, make life better for
workers
POLITICAL
 Corporate Constitutionalism

• Davis K
• Social Power Equation- Social responsibilities of businessmen
arise from the amount of social power that they have
• Iron law of responsibility-Whoever does not use the social
power responsibility he will loose it

‘Whoever does not use his

social power responsibly will
lose it. In the long run those
The iron law of responsibility
who do not use power in a
refers to the negative
manner which society considers
consequences of the absence of
responsible will tend to lose it
use of power.
because other groups
eventually will step in to
assume those responsibilities’’

If business do not meet the

challenge of social responsibility,
then government reform
legislation will force it to meet its
obligations.
Integrative Social Contract Theory : Donaldson

Societal Expectations of Business: Micro & Macro Social Contract

License to Operate
• Explicit or implicit agreement that are binding within an identified
community.
Corporate Citizenship
🞂 The term “ Corporate Citizenship” was introduced
into the business and society relationship mainly
through practitioners
🞂 -Corporate Citizenship: Social investment or
certain responsibilities assumed towards the local
community
Ethical Theories
Stakeholder Normative Theory
🞂 Considers fiduciary duties towards
stakeholders of the firm
🞂 Stakeholders are those groups who have a
stake in or claim on the firm-Suppliers,
Customers, Employees, Stockholders, Local
Community
Universal Rights
🞂 Framework based on human rights, labour
rights and respect for the environment
🞂 UN Global Compact
Sustainable Development
🞂 Aimed at achieving human development
considering present and future generations
🞂 World Commission on Environment and
Development-Brutland Report
The Common Good
🞂 Oriented towards common good of society
🞂 Individual in society has to contribute to the
common good, because it is part of society
🞂 Business can contribute to common good in
following ways
🞂 Creating wealth
🞂 Providing goods and services in efficient and
fairway
🞂 Contributing to social well being
🞂 Living together in just, peaceful and friendly
conditions
Integrative Theories
Issues Management
🞂 Process for making a corporate response to
social issues
🞂 Issues management attempts to minimize
surprises which accompany social and political
change by serving as an early warning system
for potential environmental threats and
opportunities
🞂 Corporate response to media exposure,
pressure groups and business crisis
Public Responsibility
🞂 Scope of managerial responsibility
🞂 PRIMAY RESPONSIBILITY: Essential Economic task
of the firm
🞂 Locating and establishing facilities, procuring supplies,
engaging employees, marketing etc
🞂 SECONDARY: Consequence of primary activity
Stakeholder Management
🞂 Stakeholders are people affected by corporate
policies and practices
🞂 Stakeholder management tries to integrate
groups with a stake in the firm into
managerial decision making
Corporate Social Performance
🞂 CSP includes a search for social legitimacy
🞂 Basic definition of social responsibility
🞂 Issues in which social responsibility exists
🞂 Philosophy of response to social issues
Thank You
CSR Drivers
Present Drivers for CSR

Corporate Risk
Stakeholde
Environme Manageme
r Consumer Business Attracting Global
nt nt &
manageme Pressure Ethics Employees Values
Manageme Sustainabil
nt
nt ity
Thank You
Class 9 and 10: Creating Shared Value

Dr. M.K.Satish
CSR and Organizations
🞂 CSR has been the main theme in many World Economic Forums
at Davos
🞂 In 2008, Bill Gates brought CSR to the core with his idea of
“Creative Capitalism”-an approach where governments, non-
profits and businesses work together to stretch the reach of
market forces so that more people can make a profit, or gain
recognition, doing work that eases the world’s inequities
🞂 CSR now has moved from strategically disconnected
philanthropic giveaways to an integrated business strategy
🞂 Linked to core business objectives and core competencies
🞂 Also providing positive financial returns for the company as well as
positive social or environmental impact in the world

🞂 Most companies understand that CSR can be good business

strategy but majority of the companies have disconnected CSR
activities unlinked to their business goals and competencies
Creating Shared Value
Creating Shared Value
“We need a more sophisticated form of capitalism, one imbued with a social purpose. But that
purpose should arise not out of charity but out of a deeper understanding of competition and
economic value creation. This next evolution in the capitalist model recognizes new and better ways
to develop products, serve markets, and build productive enterprises.” —Mark Kramer and Michael
Porter
Creating Shared Value
Ways of Creating Shared Value (Porter and
Kramer)

