CORPORATE PHILAMTHROPY Means Minting Billions! Killing Millins! As the Country is Opened Up!UID is for the CORPORATE, by the CORPORATE and of the CORPORATE!

Corpoarte Social Responsibility is the other side of the COIN named Maoist Menace and HINDU Shafron Teror which Consists of AFPSA, Operation Green Hunt, Military Option with Zero Tolerance,Ethnnationalism as projected in AMACHI Mumbai, Insurgency as in the North East and Kashmir, Intense hatred campaigning against SC, ST, BC, OBC and Converted minorities as well as America`s war against Terror, Indo US Nuclear Deal, defence Budget Hike and Defence Deal scams, IPL Casino and Commonwealth games, Neera Radia Tapes and 2 G , 3G and 4G scams and EXCLUSION of the Majority Masses from the Exclusive Economy!

Troubled Galaxy Destroyed Dreams, Chapter 576

Palash Biswas

http://indianholocaustmyfatherslifeandtime.blogspot.com/

http://basantipurtimes.blogspot.com/

CORPORATE PHILAMTHROPY Means Minting Billions! Killing Millins! As the Country is Opened Up!

It Never does mean as The effort or inclination to increase the well-being of humankind, as by charitable aid or donations!AsLove of humankind in general!As Something, such as an activity or institution, intended to promote human welfare!
Over 1 lakh cr has been eroded from market value of the country's ten biggest companies alone, which include blue chips like RIL, ONGC, TCS, Infosys, Coal India and SBI.

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Indian companies are now expected to discharge their stakeholder responsibilities and societal obligations, along with their shareholder-wealth maximisation goal.

Nearly all leading corporates in India are involved in corporate social responsibility (CSR) programmes in areas like education, health, livelihood creation, skill development, and empowerment of weaker sections of the society.

Notable efforts have come from the Tata Group, Infosys, Bharti Enterprises, ITC Welcome group, Indian Oil Corporation among others.

Corporate Social Responsibility is nothing but a marketing Strategy to push Economic Reforms to MINT Billions for the India Incs and LPGH Mafia.

The Mines and Minerals draft Bill to share 26 percent with the Tribal people is an example where the main agenda is to KILL the resistance against Land Acquisition, illegal Mining, Gang rape with Nature and Ethnic Cleansing of the Nature associated Aboriginal Indigenous communities!

Environment Protection hype and Environmental Legislation as Sea coast and Mangrove forest conservation, Forest Rights Act do mean to clear the decks for SEZ, PCPIR and Nuclear Power Plant.

Oilfields have been sold out as Shale Gas wells have been Drilled in India.

The super Slave Prime Minister Dr Manmaohn singh of India Incs LPG Mafia Governemnt orders to take a final decision on VEDANT Cairns Oil Project while Orissa Chief Minister Biju Patnaik simply plays a Marketing Agent of TATA, PASCO and VEDANT!

The Marxist Gestapo Government of Zionsit Brahaminical Genocide Ethnic Cleansing Manusmriti Culture has created Unprecedented Rivers and streams of BLOOD all over the state all on the name of urbanisation, industrialisation and development with so called Corporate Social responsibility!

Corpoarte Social Responsibility is the other side of the COIN named Maoist Menace and HINDU Shafron Teror which Consists of AFPSA, Operation Green Hunt, Military Option with Zero Tolerance,Ethnnationalism as projected in AMACHI Mumbai, Insurgency as inNorth East and Kashmir, Intense hatred campaing against SC, ST, BC, OBC and Converted minorities as well as america`s war against Terror, Indo US Nuclear Deal, defence Budget Hike and Defence Deal scams, IPL Casino and Commonwealth games, Neera Radia Tapes and 2 G , 3G and 4G scams and EXCLUSION of the Majority Masses from the Exclusive Economy!

UNique Identity AADHAR Project is another example of PHILANTHROPY as well as PRIVATE PUBLIC Partnership meaning Corpoarte Raj which controls the Money allocate in Plans and Budgets on the name of Social Responsibility!

UID is meant for Survilience of Citizens` Privacy and INSTITULISING Individual Secret Information Collections to ensure Success of marketing Strategy and Political Equations! Whereas Government of India Incs is concerned to Protect Corporate Privacy to Cover up all kinds of SCAMs, Lobbying and CUT Money, Manipulation and Tax Evasions not to mention the Economic Anti national Crimes!

UID is for the CORPORATE, by the CORPORATE and of the CORPORATE!

The 2010 list of Forbes Asia's '48 Heroes of Philanthropy' contains four Indians. The 2009 list also featured four Indians. India has been named among the top ten Asian countries paying increasing importance towards corporate social responsibility (CSR) disclosure norms. India was ranked fourth in the list, according to social enterprise CSR Asia's Asian Sustainability Ranking (ASR), released in October 2009.
According to a study undertaken by an industry body in June 2009, which studied the CSR activities of 300 corporate houses, corporate India has spread its CSR activities across 20 states and Union territories, with Maharashtra gaining the most from them. About 36 per cent of the CSR activities are concentrated in the state, followed by about 12 per cent in Gujarat, 10 per cent in Delhi and 9 per cent in Tamil Nadu.
The companies have on an aggregate, identified 26 different themes for their CSR initiatives. Of these 26 schemes, community welfare tops the list, followed by education, the environment, health, as well as rural development.
Further, according to a study by financial paper, The Economic Times, donations by listed companies grew 8 per cent during the fiscal ended March 2009. The study of disclosures made by companies showed that 760 companies donated US$ 170 million in FY09, up from US$ 156 million in the year-ago period. As many as 108 companies donated over US$ 216,199, up 20 per cent over the previous year.
Although corporate India is involved in CSR activities, the central government is working on a framework for quantifying the CSR initiatives of companies to promote them further. According to Minister for Corporate Affairs, Mr Salman Khurshid, one of the ways to attract companies towards CSR work is to develop a system of CSR credits, similar to the system of carbon credits which are given to companies for green initiatives.
Moreover, in 2009, the government made it mandatory for all public sector oil companies to spend 2 per cent of their net profits on corporate social responsibility.
Besides the private sector, the government is also ensuring that the public sector companies participate actively in CSR initiatives. The Department of Public Enterprises (DPE) has prepared guidelines for central public sector enterprises to take up important corporate social responsibility projects to be funded by 2-5 per cent of the company's net profits.
As per the guidelines, companies with net profit of less than US$ 22.5 million will earmark 3-5 per cent of profit for CSR, companies with net profit of between US$ 22.5 million - US$ 112.5 million, will utilise 2-3 per cent for CSR activities and companies with net profit of over US$ 112.5 million will spend 0.5-2 per cent of net profits for CSR.

Just read Economic Times to assess the mood of India Incs and LPG Mafia!
10 JAN, 2011, 06.26AM IST,ET BUREAU

ET Awards: India's wealth creators ready to take philanthropy to next level

They cheered as the country opened up, they minted billions in the free enterprise that thrived thereafter, and they've even lived through a global recession. Now, this entire generation of India's biggest wealth creators, celebrated every year for the past 12 at The Economic Times Awards for Corporate Excellence, is finally ready to take their philanthropy to the next level.

Their new courage and compassion to give has emerged two decades after liberalisation. This, says Bharti Group Chairman Sunil Mittal , is because these leaders — comprising new entrepreneurs and old business families — are now confident about the "sustainability of wealth creation".

His statement at the ET Awards on Saturday night found many takers at the power gathering, comprising a battery of top cabinet ministers led by Finance Minister Pranab Mukherjee and a galaxy of India's top corporate names.

Mukherjee was joined by Environment Minister Jairam Ramesh , HRD and Telecom Minister Kapil Sibal, Corporate Affairs Minister Salman Khurshid, Maharashtra Chief Minister Prithiviraj Chavan and some 350 CEOs including Anil Ambani, Deepak Parekh, Chanda Kochhar, Rahul Bajaj, Kumar Mangalam Birla, Ravi Ruia, Adi Godrej and Uday Kotak.

Mittal was part of a panel discussion on giving. HCL Technologies Chairman Shiv Nadar, Harvard Business School Dean Nitin Nohria and Khurshid were the other panelists. The discussion was moderated by philanthropist Rohini Nilekani.

India is on the threshold of witnessing "dramatic changes in philanthropy", primarily because of a sea change in perceptions of wealth, its creation, and distribution. A brave clutch of tech entrepreneurs, including Wipro chief Azim Premji , Nadar and Mittal, and a bunch of professionals, including Vineet Nayar of HCL Technologies, Vineet Nayyar of Tech Mahindra and JP Morgan's India head Kalpana Morparia are among the new generation of givers.

Premji has given Wipro stock worth almost $2 billion, Nadar has pledged 10% of his wealth for philanthropy, and Mittal's family, which is now educating 30,000 under-privileged children, wants to take that number to 100,000. The professionals have given cash donations or sizeable chunks of their stock options.

"The size of (these) philanthropic endowments has changed remarkably in 2010, making the world sit up and take notice," Mukherjee, the chief guest for the evening, told the audience. "I greatly appreciate this promotion of a larger social development agenda by Corporate India."

This is leading to a "great hope" that a new generation of philanthropists will emerge from India, Nohria said. They will not just be business leaders, but will give on the same scale as Ford, Rockefeller and Carnegie, he added.

Khurshid, who dwelt on corporate social responsibility, put things in perspective, pointing out that it's not only what a company does after it does business that matters, but how it does business.

He said his ministry would not make it mandatory for companies to spend a certain percentage of their profits on CSR, but would encourage companies to disclose CSR spends, thus creating positive 'peer pressure'. He also mooted the idea of 'CSR Credits', along the lines of carbon credits.

They cheered as the country opened up, they minted billions in the free enterprise that thrived thereafter, and they've even lived through a global recession. Now, this entire generation of India's biggest wealth creators, celebrated every year for the past 12 at The Economic Times Awards for Corporate Excellence, is finally ready to take their philanthropy to the next level.

Their new courage and compassion to give has emerged two decades after liberalisation. This, says Bharti Group Chairman Sunil Mittal, is because these leaders — comprising new entrepreneurs and old business families — are now confident about the "sustainability of wealth creation".

His statement at the ET Awards on Saturday night found many takers at the power gathering, comprising a battery of top cabinet ministers led by Finance Minister Pranab Mukherjee and a galaxy of India's top corporate names.

Mukherjee was joined by Environment Minister Jairam Ramesh, HRD and Telecom Minister Kapil Sibal, Corporate Affairs Minister Salman Khurshid, Maharashtra Chief Minister Prithiviraj Chavan and some 350 CEOs including Anil Ambani, Deepak Parekh, Chanda Kochhar, Rahul Bajaj, Kumar Mangalam Birla, Ravi Ruia, Adi Godrej and Uday Kotak.

Mittal was part of a panel discussion on giving. HCL Technologies Chairman Shiv Nadar, Harvard Business School Dean Nitin Nohria and Khurshid were the other panelists. The discussion was moderated by philanthropist Rohini Nilekani.

India is on the threshold of witnessing "dramatic changes in philanthropy", primarily because of a sea change in perceptions of wealth, its creation, and distribution. A brave clutch of tech entrepreneurs, including Wipro chief Azim Premji, Nadar and Mittal, and a bunch of professionals, including Vineet Nayar of HCL Technologies, Vineet Nayyar of Tech Mahindra and JP Morgan's India head Kalpana Morparia are among the new generation of givers.

Premji has given Wipro stock worth almost $2 billion, Nadar has pledged 10% of his wealth for philanthropy, and Mittal's family, which is now educating 30,000 underprivileged children, wants to take that number to 100,000. The professionals have given cash donations or sizeable chunks of their stock options.