1. Reconceiving products and markets

1. Britannia-Milk Bikis and Tiger (Fortified with
iron)
2. Redefining productivity in the value chain
1. Nestle-Moga Factory (Investment in village
infrastructure-storage, chilling centers,
veterinary aid etc)
3. Enabling local cluster development
1. Novartis-Arogya Parivar (local healthcare
clusters)
Examples-Healthcare and Sanitation
1. Increasing access to medicine and treatment (to increase
availability, affordability, and adoption)
2. Developing medical devices for hard-to-reach populations
(to enable health providers to expand the reach and
quality of their services)
3. Providing access to clean water and improving sanitary
conditions (to reduce the health burden of infectious
diseases)
Example-Agriculture
🞂 Increasing agricultural productivity (to achieve food
security, increase household incomes, and meet growing
industrial demand)
🞂 Creating fair and transparent markets (to empower
farmers economically)
🞂 Collectivizing small and marginalized farmers (to achieve
scale)
Example: Financial Services
🞂 Providing discrete financial products (to address specific
needs unconnected to savings, such as remittances,
insurance, and credit)
🞂 Providing a basic suite of banking products (to give no-frills
access to basic services, including savings accounts)
🞂 Providing financial advisory services (to recommend
tailored and comprehensive products to the poor, including
investments)
CSR and Workplace
CSR at Workplace
🞂 The Workplace pillar is concerned with how a business supports,
engages and motivates their employees
🞂 It looks at issues such as work-life balance, employee health and
wellbeing, diversity and inclusion, organisational culture and
volunteering
🞂 Motivated and engaged employees are more productive and
people prefer to work for employers they can trust
CSR at Workplace
LEGAL ISSUES: FAIRNESS & EQUALITY: HEALTH & SECURITY: LONG-TERM SECURITY:

 Compliance to  Work Ethics  Health insurance  Training &

labor law  Fair and equal  Occupational Development
 Employing promotion for Health  Career Road Map
people with employment  Occupational  Social Security
disabilities vacancies Safety  Pension Payments
 Sick Leaves  Youth-Friendly  Family health  Back Pay
 Last Paycheck Workplace insurance
 Minimum Wage  Gender Equality? at  Occupation
 Appointment the workplace injuries & fatalities
 Termination  Diversity at the  Health education,
 Working hours workplace and prevention
 Maximum  Employee Grievance programs
Working Hours  Maternity Leave
 Timely salary  Female participation
 Severance on boards
Packages  Child Care
 Human  Worker
Trafficking Representation
 Forced Labor (Unions & Councils)
 Child Labor  Human Rights
CSR at Workplace
Ensuring that age, gender, race and health do not limit an employee’s
engagement and success in the workplace
ACTIONS
🞂 Age at Work
🞂 Intergenerational workforce
🞂 Gender Equality
🞂 Women’s success at work
🞂 Race Equality
🞂 Race and cultural diversity
🞂 Wellbeing at Work
🞂 Workplace wellness
CSR at Workplace
6 ways your business can take action on employee
inequality
1. Publish the average pay of male and female employees, and your action
plan to resolve any pay gaps
2. Enforce zero tolerance for bullying and harassment
3. Target and measure diversity in recruitment and progression
4. Ensure all employees responsible for recruitment, pay, and promotion
decisions undergo regular training for bias
5. Sign the “Time to Change” pledge and act to improve mental wellbeing in
the workplace
6. Understand the pension projections for your employees and work out when
they can afford to retire
CSR at Workplace
Recent survey on employee behaviour at workplace

65% of 32% would 70%of millennials strongly 57% Are more 51% Stated that
employees seriously favor companies who are likely to they are most
would seriously consider leaving committed to the community recommend likely to be
consider leaving their job if their when considering job their company satisfied of their
their job if their company gave opportunities. to a friend. employment.
company no/ little money
harmed the to charity.
environment.

- References: CSR Wire's "CSR & Employee Engagement, Does It Mater?", Deloitte Employee Volunteering Survey.
CSR and Organizations
🞂 Think CSR as a corporate strategy and firms should use CSR as
part of their portfolio of business strategies
🞂 Strategic Corporate Social Responsibility-Definition
🞂 A business strategy that is integrated with core business objectives
and core competencies of the firm and from the outset is designed to
create business value and positive social change and is embedded in
day-to-day business culture and operations

THE VALUE OF CSR

🞂 The most proven financial benefits of effective CSR can be
found in the area of human resources and talent
management, reputation and branding and operational cost
savings
🞂 When aligned with business objectives companies are
beginning to see that CSR can bring competitive
differentiation, permission to enter new markets and
favourable positioning in talent and brand wars
CSR and Organizations
🞂 CSR can and should be treated and managed as a core business
strategy just like the strategies of Marketing, talent management
etc
🞂 Timberland have board committees overseeing corporate
responsibility
🞂 Gap takes board members on factory tours in China so they can see
the value of supplier codes of conduct and audits

🞂 CSR can be used as a talent attraction and retention strategy if it

is communicated clearly to current and potential employees
🞂 CSR can be used as a strategy to open up new markets for
energy-efficient products
🞂 CSR can be used to grab market share from competitors if
communicated effectively to customers who care about
environment friendly product lines
Creating a CSR Strategy
🞂 Align CSR Strategy with the firm’s core competencies
🞂 Automobile firms doing CSR on alternative fuel, energy efficiency
etc

🞂 Fully integrate CSR into the culture, governance and strategy

development efforts of the company and into existing
management and performance systems
🞂 J&J measures its employees on both functional job performance and
their performance on J&J’s ethical code
🞂 Wal-Mart while selecting suppliers indexes them on price, quality,
in-stock statistics and sustainability scores

🞂 Develop clear performance metrices or key performance

indicators to measure the impact of CSR strategies
🞂 CSR performance metrices should be internal such as reputation
improvements, gains in market share, grand perception, increased
sales and employee satisfaction
🞂 CSR performance matrices also should be external focused on
society and the environment
Way Ahead: Do we have a Responsibility?

Corporate Individual
Level Level

1
 Need to address these challenges and risks
Within the firm

• Demand for sustainability products

• Resource constraint

Within firm-customer relationship

• Sustainability signals Innovativeness

• Price of sustainability

Within value-chain

• Synergy within partnerships

• Opportunities

Within Industry

• Industry frontrunner and influencing standards

• Industry structure and culture
• SDGs

121
 At the Corporate Level
New markets ▪ Gain access to new markets and market share
New products ▪ Create products to meet unmet social needs and increase differentiation
New customers/
Growth market share ▪ Use sustainability practices to engage consumers
Innovation ▪ Develop cutting edge technology and innovative products and services

Reputation/differentiation ▪ Foster brand loyalty, reputation and goodwill with stakeholders

Operational efficiency ▪ energy and water efficiency, less raw materials needed)
Return
on capital Workforce efficiency ▪ Reduce costs generated by employee attraction and turnover
▪ Develop employees’ skills and increase productivity

Regulatory risk ▪ Mitigate risks by complying with regulatory requirements, industry standards
License to operate ▪ Facilitate uninterrupted operations by locals
Risk
management Supply chain/security of ▪ Secure consistent, long-term, and sustainable access to safe, high quality raw
supply materials and products
Reputational risk ▪ Avoid negative publicity and boycotts

Management Leadership development ▪ Develop leadership skills and improve employee quality
quality
Adaptability ▪ Build ability to adapt to changing political and social situations
 At an Individual Level

🞂 What materially different efforts will be required to initiate

sustainability at workplace and in personal life
🞂 What is the behaviour change I want to see
🞂 How do I position and implement
🞂 Am I seeing the changes I need to see
🞂 How do I engage others
🞂 How do I sustain over time

1
Connecting the Dots…… Creating Value

1
Lec 11: Unilever’s New Global Strategy:
Competing through Sustainability
Competing through Sustainability-
Unilever’s new global strategy
Question 1: What is Unilevers’ Sustainable Living Plan?

🞂 Benefits
🞂 Risks
🞂 Agents involved and their roles
🞂 Shareholders
🞂 Suppliers
🞂 Employees
🞂 NGOs
Question 2: Has the strategy been implemented effectively?

🞂 What has Unilever done effectively

🞂 Identify the problems in implementing the
sustainable living plan-Barriers and Impediments
🞂 Why the resistance to the strategy?
🞂 Is Unilever picking low hanging fruits?
🞂 Are achievement short term?
🞂 How do we institutionalize sustainability
approaches?
Leading Change-Transformational Efforts
ERROR 1: NOT ESTABLISHING A GREAT ENOUGH SENSE
OF URGENCY