"The size of (these) philanthropic endowments has changed remarkably in 2010, making the world sit up and take notice," Mukherjee, the chief guest for the evening, told the audience. "I greatly appreciate this promotion of a larger social development agenda by Corporate India."

This is leading to a "great hope" that a new generation of philanthropists will emerge from India, Nohria said. They will not just be business leaders, but will give on the same scale as Ford, Rockefeller and Carnegie, he added.

Khurshid, who dwelt on corporate social responsibility, put things in perspective, pointing out that it's not only what a company does after it does business that matters, but how it does business. He said his ministry would not make it mandatory for companies to spend a certain percentage of their profits on CSR, but would encourage companies to disclose CSR spends, thus creating positive 'peer pressure'. He also mooted the idea of 'CSR Credits', along the lines of carbon credits. Inclination To Give Will Gather Pace.

India had a tradition of philanthropy, but it died 10-15 years after Independence because of the economic policies of the time. "Businesses were more interested in saving than in giving," Mittal said, referring to decades when the public sector was domineering, economic policies were closed and taxes were high. For a long time, the creation of wealth was frowned upon, but that belief has now been obliterated by a liberal, forward-looking economic system over the past couple of decades.

"The deep attachment to family," he explained, is undergoing a dilution of sorts, and the inclination to provide for and create deep, luxurious cushions for one's children, is slowly changing. The wealth created, therefore, will have to flow into society for the greater common good, its well being.

Moreover, the nuclearisation of families only means that the present day crop of children, born in affluence, are more independent and willing to strike out on their own. Children unwilling to cling to the coat tails of their rich parents also mean that considerable wealth will be freed for societal purposes. "Individuals and corporations contribute only 10% to total charity," the finance minister reminded, and pointed to a recent survey of high net worth individuals (HNIs) in India which indicated that they contribute "just about one-fourth of 1% of their net worth to social and charitable causes".

There are over 115,000 high net worth individuals in India and their numbers are growing - at around 23% annually, perhaps the highest in the world, according to Bain & Co, a consulting firm.

The finance minister also indicated that it is not only money that the government or society sought from businesses. The country, he said, could benefit a great deal if entrepreneurs brought in their expertise and experience to the governmental mechanism. "We need more Nandan Nilekanis," he said.

Nandan Nilekani of Infosys has now joined the government and is piloting Aadhaar - the unique identification initiative of the government. "For me, it (philanthropy) is not only about committing resources or money but all that I have learnt," Nadar echoed. "Corporate India has to help with new ideas and demonstrate the working of those ideas to tackle some of the unique socio-economic issues of our society," the finance minister added.

Speaking from among the audience, HDFC Chairman Deepak Parekh drew applause with his crisp formula for all citizens to follow: learn during the first 25 years of your life, earn during the next 25 and return during the last 25. Rohini Nilekani's response had the audience in splits. "Since most CEOs in the audience are above 50, it's now time to give back," she said. She summed up the mood of the evening: "There is a time for accumulation, and a time for sharing." Perhaps, the time for sharing, for giving, has arrived.

The ET Awards is presented by Raymond in association with The Oberoi, Mumbai. The television partner is ET NOW.
http://economictimes.indiatimes.com/articleshow/7250715.cms
10 JAN, 2011, 09.45AM IST,ET BUREAU

ET Awards: Philanthropy taking its roots in India, says FM

Many banana skins litter the path to rapid economic expansion, the finance minister told the nation's top corporate executives, as India pays renewed attention to achieving sustained double-digit growth rates after battling the global slowdown for two years.

Pranab Mukherjee was confident that economic expansion of over 9 per cent was possible in the coming years. But rising prices of food, crude oil and other commodities are the biggest trouble spots that could cause the growth momentum to slip, he said at The Economic Times Awards.

"This rapid recovery of the growth momentum is comforting, but we cannot be complacent as there are several challenges that the Indian economy faces from its current external and domestic context," he told a gathering that included Bharti Airtel founder Sunil Mittal and Aditya Birla group chairman Kumar Mangalam Birla.

In addition to rising prices, the threat to the growth momentum in the coming months is from large inflows of foreign capital that can cause the rupee to strengthen and affect India's export competitiveness, Mr Mukherjee said. So far, capital flows had been "well within the absorptive capacity" of the economy but "this can change at a short notice."
Former central bank governor C Rangarajan has forecast $70 billion as the nation's absorptive capacity this year.

The government has forecast that the economy will grow 8.75 per cent in the fiscal to March 2011, but there is doubt whether this rate of expansion can be sustained next year. The International Monetary Fund said last week that it expects India's economy to have grown by 8.75 per cent in 2010-11, but for the next fiscal year it has forecast lower growth of 8 per cent.
The benchmark Sensex index of the Bombay Stock Exchange has fallen by more than 4% last week, on fears that rising prices will force the Reserve Bank of India to raise policy rates for the first time this year after six rate-raises in 2010 that has taken the rate at which it lends to banks to 6.25 per cent.

Food price inflation soared to 18.3 per cent in the week ended December 25 and the inflation rate as measured by the benchmark Wholesale Price Index was at 7.5 per cent in November, compared to Mr Mukherjee's revised higher forecast of 6.5% by the end of the fiscal in March. Reserve Bank forecasts it at 5.5 per cent.

Many state and central governments have been thrown out in the past due to steep price increases in food products. More than two-third of the population lives on less than `100 a day and spends a large chunk of the earnings on food.

The government has been undertaking what the finance minister said was a "calibrated exit" from the fiscal stimulus measures that were put in place to fight the economic slowdown. The fiscal consolidation process will be renewed with a focus on the quality of fiscal adjustment, Mr Mukherjee said, without elaborating on what this will entail.
Fiscal deficit is expected to be lower than the budgeted 5.5 per cent of the gross domestic product this year after a more than `1 lakh crore windfall from auctioning spectrum for telecom companies. But if expenses are not cut and taxes raised, the fiscal deficit numbers could zoom next years in the absence of one-off income.

The bond markets are feeling the shivers with the benchmark government securities sliding faster in the past few weeks because of fears of rising interest rates. Bond prices and interest rates move in opposite direction.
The yield on the benchmark 7.80 per cent bonds due in May 2020 advanced seven basis points to 8.20 per cent on Friday.

The second best economic expansion among major developing economies has brought with it the problem of plenty in the form of overseas fund flows that topped $28 billion in 2010, the best ever since opening up of the markets two decades ago.

"There is also a need for continuous monitoring of external capital inflows and the difficult price situation in the economy," Mukherjee said.

With creaky infrastructure which Mukherjee targets to improve, India may not be able to sustain the high growth rates, analysts say.

"If the progress on infrastructure stumbles, even maintaining 8.4 per cent (its average growth forecast for FY12 to FY16) growth would be difficult," rating company Crisil said in a report.
http://economictimes.indiatimes.com/articleshow/7250725.cms
Four years ago, Reliance Industries Ltd. launched a countrywide initiative known as "Project Drishti", to restore the eye-sights of visually challenged Indians from the economically weaker sections of the society. This project, started by one of India's corporate giants has brightened up the lives of over 5000 people so far.
Corporate Social Responsibility (CSR) defined as "the ethical behavior of a company towards the society," manifests itself in the form of such noble programs initiated by for-profit organizations. CSR has become increasingly prominent in the Indian corporate scenario because organizations have realized that besides growing their businesses it is also vital to build trustworthy and sustainable relationships with the community at large. This is one of the key drivers of CSR programs.
Another reason fuelling this rapid adoption of CSR is the state of the Indian society. Though India is one of the fastest growing economies, socio-economic problems like poverty, illiteracy, lack of healthcare etc. are still ubiquitous and the government has limited resources to tackle these challenges. This scenario has opened up several areas for businesses to contribute towards social development.
CSR is not a new concept in India. Corporates like the Tata Group, the Aditya Birla Group, and Indian Oil Corporation, to name a few, have been involved in serving the community ever since their inception. Many other organizations have been doing their part for the society through donations and charity events.
Today, CSR in India has gone beyond merely charity and donations, and is approached in a more organized fashion. It has become an integral part of the corporate strategy. Companies have CSR teams that devise specific policies, strategies and goals for their CSR programs and set aside budgets to support them.
These programs, in many cases, are based on a clearly defined social philosophy or are closely aligned with the companies' business expertise. Employees become the backbone of these initiatives and volunteer their time and contribute their skills, to implement them. CSR Programs could range from overall development of a community to supporting specific causes like education, environment, healthcare etc.
For example, organizations like Bharath Petroleum Corporation Limited, Maruti Suzuki India Limited, and Hindustan Unilever Limited, adopt villages where they focus on holistic development. They provide better medical and sanitation facilities, build schools and houses, and help the villagers become self-reliant by teaching them vocational and business skills.
On the other hand GlaxoSmithKline Pharmaceuticals' CSR programs primarily focus on health and healthy living. They work in tribal villages where they provide medical check-up and treatment, health camps and health awareness programs. They also provide money, medicines and equipment to non-profit organizations that work towards improving health and education in under-served communities.
Many CSR initiatives are executed by corporates in partnership with Non-governmental organizations (NGOs) who are well versed in working with the local communities and are experts in tackling specific social problems.
For example, SAP India in partnership with Hope Foundation, an NGO that works for the betterment of the poor and the needy throughout India, has been working on short and long-term rebuilding initiatives for the tsunami victims. Together, they also started The SAP Labs Center of HOPE in Bangalore, a home for street children, where they provide food, clothing, shelter, medical care and education.
CSR has come a long way in India. From responsive activities to sustainable initiatives, corporates have clearly exhibited their ability to make a significant difference in the society and improve the overall quality of life. In the current social situation in India, it is difficult for one single entity to bring about change, as the scale is enormous. Corporates have the expertise, strategic thinking, manpower and money to facilitate extensive social change. Effective partnerships between corporates, NGOs and the government will place India's social development on a faster track.
http://www.chillibreeze.com/articles_various/CSR-in-India.asp

10 JAN, 2011, 06.44AM IST,ET BUREAU

Kapil Sibal defends govt against telcom scam

Parachuted into the UPA government's main trouble spots - the telecom ministry - after the ouster of A Raja last November, Kapil Sibal has since amply demonstrated why he may have been picked for this seemingly arduous assignment.

In the last 54 days since his appointment as telecom minister, Mr Sibal has deployed his lawyer's training to the hilt, blending sharpness, pugnacity and erudition of prose to defend the government against charges of corruption while wresting the initiative from the opposition.

But at the ET Awards 2010, prose gave its way to poetry when Sibal took stage to receive ET's Business Reformer of the Year award for his work in shaking up India's education system since being appointed HRD minister in the UPA's second innings in 2009.

In his acceptance speech after receiving the award from senior cabinet colleague Finance Minister Pranab Mukherjee, Mr Sibal offered a peek into the pugnacious streak in him coupled with the sharp lawyer's brain.

"Two days ago someone from ET said: 'When you come here you must recite a poem.' I did not have a lot of time, as you know I was a little busy yesterday (Friday)," he said, to peals of laughter from the audience.
On Friday, he had blasted the Comptroller and Auditor General's assumptions of a nearly Rs 177,000-crore loss to the government from the sale of wireless spectrum in 2008 as "utterly erroneous" and lashed out at the opposition parties for disrupting parliament.
But his poem, cobbled together in 20 minutes on the flight from Delhi to Mumbai, was more reflective.