🞂 Change efforts begin when some groups/individuals start to look

hard at a company’s competitive situation, market position,
technological trends and financial performance
🞂 The focus on potential revenue drop, patent expires, decline in
margins in core business, emerging market that everyone seems
to be ignoring
🞂 Groups/individuals find ways to communicate this information
broadly and dramatically especially with respect to crisis,
potential crisis or great opportunities
🞂 OVER 50 PERCENT OF COMPANIES FAILS AT THIS STEP
🞂 Hard to drive people out of their comfort zones
🞂 Grossly overestimate that they have already increased the urgency
🞂 Sometimes they lack patience
🞂 Senior employees will become defensive:
🞂 Moral will drop
🞂 Short term business results will be jeopardized
🞂 Stock will sink
🞂 They will be blamed for creating a crisis
ERROR 1: NOT ESTABLISHING A GREAT ENOUGH SENSE
OF URGENCY

🞂 Over 50 percent of companies fails at this step

🞂 Senior management many times have too many managers
but not enough leaders
🞂 Change by definition requires creating a new system which in
turn always demands leadership
🞂 Bad results are both a blessing and a curse in this phase
🞂 Bad results does catch people’s attention but also gives less
manoeuvring room
🞂 With good results, convincing people of the need for change
is much harder, but you have more resources to help make
changes
🞂 Universal human tendency to shoot the bearer of bad news
ERROR 2: NOT CREATING A POWER ENOUGH GUIDING
COALITION

🞂 Major change is impossible unless the head of the

organization is an active supporter
🞂 MAJOR RENEWAL PROGRAMS OFTEN START WITH JUST ONE OR
TWO PEOPLE
🞂 In successful cases, the team tasked with renewal is
powerful- in terms of titles, information and expertise,
reputations and relationships
🞂 Companies who fail at this phase, do not have a history of
team work at the top
ERROR 3: LACKING A VISION

🞂 A vision always goes beyond the numbers that are

typically found in a five year plan
🞂 Without a sensible vision, a transformation effort can easily
dissolve into a list of confusing and incompatible projects
🞂 In failed transformations there were plenty of plans,
directives and programs but no vision
ERROR 4: UNDERCOMMUNICATING THE VISION BY A
FACTOR OF TEN
🞂 THREE PATTERN OF COMMUNICATION
🞂 Holding a single meeting or sending out a single
communication
🞂 Head of organization spends a considerable amount of time
making speeches to employee groups
🞂 More effort into newsletters and speeches
🞂 Transformation is impossible unless hundreds or thousands
of people are willing to help
🞂 In successful transformation efforts, executive use all
existing communication channels to broadcast the vision
🞂 In successful cases of major changes- “WALK THE TALK”
ERROR 5: NOT REMOVING OBSTACLES TO THE
NEW VISION
🞂 Sometimes the obstacle is the organizational structure.
Narrow job categories can seriously undermine efforts to
increase productivity
🞂 Sometimes compensation or performance appraisal
systems make people choose between the new vision and
their own self-interest
🞂 Human resource system many times remain intact even
when they were clearly inconsistent with the new ideas
🞂 Managers feel personally threatened by change and can
become an obstacle
ERROR 6: NOT SYSTEMATICALLY PLANNING FOR AND
CREATING SHORT TERM WINS

🞂 Real transformation takes time and a renewal effort risks

losing momentum if there are no short-term goals to meet
and celebrate.
🞂 Most people don’t go on the long march unless they see
some compelling evidence in 12 to 24 months
🞂 Managers often complain about being forced to produce
short-term wins. When it becomes clear to people that
major changes will take a long time, urgency levels can
drop
ERROR 7: DECLARING VICTORY TOO SOON

🞂 After a few years of hard work, managers may be tempted to

declare victory with the first clear performance improvement
🞂 In few cases, victory was declared and the expensive consultants
were paid and thanked when the first major project was completed
after two to three years. Within two more years, the useful
changes that had been introduced slowly disappeared
🞂 After the celebration is over, the resistors point to the victory as a
sign that the war has been won and the troops should be sent
home.
🞂 Weary troops allow themselves to be convinced that they have
won. Once home, the foot soldiers are reluctant to climb back on
the ships. Soon, change comes to a halt
🞂 Leaders instead of celebrating victories, use the credibility
afforded by short-term wins to tackle even bigger problems.
🞂 They include new re-engineering projects even bigger in size
ERROR 8: NOT ANCHORING CHANGES IN THE
CORPORATIONS CULTURE