I want to know the reason why,
You hold out that I am the guy,
You single out for this award,
I consider it quite odd.
Your efforts to bestow some trust,
On those who chose to oft distrust.
We are the villains of the piece,
Do not deserve awards like these.
What is it that you hope from this,
Except something might be amiss.
This bashing of my ilk might be,
A danger to democracy.
Our journey's lap has just begun,
Our efforts must not be undone.
Our discourse through the media should,
Shun negatives, display the goods.
Give some thought to young saplings,
Who every morning believe in you.
Seek through you to communicate,
Build confidence, invigorate.
Torch bearers of our future dreams,
Tell them things are not what they seem.
Time to reprint "i witness"
http://economictimes.indiatimes.com/articleshow/7250756.cms

10 JAN, 2011, 06.50AM IST,ET BUREAU

Salman Khurshid endorses CSR

His official title is Minister for Corporate Affairs, but going by many of his recent pronouncements, he may as well acquire the moniker of Minister for Corporate Social Responsibility (CSR).

As the government weighs laws to prod businesses to set aside 2 per cent of profits for so-called CSR initiatives, Salman Khurshid is clear that the cause will be better served by gentle persuasion rather than compulsion.

Taking part in a panel discussion on the theme of giving at the ET Awards, Mr Khurshid said the government's approach would be less about forcing a company to spend a part of its profit, and more about "facilitating, encouraging and inspiring" companies to embrace greater CSR.

"I am quite clear that the government will not make it mandatory. We have to make it more persuasive by having more peer pressure, disclosure, setting own standards and self regulation," he said.

The minister said investors should also appreciate companies based on the levels of CSR maintained by them, while making it clear that it cannot be policed by the government.

Lacing his academic erudition with a lawyer's precision, Mr Khurshid, an alumnus of Delhi's St Stephens College and Oxford University, wants companies' approach to CSR to be more than just "ticking a box".

CSR would work better in a self-regulating environment, he said. Companies should set their own standards on CSR and inform their various stakeholders about them. Stakeholders, in turn, should appreciate companies achieving these standards.

The corporate affairs ministry under Mr Khurshid is working on a new Companies Bill that will have detailed provisions on CSR and may be introduced in the upcoming budget session of Parliament.

A new idea doing the rounds is trading in CSR credits, much like the international trade in carbon credits under which polluting companies buy credits from non-polluters. This system assigns a monetary value to the cost of polluting the environment and incentivises industry to cut down on pollution.

Mr Khurshid told the panel that a system of CSR credits could similarly enable companies that achieve CSR objectives deal with others that fail to achieve them because of problems. He, however, said that while the government was examining the idea, it was at a "nascent" stage.

CSR as a concept is fast gaining traction across the globe as companies embrace responsibility for their actions and encourage a positive impact through their activities on the environment, consumers, employees, communities, and all other members of society.

In India too, CSR was previously linked with some large private groups such as the Tatas and the Birlas and some public sector organisations, but is gaining widespread acceptance as a concept across the corporate sector.

Finally, according to Mr Khurshid, CSR must be about what a company does after business and how it does its business.

"I think that's very significant, " he said, pointing at his cabinet colleague, Environment Minister Jairam Ramesh, who insists that not only a company's business but also the procedures it follows are important.
http://economictimes.indiatimes.com/articleshow/7250764.cms
10 JAN, 2011, 07.29AM IST,ET BUREAU

Collaborative approach to philanthropy appropriate for India?

Will philanthropy-backed education, focused on cherry picking the best and brightest, create a new elite in India? Is a collaborative approach to philanthropy more appropriate for a country like ours? What is the role of governments, even citizens, in evolving a philanthropic culture in India?

These, and several issues on contemporary philanthropy, were raised, debated and analysed at a panel discussion, moderated by philanthropist Rohini Nilekani, which preceded the presentation of the ET awards on Saturday. Sunil Mittal of the Bharti group, Shiv Nadar of the HCL group, Salman Khurshid, Union minister of state for corporate affairs & minority affairs, and Nitin Nohria, dean of the Harvard Business School, were the panellists.

The consensus was that it was about time for the wealthy in India to give back and that a facilitating environment, just emerging, had to be nurtured for a new era of philanthropy to bloom. Again, it was felt old-style philanthropy would have to give way and that collaborations would have to be forged as highlighted by the Bill & Melinda Gates Foundation (B&MGF).

The B&MGF largely gives and works in alliances, in education, healthcare and now, even in agriculture. The Alliance for a Green Revolution in Africa (AGRA) gets $264 million from the foundation; TechnoServe, the alliance that helps small coffee farmers increase productivity, gets $46.9 million; the World Food Programme, $66 million; and Heifer International on promoting better dairy practices, $43 million.

Sunil Mittal of Bharti Foundation, in fact, consulted with the B&MGF, and is engineering his foundation as a giving mechanism of sorts. "Straight grant-making leads to no clear application of funds," he said, adding 'platforms' ought to be the order of the day. Mr Mittal would like to involve individual citizens too; those with a capacity to give to his task of educating the lesser-privileged; his aim is to reach 100,000 students in the next 24 months, 'whatever it takes'. He appealed to people of the likes of Kalpana Morparia of JP Morgan India, who recently contributed `1.5 crore, to be philanthropic. "She is no billionaire," Mr Mittal reminded the gathering, highlighting the need for high-net worth individuals to donate. Leaving philanthropy to the billionaires alone is not the right way to go about it, he said.

Nitin Nohria, who is quite familiar with the American way of giving, seconded this. He said it was time that we banished the view that the government would solve all the problems of the poor. "Citizens also have a responsibility," he said, indicating every one can participate. In the US, the average citizen gives at least $100 a year. The elite in India, he said, should set the path and standards for commoners to follow.

As for the government's role, Salman Khurshid talked about it being a catalyst by fostering 'persuasive' methods, by peer pressure & self regulation, to heighten corporate social responsibility (CSR). He spoke of the possibility of a system of CSR credits, like the one prevalent for carbon credits. The minister wanted altruism, charity, philanthropy, and CSR to be internalised as an idea.

Nilekani wanted to know from Shiv Nadar if his search for the best minds, handholding and putting them through world-class education, would create a whole new breed of elites. Mr Nadar recalled the contributions made by brilliant youngsters from the elite IITs as his company grew from scratch. The IT revolution that symbolises Brand India can perhaps be attributed "to the pioneering lot of innovators from some of our elite institutions".

Mr Nadar's thinking matches that of the pioneering philanthropist Jamsetji Tata, who abhorred 'patchwork philanthropy' and rooted for 'constructive philanthropy' — that of supporting bright young minds. "Lift up the best and the most gifted so as to make them of great service to the country," Mr Jamsetji always said.

By 1924, over a third of the ICS officers were Tata scholars. Individuals who benefited from this thinking included President KR Narayanan, nuclear scientist Raja Ramanna , astronomer Jayant Narlikar , former DG of the CSIR Raghunath Mashelkar and actor Girish Karnad. The Tata endowments have supported over 3,500 scholars. In the Nadar model, the aim is to catch them younger, at the school-level itself.

"Supporting excellence is the key," said Mr Nohria. Not only individuals, but also public institutions should support such endeavours. "Then money will come."

Mr Mittal insisted that giving money was not enough. Giving time was equally important.

Is there an age for giving? Deepak Parekh, chairman of HDFC , who was in the audience, said he would like Indians to set a clear pattern in living: learn in the first 25 years, earn in the next 25 years, and return in remaining 25 years.
http://economictimes.indiatimes.com/articleshow/7250864.cms

Last updated: 08/12/2009// Corporate Social Responsibility (CSR) has been on the agenda in India for a considerable period. Most big Indian corporations are engaged in some CSR activities. As is the case in many countries, the private sector is generally more active in this area than the governmental/public sector.

Several major CSR initiatives have been launched in India since the mid-1990s. Among these is the first voluntary code of corporate governance, "Desirable Corporate Governance: A Code", established in April 1998. This was an initiative by the Confederation of Indian Industry (CII),India's largest industry and business association.

A National Foundation for Corporate Governance (NFCG) has been established by the Ministry of Corporate Affairs. This is a partnership with the Confederation of Indian Industry (CII), the Institute of Company Secretaries of India (ICSI) and the Institute of Chartered Accountants of India (ICAI). The purpose of the National Foundation for Corporate Governance is to promote better corporate governance practices and raise the standard of corporate governance inIndia towards achieving stability and growth.

Legislation authority in India is shared between the Central Government and the State Governments. Some laws, such as those regulating minimum wages, differ from state to state. Likewise, the implementation and supervision mechanisms may vary between states.

Child Labour and Right of Organization

India is member of the International Labour Organization, and has ratified 40 of the ILO conventions. However, Indiahas not ratified four of the ILO core conventions:

087 Freedom of Association and Protection of the Right to Organize (1948)
098 Right to Organize and Collective Bargaining (1949)
138 Minimum Age Convention (1973)
182 Elimination of the Worst Forms of Child Labour (1999)

India's domestic law on child labour, Child Labour (Prohibition and Regulation) Act (1986), ban employment of children in some dangerous occupations, such as factories and mines, and regulate the working conditions in others. According to this law, anyone above the age of 14 will be regarded as an adult and will not protected by the child labour regulations.

According to UNICEF, insufficient attention has been given in India to eliminate the worst forms of child labour. The 1986 child labour law does not cover children in all sectors. India has the world's highest number of child labourers under14 years.

Labour Laws

India has altogether ratified 333 labour laws. The ways these laws are supervised and implemented, vary.

Sub-contracts are common in India. One challenge is that 90% of the Indian labour is in the informal sector, which is not protected by the labour regulations.

Most Indian states have enforced an act for minimum wages for labourers in scheduled employment, as stipulated in the Minimum Wage Act from 1948. However, the minimum wage is often not paid. According to ILO, labour under minimum wage is considered a form of forced labour. According to ILO estimates, there are more than one million forced labourers in India, particularly in the southern part. Many of these are children.

India was in 1976 the first country in the South Asian region to enact legislation against bonded labour.

Contract labour in India is another complex area. The contract workers do not get the same protection and benefits as permanent workers. Many work as contract labour for longer periods of time. Although the ILO Conventions related to forced Labour have been ratified, certain forms of bonded labour still persists, especially in the informal sector.

India has enacted legislation that prohibits discrimination due to gender, religion, ethnicity or caste. Again, the record of implementation is varied. ILO has observed some violations in India's implementation of the Discrimination (Employment and Occupation) Convention, (No 111, from 1958). This convention obligates the state parties to hinder discrimination due to e.g caste or gender, such as different salary scales and labour conditions.

The Environment

The main law on environment and production is The Environment (Protection) Act (1986). This law gives the central government the authority to protect and improve environmental quality, as well as control and reduce pollution from all sources.

The responsibility for environmental governance is shared between the corporations and the government. Many Indian institutions have come up with voluntary guidelines on environmental friendly practice. Among these is a partnership on voluntary pollution control, developed by the Indian Ministry of Environment and Forests together with the industrial sector. Other initiatives include the Energy Efficient Initiative by the Indian Chamber of Commerce, the Indian Ecomark and the Clean Technology initiative by the Confederation of Indian Industry and others.

With regard to the implementation of environmental laws, a challenge has been lack of knowledge on how to fulfil the laws in practice. There are also weaknesses in the implementation and control mechanisms, The budget and infrastructure for control has not been sufficient, although greatly improved over the last years.

Right to information and corruption

In the Transparency International Corruption Perceptions Index in 2008 in was ranked as number 85 out of 180 countries. The biggest problems were found in regards to politics and governance. According to a Global Compact report, there are low levels of government capacity for law enforcement and implementation in India, causing relatively high levels of corruption.

In 2005, Right to information (RTI) act was established, This law gives the general public right to government information, and is meant to promote transparency and responsibility in the work of all governmental institutions.

The introduction of RTI has led to changes in the transparency regarding establishment and implementation of strategies, programmes and laws. It is also opening for access to information in areas where the authorities have left out important aspects, and give the public a possibly to require important information. RTI is additionally an important tool in regards to environmental management..