🞂 Change sticks when it becomes “the way we do things around

here” when it seeps into the bloodstream of the corporate body
🞂 Until new behaviours are rooted in social norms and shared
values, they are subject to degradation as soon as the pressure
for change is removed
🞂 Two factors important in institutionalizing change in corporate
culture
🞂 Show people how the new behaviour and attitudes have helped
improve performance
🞂 Taking sufficient time to make sure that the next generation of top
management really does personify the new approach
🞂 One bad succession decision at the top of an organization can
undermine a decade of hard work. Poor succession decisions are
possible when board of directors are not an integral part of the
renewal effort
Question 3: What actions should
Unilever take now?
3 possible actions
🞂 “Double down” by pushing ahead on USLP
objectives
🞂 “Hunker down” by scaling back
🞂 “Pivot and refocus” the strategy on the new
partnership based transformational change
agenda
Question 4: How would you go about implementing your
recommendations?
🞂 Students perspective/recommendations
Sustainability lessons from the
frontline
1.What do companies need to know to
implement a sustainable business model?
🞂 Sustainability is more than just a change initiative
🞂 Its more than change management-involves
creating value for all stakeholders in the ecosystem
🞂 Executives need to engage with the entire
organization
🞂 It is iterative and evolves over time
🞂 Usually starts from the CEO and leadership team
🞂 CEO has to lead the change
🞂 Unilever-example of Leadership leading from the
top-”Unilever Sustainable Living Plan”
2.Look at the entire value chain

🞂 Identify leverage points for Plant and People along

the entire value chain
🞂 In a global supply chain there is a need to include
even suppliers
🞂 Opportunity to reduce footprint is often bigger
outside organizational boundaries
🞂 Tools such as carbon- and energy-footprint
analysis and life-cycle assessment help companies
identify the sources of waste in supply chains.
🞂 Unilever-performed an internal measurement
across the value chain of the environmental
impact of the company’s products
3. Make sustainability priority to the Board

🞂 Sustainability management plan suffers because

Company Boards are not on board
🞂 Only 2% of companies had an executive or non-
executive director responsible for sustainability
🞂 To overcome these barriers and engage the
board, the first task is to understand and explain
the board’s oversight role
🞂 Companies may need to appoint new board
members with sustainability expertise or use an
external sustainability advisory group
4. Gain buy-in from undecideds
🞂 Senior leadership and young recruits “get it” —
both are typically much more purpose-driven
than the rest of the organization.
🞂 Big middle layer of “undecideds” that needs to
be brought on board
🞂 The undecided segment of the workforce is fear
of the unknown
🞂 Unilever has a host of young Unilever
Sustainable Living Plan ambassadors who
proactively talk about the plan to colleagues
5. Make sustainability part of every
employees job
🞂 A Balance of rigidity and flexibility helps integrate sustainability
into everyone’s job.
🞂 At Unilever-top management sets the overall company targets, but
specific implementation is left to individual departments and
business units
🞂 Procurement
🞂 Sourcing, supply chain security, CO2 emission, cutting waste in supply
chain
🞂 Innovation and R&D
🞂 Eco-efficiency, life-cycle analysis
🞂 Financing and Investor relationships
🞂 Economic value additions
🞂 Integrated reporting
🞂 Marketing
🞂 Promoting environmental and social benefits of the project
🞂 Brand purpose statements
🞂 Business/Geographic units
🞂 Sustainability initiates according to local requirements
6. Redefine the competitive space by
collaborating
🞂 Tragedy of Commons-No company can solve the
problems alone
🞂 Industry collaborations are required
🞂 World Economic Forum and Consumer Goods
Forum
🞂 Partnership with like minded organizations
Why Monitoring and Evaluation?

Jasani Center for Social Entrepreneurship and Sustainability,

NMIMS Mumbai
Why Monitoring and Evaluation?

How does your organisation tell

the story of what it is trying to
do?

How does your organisation

back up great stories and
anecdotes with hard
evidence?....AND…

How does an organisation

prove and improve what, how
and why they do what they do?

Jasani Center for Social Entrepreneurship and Sustainability,

NMIMS Mumbai
Why Monitoring and Evaluation?

PROVING… IMPROVING….