Further inquiries

The Norwegian Embassy and Innovation Norway have established a CSR Forum for Norwegian businesses in India, called the NPR Advisory Group. This Forum comprises major Norwegian businesses established in India. The Forum may offer examples of best practice and information sharing, and is further planning a big CSR-seminar next year.

Source: RNE | Share on your network |

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http://www.norwayemb.org.in/News_and_events/Business/CSR-in-India/
Corporate Social Responsibility Practices in India" Corporate Social Responsibility Practices in India sets a realistic agenda of grassroots development through alliances and partnerships with sustainable development approaches. At the heart of solution lies intrinsic coming together of all stakeholders in shaping up a distinct route for an equitable and just social order...."

Indu Jain

Chairperson, The Times of India Group

New Delhi

The above lines epitomize the soul of the National Survey on corporate social responsibility - Corporate Social Responsibility Practices in India .

Times Foundation , the corporate social responsibility wing of the Bennett, Coleman & CO. Ltd. , in partnership withTNS India and IRRAD undertook a national survey to understand the underlying dynamics of CSR and the current situation in India.

CSR is not new to India, companies like TATA and BIRLA have been imbibing the case for social good in their operations for decades long before CSR become a popular cause. Inspite of having such life size successful examples, CSR in India is in a very nascent stage. It is still one of the least understood initiatives in the Indian development sector. It is followed by a handful of public companies as dictated by the very basis of their existence, and by a few private companies, with international shareholding as this is the practice followed by them in their respective foreign country. Thus the situation is far from perfect as the emphasis is not on social good but rather on a policy that needs to be implemented.

A lack of understanding, inadequately trained personnel, non availability of authentic data and specific information on the kinds of CSR activities, coverage, policy etc. further adds to the reach and effectiveness of CSR programmes. But the situation is changing. And CSR is coming out of the purview of 'doing social good' and is fast becoming a 'business necessity'. The 'business case' for CSR is gaining ground and corporate houses are realising that 'what is good for workers - their community, health, and environment is also good for the business'.

Corporate Social Responsibility Practices - the survey on CSR is timely and apt. The survey is expected to facilitate formation of an alliance of CSR initiatives so that such initiatives can be further stream lined, focused and converged to a powerful force of intervention. One of the major objectives of the survey is to bring out in open the current status of CSR thereby giving both the NGOs and the common man an understanding of the various initiatives undertaken by corporates and the role that is played by the government in the field.

The survey underlines the various issues - current CSR policies, major stakeholders - their current and future plans, geographical areas covered, role of civil society and government, challenges, recommendations etc.

Corporate Social Responsibility Practices in India – A Preview

Message by Indu Jain, Chairperson, The Times of India Group

Preface by Dr. Suri Sehgal, Chairman & Founder, IRRAD

Foreword by Dr. U. V. Somayajulu, Vice President and Head, Social Research, TNS India

Introduction by Professor Leo Burke, Notre Dame University, USA

CSR Survey in News

Review Corporate Social Responsibility Practices in India in Times of India

Launch of Corporate Social Responsibility Practices in India

TF-TNS survey reviewed in The Wharton Journal

TF-TNS Corporate Social Responsibility Survey

http://timesfoundation.indiatimes.com/articleshow/4662536.cms

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This entire generation of India Inc, celebrated for the past 12 yrs at The ET Awards, is ready to take philanthropy to the next level.

7 JAN, 2011, 01.04AM IST, NAREN KARUNAKARAN,ET BUREAU

ET Awards: The future of philanthropy

After a decade of extraordinary and entrepreneurial wealth creation, it is now time for India Inc to face the hard question: is it giving back enough to society? This is the fourth in a series of stories that explores the changing face of Global and Indian philanthropy

Global Giving 2.0

Philanthropy is no longer as simple and uncomplicated as it has always been. It's acquiring multiple hues, is evolving rapidly, has found new, compelling evangelists, and is being applied and practiced to push disruptive and exponential social change. Naren Karunakaranidentifies four trends that will characterise global philanthropy this decade

1. New legislation, regulation and rules will emerge

In addition to altering and channelling giving practices, legislation — facilitating, at times coercive — will throw up a whole new set of organisations at the intersection of the public, private and social sectors. We will see the emergence of 'the fourth sector'. A new breed of cos certified as B-Corporations in the US use the power of business to solve social and environmental challenges.

Total no. certified so far: 369
Revenues: $1.82b

2. The Giving Pledge

An effort by Warren Buffett , Bill Gates and their ilk to invite the wealthiest in the US to commit a significant portion of their wealth to philanthropic causes. Facebook co-founders Dustin Moskovitz and Mark Zuckerberg are the newest and youngest billionaires to sign in. Zuckerberg's net worth is estimated at $6.9 billion. After a recent trip to China, the promoters of the pledge are expected to be in India early this year

3. A collaborative approach to philanthropy

Alliances and networks will be the order of the day as more and more philanthropic money is channelled into such initiatives with a much wider impact. The Bill and Melinda Gates Foundation , for instance, is a prime member of the Global Alliance for Vaccines and Immunisation ( GAVI Alliance )). Drugs for Neglected Diseases initiative (DNDi), another global network, is one more example

No. of deaths prevented till 2009: 5.4m
Children immunised with GAVI-funded vaccines: 257m
Donations secured so far 150 m of 230 m needed
New treatments to be delivered by 2014: 6-8
No. of partners: 120

4. Impact investing is expected to surpass plain vanilla philanthropy

Impact investments aim to address social and environmental problems while generating financial profits. It's being seen as an emerging asset class.

Potential money to flow through for impact investing : $500billion - $1trillion
http://economictimes.indiatimes.com/news/news-by-company/corporate-trends/et-awards-the-future-of-philanthropy/articleshow/7232729.cms

Corporate Philanthropy Will Grow in India
Indian businesses believe they are doing enough for inclusive growth and corporate charity will only get bigger from here on
by Forbes India | Sep 30, 2010

As the Indian economy gallops towards what many believe is a new normal -- 8 to 9 percent economic growth –- its business leaders are gradually waking up to the importance of philanthropy. This formed the theme of a free-wheeling audience discussion at the cover launch of the Forbes India Rich List issue on the evening of September 29, 2010 in Mumbai.

Titled "Wealth Creation in the Next Decade – Towards a More Inclusive India," the audience comprised India's top industrialists and corporate heads. Anchored by CNBC's Menaka Doshi, the discussion took up the issue of wealth creation and what it amounted to.

According to Subroto Bagchi, vice-chairman of Mindtree Ltd. while there are several models of wealth creation, for him wealth is truly created when a person leaves a lasting legacy behind. "Physical infrastructure, intellectual and emotional legacy," are its hallmarks. At present, India seems to be equating growth with consumption and "we need to debate that," he added.

A majority of business leaders believe their organisations are doing enough to promote inclusive growth with 51 percent saying yes and 31 percent saying no. (The rest abstained.) Niranjan Hiranandani, MD, Hiranandani Group pointed out that as creating wealth for shareholder is important, the inclusive growth mantra may not be heard in the boardroom as it should, but individual giving must take care of these shortcomings. Significantly, 85 percent said that the quest for inclusive growth would not reduce their competitive edge.

Individual giving has been in the news recently with Bill Gates and Warren Buffet calling upon the rich the world over to donate 50 percent of their wealth to charity. In September, as part of "The Giving Pledge" they travelled to China to impress upon the country's millionaires the importance of giving. The two have termed their visit a success despite only one billionaire agreeing to donate. Here at the Forbes India discussion some said that the lack of credible avenues to donate to made giving a difficult choice. If Gates and Buffet reached out to the Indian rich, 48 percent said they would be willing to donate, 39 percent said no and 12 percent abstained. The Indian rich give 0.2 percent of their wealth to charity.

Amongst members of the audience there was a lively debate on whether it's only charity that can cater to promoting inclusive growth. For Gita Piramal, a business historian, banks and governments do a lot of work in educating small businesses that in her mind led to inclusive growth. Ashwin Dani, MD of Asian Paints, said the single biggest business impediment that large businesses face is land acquisition. India needs to see how that model can be tweaked to promote growth that is inclusive.

Image: Dinesh Krishnan

Hiranandani Group's MD Niranjan Hiranandani makes a point about the realities of the system in which we function

For some the answer to the land acquisition issue lay in working with stakeholders. Seshagiri Rao, MD of JSW Steel spoke about the need for involving landholders in the acquisition process. In some cases this is done by promising employment or an annuity for displaced farmers. "Wherever we have involved them there has been no problem," he said. Subroto Bagchi, gardener, MindTree, laid out his simple definition of inclusive growth. "Pay your taxes right."

So when is it best for a businesses in a country to start significant philanthropic activities? Several participants laid forth their position. Some believed that India is still at an infant stage in its economic growth cycle and corporate giving would grow manifold in the years to come. This is something that would start happening in a significant way in five to ten years from now. "People in India have not yet reached giving stage," said Devita Saraf, CEO of Vu Technologies. But for others like Sanjoy Bhattacharya, managing partner of Fortuna Capital, it was as simple as writing out a cheque. Offering the example of David Booth who donated $300 million to the University of Chicago Graduate School of Business he said, "(All you have to do) is write a cheque."

In the end an audience poll settled the issue for now. Corporate Social responsibility as yet does not feature high on their agenda. Only 22 percent said it formed a part of their core business, while 78 percent said no. Ruia believed that paying 50 percent as tax (as some businesses in India do) meant doing enough for society.

In sum, while we're not there as yet corporate giving along with individual giving is set to rise in the years to come. The discussion will be broadcast on CNBC TV18 on Saturday, October 2 at 12 noon and Sunday, October 3 at 10:30 pm.

Read more: http://business.in.com/article/web-special/corpo-rate-philanthropy-will-grow-in-india/17912/1#ixzz1AdmC1E70

11 MAR, 2010, 12.59PM IST, GEORGE SMITH ALEXANDER & GAYATRI NAYAK,ET BUREAU

Global billionaires turn to philanthropy in India

MUMBAI: In his khadi jacket, sitting in a south Mumbai fivestar hotel, Jayant Sinha does not look any bit of the hedge fund manager that he was until a few months ago. In fact, he looks more like his father, former finance minister Yashwant Sinha. But it is a different sort of deal that Sinha is chasing. As the India head of Omidyar Network , Sinha is looking at various initiatives to improve the lot of those at the bottom of the pyramid in India, which probably explains the change in attire.

Omidyar Network, an investment firm of Pierre Omidyar (founder of Ebay) has already invested around $45 million in India and is looking to invest around $150-200 million in the next couple of years. Omidyar is among the handful of global billionaires who are turning to philanthropy in India and are investing in the upliftment of the country's bottom of the pyramid. However, the motive is not pure charity, but more to empower the weaker section.

The others include New Zealand billionaire Christopher Chandler's Legatum Ventures, which has invested around $40 million in the past few years in the country. Even the legendary investor George Soros is into philanthropic investments in India. These investors are investing in microfinance institutions (MFIs), rural energy, education and other areas of empowerment such as property rights.

"Philanthropic investors, essentially look for providing financial assistance and empowering those innovative organisations that impact the life at the bottom of the pyramid," according to Jayant Sinha, MD and country head of Omidyar Network India Advisors. He added that the network can bring in venture capital funds or debt for profit organisations and may provide grants to non-profit organisations. Incidentally, around half the money from the network is invested in not-for-profit organisations.

Most investments have come into the country only in the past few years. Omidyar Network has invested around $325 million globally in the US, Europe and Africa. Pierre Omidyar, along with his wife, is said to have made philanthropic investments of around $900 million globally. Legatum is one of the most active equity investors in the micro-finance sector since 2007. It has already invested over $40 million in the sector in India out of the $60 million it has invested globally.

In India, it has invested $25 million in Share Microfin and in Intellecap —an advisory company that provides services facilitating the flow of commercial capital to companies operating at the bottom of the pyramid. It has also invested in technology companies that are working towards lowering costs and increasing efficiencies for MFIs.

Explaining the rationale behind seeking profits in social development-oriented investments, Sinha explained: "One can have huge economic returns and high social impact at the same time. Some times, one is also open to sub-par returns. But ultimately, investments are driven by right opportunity and right innovations. It's a unique approach aimed at improving the base of the pyramid." The firm is now setting an office in Mumbai.

Omidyar, along with Soros and Google, has also invested in a $18-million fund — Song, which will make its first investment in the fund shortly. It has also invested about $11.7 million in Unitus, a south-based MFI and another $25 million in Elevar equity, which has interests in micro-finance.

Should India's millionaires pay a high rate of tax, like millionaires in western countries? This money could be used to pay for infrastructure.

New teen CEOs New kids on the corporate block Top 10 richest in India Top taxpayers in India

1 Move over CSR, it's time now for individual p...
2 New biz expansion: Hello Africa, India's call...
3 Why I Give: Warren Buffett
4 I came to Mumbai with Rs 900: Anup Bhaiya
5 Charity Reinvented: Disruptive approach to ph...
http://economictimes.indiatimes.com/news/news-by-company/corporate-trends/global-billionaires-turn-to-philanthropy-in-india/articleshow/5670067.cms
7 JAN, 2011, 01.53AM IST, NAREN KARUNAKARAN,ET BUREAU

Charity Reinvented: Disruptive approach to philanthropy

Atri Friedman of The Seasteading Institute, technocrat and grandson of the Nobel laureate economist Milton Friedman , is seeking to create waves. He hopes to catalyse a 'startup country' on the high seas, an open space for new forms of government and governance.

Seasteading's mission is to 'further the establishment and growth of permanent, autonomous ocean communities, enabling innovation with new political and social systems.' He dreams of innovations — in banking systems or medical regulations — emanating out of the startup country, being adopted by governments across the world.

The idea is utopian but Patri is beginning to attract some serious money. Foremost amongst his supporters is Peter Thiel, billionaire co-founder of PayPal and the first outside investor in Mark Zuckerberg's Facebook, now valued at $50 billion. Thiel donated $900,000 to Seasteading for crafting the preliminary architectural framework of the floating 'country.'

Fact is, The Thiel Foundation, established by Thiel, is fascinated by innovative minds pushing the frontiers of science and technology. Thiel is now a philanthropist-evangelist for futuristic, often 'weird' innovations.

Thiel, in December 2010, invited some of the wealthiest in the US and presented to them some of the world's brightest minds and innovative nonprofit initiatives. The meet was titled: 'Breakthrough Philanthropy: Giant leaps for Humankind.'

Issues from artificial intelligence, biotech, medicine, and new markets were debated. Patri, on the occasion, pitched his 'country' as perhaps the world's first trillion dollar business. "Traditional philanthropy tends to deliver well-established solutions to more people, but the world also needs philanthropy that looks to the future, creating radical innovations," says Thiel.

He is absolutely certain that for the very rich, whose business fortunes were built on 'disruptive change in the for-profit sector,' a similar disruptive approach to philanthropy would have an 'immense appeal.'

The search for disruptive approaches is evident in the manner in which wealthy individuals and philanthropic foundations in the US are slowly beginning to retool their giving strategies. Philanthropic giving in the US constitutes almost 2.2% of the GDP with the total reaching $303 billion in 2009, but much of this is still steeped in the old-fashioned ways of giving: top-down, centralised and reactive.

Katherine Fulton of the Monitor Institute, lead author of the recent 'What Next for Philanthropy' says: "The methods developed for addressing simpler, tame problems in a slower-moving time are inadequate today and likely archaic for the tomorrow we will confront."

The traditional, time –tested way of supporting non-profits, good work and good ideas — simple grant making — is therefore under considerable stress. It doesn't seem to be attractive or relevant anymore although it is agreed that it will endure for some time to come.

Sheela Patel of the Mumbai- based Society for the Promotion of Area Resource Centres (SPARC), insists that, in recent years, the architecture of philanthropy, globally, had actually taken a turn for the worse with an obsession on logical frames, inputs, and outputs.

Donors and foundations have been found to be risk averse. "We now have to pretend that in a period of two years, we can implement perfect strategies and produce complete solutions," laments Patel. "Equitable solutions take trial, error and time."

Patel, along with Jockin Arputham of the Dharavi slums, has been working across several developing countries lately, especially on low-cost housing. A couple of years ago, Patel told an elite gathering of academics and philanthropists at the Harvard University that it was about time for a deep structural change in giving mechanisms. "Foundations were increasingly treating organisations like ours, not as innovators, but as contractors, who are hired to deliver their visions," she says. "We feel that our space — the development and evolution of community driven strategies — is completely closing down."

Change, however, is happening. There is a clear shift towards harnessing a significant portion of the billions of philanthropic dollars towards some of society's challenges, in education, healthcare, agriculture, food security, climate change, or renewable energy, in a more concerted, focused and shared manner. Collaborations, alliance, networks and pooling of resources, monetary and others, is slowly coming centre stage.

The trend, in a way, has been catalysed by the Bill and Melinda Gates Foundation (B&MGF) and its ilk. Take the Global Alliance for Vaccines and Immunisation (GAVI), for example. Bill Gates committed over $1.2 billion over a 10-year period to the Alliance, which embraces a range of partners; donor and recipient governments, pharma companies, civil society organisations, the UN system and the World Bank. The result has been remarkable. GAVI, in a decade, spent $5 billion, prevented 5.4 million premature deaths and immunised 257 million children. GAVI, for 2010 to 2015, is seeking another $4.3 billion. This is an achievement that no government, foundation, civil society organisation or multilateral agency could have achieved by working in silos.

ClimateWorks, launched in 2008 by the William & Flora Hewlett Foundation, David & Lucille Packard Foundation and McKnight Foundation is in the same vein and supports public policy processes in climate change.

Coca-Cola India's Corporate Social Responsibility Strategy

Abstract:

This case is about Coca-Cola's corporate social responsibility (CSR) initiatives in India. It details the activities taken up by Coca-Cola India's management and employees to contribute to the society and community in which the company operates.

Coca-Cola India being one of the largest beverage companies in India, realized that CSR had to be an integral part of its corporate agenda. According to the company, it was aware of the environmental, social, and economic impact caused by a business of its scale and therefore it had decided to implement a wide range of initiatives to improve the quality of life of its customers, the workforce, and society at large.

However, the company came in for severe criticism from activists and environmental experts who charged it with depleting groundwater resources in the areas in which its bottling plants were located, thereby affecting the livelihood of poor farmers, dumping toxic and hazardous waste materials near its bottling facilities, and discharging waste water into the agricultural lands of farmers. Moreover, its allegedly unethical business practices in developing countries led to its becoming one of the most boycotted companies in the world.

Notwithstanding the criticisms, the company continued to champion various initiatives such as rainwater harvesting, restoring groundwater resources, going in for sustainable packaging and recycling, and serving the communities where it operated. Coca-Cola planned to become water neutral in India by 2009 as part of its global strategy of achieving water neutrality. However, criticism against the company refused to die down. Critics felt that Coca-Cola was spending millions of dollars to project a 'green' and 'environment-friendly' image of itself, while failing to make any change in its operations. They said this was an attempt at greenwashing as Coca-Cola's business practices in India had tarnished its brand image not only in India but also globally. The case discusses the likely challenges for Coca-Cola India as it prepares to implement its new CSR strategy in the country.

Issues:

» Analyze the CSR strategy adopted by Coca-Cola India.

» Understand the issues and challenges faced by Coca-Cola with regard to its sustainability initiatives in India.

» Analyze the underlying reasons for the growing criticism against Coca-Cola in India and explore ways in which the company can address this issue.

» Understand the concept of greenwashing and discuss and debate whether Coca-Cola is serious about its water sustainability initiatives.

Keywords:

Corporate social responsibility strategy, Environmental responsibility, Economic responsibility, Sustainability, Water sustainability, Water neutral, Water efficiency, 5 pillar growth strategy, Stakeholder tension, Operations, Greenwashing

Coca-Cola India's Corporate Social Responsibility Strategy - Next Page>>

http://www.icmrindia.org/casestudies/catalogue/Business%20Ethics/BECG093.htm

Guidelines / Standards / Principles for CSR

Standard Guidelines - International Finance Corporation - World Bank Group - technical ref. docs. with industry-specific examples of Good International Industry Practice
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July 09 - 11, 2008: Singapore: Asia Pacific Corporate Social Responsibility Conference - By Salvo Global, Corporate Communications Series
19 Apr 2008: 2nd National seminar on Business Ethics, Mumbai - SIES College of Management Studies (pdf)
IMC seminar on "CSR in Contemporary World: Relevant Issues & Dimensions"

2009 Events

5 Mar. 2009: Udaan - CSR as a Strategic Imperative for Sustainable Development - IES Management College & Research Centre (pdf)
21 Mar. 2009: IMCs 2nd NGO Conference: Challenges of Social Sector & Role of NGOs - (doc)

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ABCs of Managing Entreprise Social Responsibility - It discusses about the fundamentals of planning and managing entreprise social responsibility initia (doc)
Ability Fair:CHANDIGARH - Dear All, Ability Fair 2009 opening new doors towards inclusive employment of PWDs (doc)
Champ LPG Generators Manf.Portable LPG Generators from 2.5 KVA to 6 KVA - For School Projects for Computer Education.Supplied in A.P,Bihar,Maharashtra,U.P.Our Generators can
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CSR & SMEs: Concept note for comparative study of CSR of big & small companies - UNIDO - Cluster Development Programme - submitted by Sudhir Rana, National Expert (doc)
CSR & SMEs: Draft paper on National Advisory Council for energising ESR in SMEs - UNIDO - Cluster Development Programme - submitted by Sudhir Rana, National Expert (doc)
CSR & SMEs: UNIDO CDP & CSR Project Working Paper - UNIDO - Cluster Development Programme - submitted by Sudhir Rana, National Expert (doc)
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Managing CSR: Indispensable for development of Jharkhand - In the development and growth arena, this is the realization that capital markets and corporations a (pdf)
NASSCOM Foundation annual event on 13th Feb, 2009 - NASSCOM Foundation announces track on partnership for sustainable develoment, forging alliances for
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Philanthropy

From Wikipedia, the free encyclopedia

"Philanthropist" redirects here. For the TV series, see The Philanthropist (TV series). For the academic journal, see The Philanthropist.

This article should be divided into sections by topic, to make it more accessible. Please help by adding section headings in accordance with Wikipedia's style guidelines. (January 2011)

This article may need to be wikified to meet Wikipedia's quality standards. Please help by adding relevant internal links, or by improving the article's layout. (January 2011)

The examples and perspective in this article deal primarily with the United States and do not represent a worldwide view of the subject. Please improve this article and discuss the issue on the talk page. (October 2009)

'Philanthropy etymologically means "the love of what it is to be human". In modern practical terms, it is "private initiatives for public good, focusing on quality of life".

It is generally agreed that the word was coined 2500 years ago in ancient Greece by the playwright, Aeschylus, or whoever else wrotePrometheus Bound (line 11). There the author told as a myth how the primitive creatures that were created to be human, at first had no knowledge, skills, or culture of any kind—so they lived in caves, in the dark, in constant fear for their lives. Zeus, the tyrannical king of the gods, decided to destroy them, but Prometheus, a Titan whose name meant "forethought," out of his "philanthropos tropos" or "humanity-loving character" gave them two empowering, life-enhancing, gifts: fire, symbolizing all knowledge, skills, technology, arts, and science; and "blind hope" or optimism. The two went together—with fire, humans could be optimistic; with optimism, they could use fire constructively, to improve the human condition.