Data/information Monitor

Analyse/evaluate Actions

Report Recommendations

Jasani Center for Social Entrepreneurship and Sustainability,

NMIMS Mumbai
Why Monitoring and Evaluation?
Strategic Level
Transparency of • Measure Progress on Issues
• Define & Validate Policy Strategies
Performance to: • Enhance Stakeholder Satisfaction and
Support

• Elected Leaders Operational Level

• Senior Management • Drive Change to Implement
Organizational Strategies
• Employees • Ensure Compliance
• Achieve Efficiencies
• Beneficiaries • Improve Cycle Time
• Partners
Individual Level
• Government • Improved Morale/Retention
• Achieve Clarity of Responsibilities

Jasani Center for Social Entrepreneurship and Sustainability,

NMIMS Mumbai
Why is monitoring and evaluation
important?
🞂 Support project/programme implementation
🞂 Accurate evidence based reporting helps takes decisions on the project
🞂 Contribute to organizational learning and knowledge
sharing
🞂 Reflecting and sharing experiences and lessons
🞂 Uphold accountability and compliance
🞂 Check whether or not work has been carried out as agreed
🞂 Provide opportunities for stakeholder feedback
🞂 Especially beneficiaries can provide input
🞂 Promote and celebrate work
🞂 Highlight accomplishments and achievements and build morale

Jasani Center for Social Entrepreneurship and Sustainability,

NMIMS Mumbai
 M&E activities in the Project Cycle
Ongoing programming Done to determine whether
project is needed

Operational design of the

project
After project completion to
access how the project has
performed w.r.t to its
objectives

Practical planning to
monitor and evaluate the
log-frame

Measurement of initial
conditions

Important reflection events

Jasani Center for Social Entrepreneurship and Sustainability,

NMIMS Mumbai
Project Planning Matrix
🞂 4 x 4 matrix
Goal Indicators MOV (Means of Assumptions/Risks
(Objectively verification)
verifiable Indicators
(OVIs)
Purpose Indicators MoVs

Outputs Indicators MoVs

Activities (Inputs) Indicators- MoVs

“Milestones”

Jasani Center for Social Entrepreneurship and Sustainability,

NMIMS Mumbai
Logical Framework

Most logic models incorporate the following elements.

EFFECT
CONTROL

Outcomes Impact
Inputs Activities Outputs
Attitudes Behaviors Conditions

WHY?

HOW

Jasani Center for Social Entrepreneurship and Sustainability,

NMIMS Mumbai
What is monitoring?
Monitoring is the routine collection and analysis of information to track
progress against set plants and check compliance to established standards

KEY MONITORING QUESTIONS

Jasani Center for Social Entrepreneurship and Sustainability,

NMIMS Mumbai
What is Evaluation?
Definition- An assessment of an ongoing or completed project to
determine the relevance and fulfilment of objectives, developmental
efficiency, effectiveness, impact and sustainability

Jasani Center for Social Entrepreneurship and Sustainability,

NMIMS Mumbai
Why Reporting?
🞂 Project/Programme Management
🞂 Guide and improve project implementation
🞂 Learning and Knowledge sharing
🞂 For future projects both within and external
🞂 Accountability and compliance
🞂 How and what work has been completed
🞂 Celebration and Advocacy
🞂 Highlight and promote accomplishments and
achievements and build morale
Information Flows in Project Reporting
Class 13: Cross Sector Partnerships

Dr. M.K.Satish
LEVERAGING THE VALUE OF NGOS
Developing more cost-effective and
impactful corporate sustainability
programs
🞂 NGOs have deep knowledge of functional areas
🞂 Oxfam, Human Rights Watch, WWF etc
🞂 Deep knowledge of environment conservation,
human rights and economic development
🞂 Also technical expertise in project planning,
implementation, monitoring and social marketing
Reconceiving goods and services for
the base of pyramid
🞂 Top Tier-100 million-Per capita income-USD 20,000
🞂 Bottom Tier-4 billion peope-Per Capital Income-USD
2,500
🞂 NGOs have prime market research, in-depth
understanding of people needs, wants and
aspirations
🞂 By working together, they can expand access to
goods and services to understand people
Entering new markets, particularly frontier
markets and developing communities
🞂 NGOs are already on ground working with
local communities
🞂 NGO-Corporate Mutual Synergies can help
develop systems and markets more quickly
🞂 Can achieve greater scale if they go together
Addressing supply chain vulnerability
and development challenges
🞂 80 percent companies expressed concerns about
supply chain resilience. Only 10 percent are
actively managing supply chain risk
🞂 Increased demand on already strained resources
Appealing to socially conscious values to
attract consumers, employees and donors
🞂 Millennials are more than 50% of global
workforce
🞂 Deloitte study found that 2/3rd of them plan on
switching to jobs that align more with their social
values
🞂 Millennials use their purchasing power to support
companies that share their values.