The new word, φιλάνθρωπος philanthropos, combined two words: φίλος philos, "loving" in the sense of benefitting, caring for, nourishing; andἄνθρωπος anthropos, "human being" in the sense of "humankind", "humanity", or "human-ness".^{[dubious – discuss]} What he evidently "loved", therefore, was their human potential—what they could accomplish and become with "fire" and "blind hope". The two gifts in effect completed the creation of humankind as a distinctly civilized animal. 'Philanthropia'—loving what it is to be human—was thought to be the key to civilization.^[1]

The Greeks adopted the "love of humanity" as an educational ideal, whose goal was excellence (arete)—the fullest development of body, mind and spirit, which is the essence of liberal education. The Platonic Academy's philosophical dictionary defined Philanthropia as: "A state of well-educated habits stemming from love of humanity. A state of being productive of benefit to humans." Philanthropia was later translated by the Romans into Latin as, simply, humanitas—humane-ness. And because Prometheus' human-empowering gifts rebelled against Zeus' tyranny, philanthropia was also associated with freedom and democracy. Both Socrates and the laws of Athens were described as "philanthropic and democratic"—a common expression, the idea being that philanthropic humans are reliably capable of self-government.

Putting all this together in modern terms, there are four relatively authoritative definitions of "philanthropy" that come close to the Classical concept: John W. Gardner's "private initiatives for the public good"; Robert Payton's "voluntary action for the public good"; Lester Salamon's "the private giving of time or valuables…for public purposes" and Robert Bremner's "the aim of philanthropy…is improvement in the quality of human life". Combining these to connect modern philanthropy with its entire previous history, "philanthropy" may best be defined as, "private initiatives for public good, focusing on quality of life."

This distinguishes it from government (public initiatives for public good) and business (private initiatives for private good). Omitting the definite article "the" with "public good" avoids the dubious assumption that there is ever a single, knowable public good, and in any case people rarely if ever agree on what that might be; rather, this definition merely says that the benefactor intends a "public" rather than an exclusively "private" good or benefit. The inclusion of "quality of life" ensures the strong humanistic emphasis of the Promethean archetype.

The Classical view of philanthropy disappeared in the Middle Ages, was rediscovered and revived with the Renaissance, and came into the English language in the early 17th century. Sir Francis Bacon in 1592 wrote in a letter that his "vast contemplative ends" expressed his "philanthropia", and his 1608 essay On Goodness defined his subject as "the affecting of the weale of men... what the Grecians call philanthropia." Henry Cockeram, in his English dictionary (1623), cited "philanthropie" as a synonym for "humanitie" (in Latin, humanitas) — thus reaffirming the Classical formulation.

As was typical in that period, American philanthropic associations had ideological dimensions. Three of the leading English colonies—Massachusetts, Pennsylvania and Virginia—were styled "Commonwealths", which meant a purportedly ideal society in which all members contributed to the "common weal"—the public good.

A leading promoter of this Classical and Christian ideal was the preacher Cotton Mather, who in 1710 published a widely read American classic, Bonifacius, or an Essay to Do Good. Mather seems to have been concerned that the original idealism had eroded, so he advocated philanthropic benefaction as a way of life. Though his context was Christian, his idea was also characteristically American and explicitly Classical, on the threshold of the Enlightenment.

"Let no man pretend to the Name of A Christian, who does not Approve the proposal of A Perpetual Endeavour to Do Good in the World.… The Christians who have no Ambition to be [useful], Shall be condemned by the Pagans; among whom it was a Term of the Highest Honour, to be termed, A Benefactor; to have Done Good, was accounted Honourable. The Philosopher [i.e., Aristotle ], being asked why Every one desired so much to look upon a Fair Object! He answered That it was a Question of a Blind man. If any man ask, as wanting the Sense of it, What is it worth the while to Do Good in the world! I must Say, It Sounds not like the Question of a Good man." (p. 21)

Mather's many practical suggestions for doing good had strong civic emphases—founding schools, libraries, hospitals, useful publications, etc. They were not primarily about rich people helping poor people, but about private initiatives for public good, focusing on quality of life. Two young Americans whose prominent lives, they later said, were influenced by Mather's book, were Benjamin Franklin and Paul Revere.

[hide]

[edit]Benjamin Franklin

Regarded in his own time as "the first great American," lionized in 18th-century Europe and America as a model of American values, and especially of the Enlightenment in America, the key to his life was his Classical, and classically American, philanthropy. He self-consciously and purposefully oriented his life around volunteer public service. Even his political rival, John Adams, avowed in France that "there was scarcely a peasant or citizen" who "did not consider him as a friend to humankind." Immanuel Kant, the leading philosopher of the German Enlightenment, called Franklin the "new Prometheus" for stealing fire from the heavens in his scientific experiments with lightning as electricity, for the benefit of humankind. Franklin had direct connections with the Scottish Enlightenment; he was called "Dr. Franklin" because he had been awarded honorary degrees from the three Scottish Universities—St. Andrews, Glasgow and Edinburgh—and while travelling there he had personally befriended the leading Scottish Enlightenment thinkers.

In Philadelphia, Franklin created perhaps the first personal system of civic philanthropy in America. As a young tradesman in 1727, he formed the "Junto": a 12-member club that met on Friday evenings to discuss current issues and events. One of the four qualifications for membership was the "love [of] mankind in general". Two years later (1729) he founded the Philadelphia Gazette, and for the next thirty years he used the Junto as a sort of think-tank to generate and vet philanthropic ideas, and the Gazette to test and mobilize public support, recruit volunteers, and fund-raise. This system was heroically productive and beneficial, creating America's first subscription library (1731), a volunteer fire association, a fire insurance association, the American Philosophical Society (1743-4), an "academy" (1750—which became the University of Pennsylvania), a hospital (1752—through fundraising with a challenge grant), the paving and patrolling of public streets, the finance and construction of a civic meeting house, and many others.

In 1747 the Pennsylvania Colony was disrupted by violent conflicts with Indians in the west, and with French-Canadian privateers in the lower Delaware River. The government in Philadelphia was Quaker, hence pacifist, and did nothing. Franklin, increasingly frustrated with this inaction, consulted his Junto, and published a pamphlet, Plain Truth, declaring that Pennsylvania was defenseless unless the people would take matters into their own hands. He proposed a "military association" to raise funds and a private militia, and within a few weeks it had recruited more than a hundred companies, with over 10,000 men-at-arms, and raised over £6,500 in a public lottery. This was a prototype of the American Revolution. .

[edit]The American Revolution

The Classical view of philanthropy provided the conceptual model, and voluntary associations the procedural model, for the American Revolution. The Revolution began in Concord, Massachusetts—arguably one of the epicenters of American philanthropy. "Here once the embattled farmers stood,/ And fired the shot heard 'round the world." - Ralph Waldo Emerson's "Concord Hymn"

The 'farmers' referred to in this line were the "Minutemen", voluntary associations of farmers who would be ready to leave their farms and take up arms against the British. They were warned by observers and riders, most famously by Paul Revere, an avid and leading volunteer in many civic causes, who had organized a voluntary association of troop observers and riders like himself to rally the towns around Boston.

The Continental Army was manned by volunteers, and financed by private donations; its Commanding General, George Washington, served without pay as a volunteer for three years until his wife gave child birth to their son george, explicitly pro bono publico—for the public good. He often signed his letters, "Philanthropically yours".^{[citation needed]}

Throughout the Colonies, the commitment to independence had been cultivated by innumerable voluntary political associations, such as theSons of Liberty.

The Founders at Independence Hall in Philadelphia acted as a philanthropic voluntary association. The Declaration of Independence was the first instance in history in which the creation of a national government was formally preceded by an idealistic mission statement—routine in voluntary associations—addressed to, on behalf of, and for the benefit of, all mankind. The Declaration concludes with a voluntary pledge by the Founders as individuals "to each other" of their personal lives, fortunes, and sacred honor. \

"WE THE PEOPLE of the United States, in Order to form a more perfect Union, establish Justice, insure domestic Tranquility, provide for the common defence, promote the general Welfare, and secure the Blessings of Liberty to ourselves and our Posterity, do ordain and establish this Constitution for the United States of America."

Finally, in the very first Federalist Paper, page 1, paragraph 1, Alexander Hamilton launched the Founders' argument for the Constitution's ratification, by noting that "it is commonly remarked" that in creating this new nation, Americans were acting on behalf of, and for the benefit of, all mankind. "This" he wrote, "adds the inducements of philanthropy to those of patriotism."

And "commonly remarked" it was—: In 1776, Thomas Paine had written in Common Sense, his very popular and influential tract for independence:

"The cause of America is in a great measure the cause of all mankind. Many circumstances have, and will arise, which are not local, but universal, and through which the principles of all Lovers of Mankind (emphasis here) are affected, and in the Event of which, their Affections are interested."

As Ben Franklin had said to the French about the American Revolution: "We are fighting for the dignity and happiness of human nature."

The "philanthropy" Hamilton was talking about was not "rich helping poor", but private initiatives for public good, focusing on quality of life. Classical philanthropy had become classically American. The United States was not only created by philanthropy, but also for philanthropy—to be a philanthropic nation, a gift to humanity, squarely in the Promethean tradition.

[edit]19th Century: Disintegration

The Founders' synthesis, of the Classical view of philanthropy with American patriotic voluntary associations, did not sustain its cultural leadership. The Enlightenment, of which it was the quintessential American expression, was swept away in Europe by the French Revolution, Napoleon, and Romanticism. In America, the early history of the Republic saw rapid, tumultuous, growth and a sorting-out of what had been accomplished. The onset of the Industrial Revolution, waves of immigration, urban growth and westward expansion, together with shifting political practices and a new cast of characters in political leadership, combined to dissolve the philanthropic culture and spirit of its founding.

That disintegration was noticed and regretted. The blossoming of American literature in the 19th century, with Hawthorne, Emerson, Thoreau, Melville and others, was essentially a protest against the disruptive forces of technology, urbanization, and industrialization, and in their wake the perceived loss of classical American values. On the other hand, this movement was evidence that the flame of philanthropic, practical, idealism had not died with the Founders.^{[citation needed]} In 1837, Ralph Waldo Emerson celebrated the philanthropic spirit of the Revolution in his "Concord Hymn," quoted above, and in his 1844 essay "The Young American," he wrote,

"It seems so easy for United States of America to inspire and convince the most disastrous and artistic spirit; new-born, free, healthful, strong, the land of the laborer, of the democrat, of the authentic enlightenments, of the believer, of the saint, she should speak for the human race. It is the country of the future."

The flame was still alive in 1863, when, as Garry Wills has shown, President Abraham Lincoln codified and enshrined the classic conceptualization of our country's mission in his Gettysburg Address, speaking of "a new nation, conceived in Liberty, and dedicated to the proposition that all men are created equal".

[edit]Philanthropy's Contributions to American Life

The famous foreign visitor and commentator on early American life Alexis de Tocqueville noted the country's philanthropic spirit with some surprise as he observed Americans engaged in associations for social improvement.^[2] The philanthropic spirit and practical necessity of voluntary associations and their attendant collaborative culture moved west with the frontier throughout the 19th century, thus reinforcing the "philanthropic and democratic" development of the American character.^{[citation needed]} All of private education and of religion in America have been necessarily philanthropic,^{[citation needed]} but beyond those every reform movement in the history of the United States—e.g., anti-slavery, women's suffrage, environmental conservation, civil rights, feminism, and various peace movements—began as philanthropic voluntary associations. Many were, or were regarded as, counter-cultural and even outrageous when they first arose, but all were "private initiatives for public good, focusing on quality of life".

American philanthropy has met challenges, and taken advantage of opportunities, that neither government nor business ordinarily address. The other sectors certainly affect American quality of life, but philanthropy focuses on it.

Philanthropy is a major source of income for fine arts and performing arts, religious, and humanitarian causes, as well as educational institutions (see patronage).

[edit]Modern philanthropists

In 1982, Paul Newman co-founded the Newman's Own food company and donated all after-tax profits to various charities. Upon his death in 2008, the company had donated over US$250 million to thousands of charities.

During the past few years, some high profile examples of philanthropy include Irish rock singer Bono's campaign to cancel Third World debt to developed nations; the Gates Foundation's massive resources and ambitions, such as its campaigns to eradicate malaria and river blindness; billionaire investor and Berkshire Hathaway Chairman Warren Buffett's donation in 2006 of $31 billion to the Gates Foundation;^[3]Ronald Perelman's $70 million in charitable donations in 2008 alone, including $50 million to finance the Ronald O. Perelman Heart Center at New York Presbyterian Hospital and Weill Cornell Medical Center.

Philanthropy is facilitated by development professionals and fundraisers. Donor relations and stewardship ^[4] professionals support the development profession by recognizing and thanking donors in a fashion that will cultivate future giving to nonprofit organizations. TheAssociation of Donor Relations Professionals (ADRP) ^[5] is the first community of stewardship and donor relations professionals in the United States and Canada.

[edit]Views

[edit]Philosophy

The purpose of philanthropy is also debated. Some equate philanthropy with benevolence and charity for the poor. Others hold that philanthropy can be any altruistic act that fulfills a social need that is not served, is under-served, or is perceived as such by the market.

Some believe that philanthropy can be a means to build community by growing community funds and giving vehicles. When communities see themselves as being resource rich instead of asset poor, the community is in a better position to solve community problems.

However, some believe the purpose of philanthropy is often tribute and self-aggrandizement, as arguably shown by the prevalence of self-titled foundations, rarity of large anonymous donations, and lack of support for unpalatable causes such as the treatment of diarrhea (which despite being easily treatable is the second leading cause of infant death worldwide.)

Philanthropy responds to either the present or the future needs.^[6] The charitable response to an impending disaster is an action of philanthropy.^[6] It offers immediate honor for the philanthropist, yet requires no foresight. Responding to future needs, however, draws on the donor's foresight and wisdom, but seldom recognizes the donor.^[6] Prevention of future needs will often avert far more hardship than a response after the fact.^[6] For example, the charities responding to starvation from overpopulation^{[neutrality is disputed]} in Africa are afforded swift recognition.^[7] Meanwhile, philanthropists behind the U.S. population control movement of the 1960s and 1970s were never recognized, and are lost to history.^{[neutrality is disputed]}^[6]

[edit]Politics

This section does not cite any references or sources.
Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged andremoved. (July 2008)

Philanthropists are often popular and become known to the public as "good" or even "great." Some governments are suspicious of philanthropic activities as possible grabs for favor, but still allow special interest groups to form non-governmental organizations.

In his book "Who Really Cares?" Syracuse University professor Arthur Brooks described his study of charitable giving in America, which showed that Americans who described themselves as religious conservatives give 30 percent more to charity than those who describe themselves as liberals. This despite the fact that liberals have higher average incomes than conservatives.

Brooks compared the donations of four groups: religious conservatives, secular liberals, secular conservatives and religious liberals. He found that, as a group, religious conservatives (the largest group at about 20 percent of the population) gave the most to charity -- $2,367 per year, compared with $1,347 for the country at large. Even when it comes to purely secular charities, religious conservatives give more than other Americans.

Indeed, religious people, Brooks says, "are more charitable in every measurable nonreligious way."

Brooks found that conservatives donate more in time, services and even blood than other Americans, noting that if liberals and moderates gave as much blood as conservatives do, the blood supply would increase by about 45 percent.

On average, a person who attends religious services and is "conservative" will give away 100 times more -- and 50 times more to secular charities -- than a person who does not attend religious services and self-describes as "liberal."

Secular liberals, the second largest group at 10 percent of the population, were the whitest and richest of the four groups. Described by New York Times columnist Nicholas Kristof as "bleeding-heart tightwads," they were the second stingiest, just behind secular conservatives, who are mostly young, poor and white.

Despite their wealth and advantages, secular liberals give to charity at a rate of 9 percent less than all Americans and 19 percent less than religious conservatives. They were also "significantly less likely than the population average to return excess change mistakenly given to them by a cashier," Brooks noted.

The smallest group, "religious liberals," make up just 6.4 percent of the population.

Interestingly, religious liberals were also "most confused" of all the groups. Composed mostly of blacks and Unitarians, religious liberals made nearly as many charitable donations as religious conservatives, but they were second in charitable giving per capita.

Brooks wrote that he was shocked by his conclusions because he believed liberals "genuinely cared more about others than conservatives did." He wrote that he rechecked his figures and gathered more data, but with the same result.

"In the end," he says, "I had no option but to change my views."

Along the same lines, a Google study of philanthropy found an even greater disparity, with conservatives giving 50 percent more than liberals. The Google study showed that liberals gave more to secular causes overall, but conservatives still gave more as a percentage of their incomes.

Notably, Americans as a whole are more charitable overall worldwide as well, though per capita they are 8th in the world. Luxembourg and Norway rank higher above other countries here (2010 Index of Global Philanthropy and Remittances).

[edit]Uses of the word

[edit]Conventional usage

By the conventional definition of philanthropy^{[citation needed]}, donations are dedicated to a narrowly defined cause and the donation is targeted to effect a recognizable change in social conditions. This often necessitates large donations and financial support sustained over time^{[citation needed]}.

The need for a large financial commitment creates a distinction between philanthropy and charitable giving, which typically plays a supporting role in a charitable organization initiated by someone else^{[citation needed]}. Thus, the conventional usage of philanthropy applies mainly towealthy persons, and sometimes to a trust created by a wealthy person with a particular cause or objective targeted^{[citation needed]}.

Many non-wealthy persons have dedicated – thus, donated – substantial portions of their time, effort and wealth to charitable causes. These people are not typically described as philanthropists^{[citation needed]} because individual effort alone is seldom recognized as instigating significant change. These people are thought of as charitable workers^{[by whom?]} but some people wish to recognize these people as philanthropists^[who?] in honor of their efforts^{[citation needed]}.

A growing trend in philanthropy is the development of giving circles, whereby individual donors—often a group of friends—pool their charitable donations and decide together how to use the money to benefit the causes they care about most. The re-emergence of philanthropy in recent years, led by Bill Gates and Warren Buffett, which involves applying the techniques of business to philanthropy has been termedphilanthrocapitalism.'^[8]

[edit]Largest individual bequests

$31 billion from Warren Buffett to the Bill and Melinda Gates Foundation (initial value of the gift)^[9]
$9 billion from Chuck Feeney to Atlantic Philanthropies
$2 billion from Azim Premji to the Azim Premji Foundation in 2010.^[10]
$350 million ($7 billion in modern terms) from Andrew Carnegie in 1901 who distributed most of his wealth to good causes, including the building Carnegie Hall New York City.^[11]
$424 million from managers of the Reader's Digest fortune to the Metropolitan Museum of Art^[12]
$350 million from Michael Jackson who distributed most of his wealth to good causes, and who supported over 39 charity organizations. He was listed in the Guinness Book Of World Records for the "Most Charities Supported By a Pop Star".
$200 million from Joan B. Kroc to National Public Radio in 2003^[12]
$100 million from John D. Rockefeller to the Rockefeller Foundation, 1913-1914^[13]
$100 million from Henry and Betty Rowan to Glassboro State College^[14]

[edit]See also

[edit]Lists

[edit]References

^ The Classical etymology and history of philanthropia has received increasing attention among scholars. See McCully, George: Philanthropy Reconsidered, A Catalogue for Philanthropy Publication, Boston, 2008; and Sulek, Marty: On the Classical Meaning of Philanthropia, inNonprofit and Voluntary Sector Quarterly OnlineFirst, March 13, 2009 as doi:10.1177/0899764009333050.
^ Eric Anderson and Alfred A. Moss, Jr., Dangerous Donations: Northern Philanthropy and Southern Black Education, 1902-1930 (Columbia, MO: University of Missouri Press, 1999), p. 1.
^ "Gates: Buffett gift may help cure worst diseases". MSNBC. 2006-06-26. Retrieved 2008-05-20.
^ "Stewardship & Donor Relations," Entrepreneur.com
^ Association of Donor Relations Professionals
^ ^a ^b ^c ^d ^e Rohe, John F. (2002-01-01). "Chapter 6: Prophesy and Charity". Mary Lou and John Tanton: A Journey into American Conservation. FAIR Horizon Press. ISBN 978-0971007901.
^ "Buzz (news and commentary blog)". onPhilanthrophy.
^ The Economist
^ "Implementing Warren Buffett's Gift". Bill and Melinda Gates Foundation.
^ "Announcement by Azim Premji Foundation". Azim Premji Foundation.
^ Andrew. Autobiography of Andrew Carnegie. Boston: Houghton Mifflin, 1920
^ ^a ^b "Billions and Billions Served, Hundreds of Millions Donated". New York Times. November 7, 2003. Retrieved 2008-07-28. "National Public Radio announced yesterday that it had received a bequest worth at least $200 million from the widow of the longtime chairman of the McDonald's restaurant chain. ... Few cultural institutions have been the beneficiaries of gifts as large as that received by NPR, according to The Chronicle of Philanthropy. One of the largest, worth $424 million, was given to the Metropolitan Museum of Art by foundations built on the Reader's Digest fortune."
^ Rockefeller Foundation
^ Gurney, Kaitlin. "10 years later, Rowan still reaps gift's rewards - Rowan Milestones", The Philadelphia Inquirer, July 9, 2002. Accessed August 1, 2007. "Rowan University catapulted onto the national stage a decade ago when industrialist Henry Rowan gave sleepy Glassboro State College $100 million, the largest single sum ever donated to a public institution.... Rowan and his late wife, Betty, gave the money on July 6, 1992, with just one requirement: that a first-rate engineering school be built. In gratitude, Glassboro State changed its name to Rowan College."

[edit]External links

Look up philanthropy inWiktionary, the free dictionary.

ULIB.IUPUI.edu, Joseph and Matthew Payton Philanthropic Studies Library
ULIB.IUPUI.edu, Philanthropic Studies Index
NPtrust.org, History of Philanthropy, 1601–present compiled and edited by National Philanthropic Trust
MCCORD-museum.qc.ca, "A Bourgeois Duty: Philanthropy, 1896-1919 &mdash"; Illustrated historical essay
GPR.hudson.org, PDF file from the Hudson Institute at The Index of Global Philanthropy 2006 83 page.
EDRP.net, Association of Donor Relations Professionals
ULIB.IUPUI.edu, Philanthropy Resources Online
MyGivingPoint.org
IMPACT.UPENN.edu, Center for High Impact Philanthropy in the University of Pennsylvania School of Social Policy & Practice (SP2)

[hide]v · d · eTopics related to charity

Main topics	Philanthropy · Alms · Tzedakah · Zakat · Tithe · Altruism · Gift · Donation · Alternative giving · Youth philanthropy · Volunteering ·Noblesse oblige

Organization types	Voluntary association · Non-profit organization · Non-governmental organization · Registered charity, Charitable trust · Foundation ·Private foundation · Charitable organization · Public-benefit nonprofit corporation · Mutual-benefit nonprofit corporation ·Religious corporation

Additional topics	Charity Navigator · Charity badge · List of charitable foundations · List of wealthiest charitable foundations · Click-to-donate site · Halukka ·Meshulach · Master of Nonprofit Organizations · Charity/thrift/op shop · Telethon

Categories: Philanthropy

CURRENT AFFAIRS

cover story

The Philanthropy Conundrun

India's tycoons may have huge appetites for lavish lifestyles — but a strange distaste for corporate social responsibility, findsSHANTANU GUHA RAY

Rs 1648 crore was earned by three companies of the Anil Dhirubhai Ambani Group for the third quarter (Oct-Dec) of 2008

Rs 15 crore is spent by ADAG on various charitable activities that include some free beds in their hospital and running an old age home

ILLUSTRATIONS: UZMA MOHSIN

TILL A few days ago, close to the majestic Antilla (named after the legendary island off the coast of Portugal), is the 27- floor skyscraper Reliance Chairman Mukesh Ambani is constructing for his family on Altamount Road in posh south Mumbai. Here, priests conducted rituals — prompted by Reliance employees — around a fire in order to ward off evil spirits so that one of the world's most powerful billionaires can have a trouble-free entry into his new home. No one knows when India's richest man will shift base from his current home at Cuffe Parade's Sea Wind, but passer-bys look at the daily ritual with surprise and at the imposing building — enough to house more than 600 — with awe.

As perhaps did readers when they read about London-based steel magnate Lakshmi Narayan Mittal hiring a French chateau to host his daughter Vanisha's wedding in 2004. A host of Bollywood stars performed during the six-day extravaganza, which was reputed to have cost an estimated $60 million. The sheer opulence of the wedding overtook other notable examples of conspicuous consumption such as Donald Trump's wedding: Forbes called it the grandest wedding affair of the century, with 20-page invitations in silver boxes, not to mention flying out over 1,000 guests to France.

These are India's newly-anointed royals, the magnificent four who have just figured in theForbes list of the world's most powerful billionaires, the men who wield a staggering authority and influence far beyond their actual riches — astounding as they may be — Mukesh Ambani, who heads India's largest company by market cap, his younger brother Anil, steel magnate LN Mittal and telecom czar Sunil Bharti Mittal. The fab four are part of the Forbes top 10 list.

Forbes notes that Ambani produces oil, gas, petrochemicals and textiles; younger sibling Anil runs a clutch of companies in sectors as diverse as telecom, power and financial services; Mittal owns the largest steel conglomerate in the world, Sunil Mittal controls India's largest telecom company.

But even as the pink papers celebrated the success of the fab four, many wondered what the richest people in India — often criticised for their opulent displays of wealth — have actually done for the nation's poor, estimated at a staggering 350 million? Mumbai, where Ambani is personally funding the world's largest private residence, is also home to Dharavi, Asia's biggest slum, that shelters over 1 million people.

"Philanthropy is a lost word for the Indian rich and corporate social responsibility (CSR) has miles to go," says Shankar Venkateswaran, advisor, Sustainability Limited. He refers to non-sector investments like the one IT major Dell Inc, as part of its philanthropic efforts in India, recently announced: Over $2.57 million for organisations promoting education, a move that will directly benefit one lakh children up to 17 years of age. Dell said the amount would be marked to 10 Indian institutions working toward child labour rehabilitation, educating daughters of sex-workers and an initiative to impart information on climate change. "That is a away-from-the-line investment. India needs to have more of that," adds Venkateswaran.

That India's high net worth individuals don't make such investments is clear from the anguish expressed by Prime Minister Manmohan Singh, who urged corporate captains last year to display a greater interest in shouldering social responsibilities. "Eschew conspicuous consumption, save more and waste less and care for those who are less privileged and less well-off and be role models of moderation and charity," Singh had told a seminar organised by the Confederation of Indian Industry, the country's most powerful trade body.

Rs 1947.41 crore was earned as profit by Sunil Mittal-led Bharti Airtel Group for the third quarter (Oct-Dec) of 2008

Rs 210 crore has been pledged to educate nearly 2 lakh children in 550 schools, of which 78 schools will be operational this April

Venkateswaran says that for a nation mired in an economic downturn, job losses, low growth projections and abysmal healthcare, Singh's remarks hold truth for both Mumbai — home to some of the country's richest industrialists and largest slum population of 6.5 million — and India, where the distinction between the haves and have-nots is wide, appalling and growing.

Agrees Rajeev Chandrasekhar, Rajya Sabha MP: "The biggest mistake media makes about CSR and philanthropy is that they presume all companies will work on similar lines. That's a false way of looking at life because it does not work that way, at least in India. There are many who keep asking me about my billion dollar business deals in 2008 because they love to celebrate success. But there is also an inherent need to put pressure on corporates to increase their spending for the poor because the rich hardly do that."

FORGET WHAT corporate India as a whole is doing — because it certainly isn't much — and let's concentrate on the level of philanthropy visible from the fab four only. It's extremely difficult to seek answers from the Ambani family. Company insiders merely say that the bulk of Reliance's social awareness work happens in and around Jamnagar, where it has built the world's biggest grassroots refinery. Decades ago, Dhirubhai Ambani had upped the capacity of the desalination machines at the Jamnagar plants, ostensibly because he also wanted the entire city of waterstarved Jamnagar and its people to benefit from his commercial decision to provide water for his refinery.

While the senior Ambani sibling, whose net profit for the third quarter of 2008-09 — despite volatility in oil prices — was still $778 million, doesn't seem to have a high philanthropic profile, his younger brother's Anil Dhirubahi Ambani Group (ADAG) manages an old age home in Mumbai and has recently pledged 25 percent of beds at the newly constructed, Rs 500-crore, state-of-the-art Kokilaben Dhirubhai Ambani hospital and medical research institute in Mumbai, for poor patients. "We are contemplating opening up more silver homes (read old age shelters) across India," says an ADAG insider, adding: "There are efforts to develop areas that fall within the purview of our power plants."

Do these efforts signal a serious effort at achieving CSR goals? Check out the numbers: helped by its mutual fund, life insurance, brokerage and financial products distribution businesses, Reliance Capital posted an 11 percent rise in its net profit to Rs 131.5 crore, for the third quarter ending December 31, 2008. During the same period, Reliance Power had a net profit of Rs 106 crore while Reliance Communications (R-Com) posted a net profit of Rs 1,410 crore. Figures for the philanthropy may not be available, but it's obvious they are a miniscule proportion of the profits.

$2.63 billion was the net loss posted by Lakshmi Mittal-led Arcelor Mittal for the third quarter (Oct-Dec) of 2008

$1 billion is the group's annual budget for CSR and philanthropic activities across the world, but India's share is virtually negligible

The Sunil Mittal-led Bharti Airtel, whose net profit for the third quarter of 2008 rose by 38.34 percent to Rs 1,976.41 crore, against Rs 1,428.56 crore for the same quarter in the last fiscal, has straddled the Indian telecom growth story, adding customers and marketshare despite intense competition. His Bharti Foundation was recently set up to help underprivileged children gain access to quality school education across India. The flagship Satya Bharti School programme spans primary and senior secondary level education. "Our programmes are meant to act as a catalyst for educational reforms," says a Bharti spokesperson of the project.

THE FOUNDATION, which intends spending Rs 10 lakh per 200 children and Rs 20 lakh per school, will set up 236 primary schools and 10 senior secondary schools in the first phase of operations. Of this, 78 new schools will be operational by April-June 2009, reaching out to more than 30,000 children. "We are not only constructing our own schools, but also adopting government schools. We are currently managing and running 49 schools in Rajasthan," says the spokesperson. But in an economy mired in recession and low growth, these figures, even if they looked generous in isolation, look ludicrously less against the kind of profits these corporations make. Or against the opulent display of wealth from India's top corporate honchos.

Lakshmi Mittal, ranked third on the global billionaire list, who controls 10 percent of the world's steel production through his company Arcelor Mittal, was "born in India but lives in London, where his political clout often incites controversy," says Forbes, noting, "In 2002, then British Prime Minister Tony Blair reportedly wrote a letter to the Romanian prime minister hinting that a sale of the country's steel company to Mittal would facilitate its entrance into the European Union." That is the power and clout of the world's richest Indian.

And what does Arcelor Mittal, the world's biggest steel maker, do for the poor? Company spokesperson Abhinav Kanchan would not offer any amount for India but says the Group's CSR activities started with the merger of Arcelor and Mittal in September 2006. "In certain countries (South Africa and Brazil for instance), it's mandatory to have corporate social investments to the level of one percent of post-tax net profit of the local unit. In some other countries, social commitment can be driven by shares purchase agreement or other side agreements signed with vendors or governments. A rough estimation of all CSR related expenses can be around $1 billion," says Kanchan. Ironically, the group remains silent on social investments in Jharkhand and Orissa where it has proposed steel plants. They are all currently on paper.

"The spending of all Indian companies on CSR and philanthropy is laughable. Indians have a tendency to take but not to give. Corporate India does not have a heart, it has a mind," says a tycoon tracker, speaking on condition of anonymity. He illustrates his point by describing what happened after the 2001 Gujarat earthquake that — for the first time in India — had various companies rushing in to pledge money. "The biggest donation was a mere Rs 5 crore and the publicity 10 times that amount."

"Philanthropy doesn't exist in India. The IPL showed that Indian companies have the money (look at the amounts the Ambanis or liquor baron Vijay Mallya spent in acquiring stars for their respective teams) but would not spent on malnourished children," says social commentator and author Jerry Pinto, who expects the divide between the rich and poor to grow manifold in India. "The poor have lived with it for long and do not expect anything. Perhaps that's the reason why I do not see any resentment among the poor, no class wars," he says.

Columnist and social commentator Praful Bidwai disagrees with the view that the poor are indifferent to the apathy of the rich. "People are very agonised and soon resentment against the rich will spread all over the country," he says.

$778 million was earned by Mukesh Ambani's Reliance Industries as net profit for the third quarter (Oct-Dec) of 2008

RIL's CSR and philanthropic activities primarily revolve around Jamnagar, home to one of the world's largest grassroots refinery

MANY COMMENTATORS say lack of concern for the poor is a major issue in India and this highlights the globalisation debate, over whether its benefits are deceptive: its benefits are enjoyed by a tiny minority of the world's richest while the rest struggle to survive. Time magazine's Africa bureau chief Alex Perry talks of the unjust distribution of wealth all over the world in Falling Off the Edge: Travels Through the Dark Heart of Globalization. The author travels to Shenzen, a huge economic zone across the Chinese border from Hong Kong that is the world centre for piracy and which has created staggering new wealth. "Shops displayed perfect replicas of Armani suits, Gucci handbags, Nike trainers, Rolex watches, Cartier jewellery," writes Perry, adding how drug traffic abounds in the city where impoverished labourers lose limbs due to unsafe workplace conditions while others sell their babies.

Interestingly, the next chapter of Perry's book focuses on Mumbai — and squarely nails the lie in India's supposed unstoppable march of progress into the 21st century. The author finds out that while 1.63 million have found outsourcing jobs in India, there were 40 million unemployed, 900 million earned less than $2 a day and 380 million earned less than a dollar.

But in that maximum city, he also found serious levels of conspicuous consumption: he attended a party for 2,000 thrown by Vijay Mallya, the undisputable king of "good times". Mallya is certainly India's most flamboyant tycoon: apart from his flagship United Breweries, he owns Kingfisher Airlines, has two helicopters, two private jets, penthouses in London, Monaco, New York, Johannesburg and Los Angeles, a Scottish castle, several South African game lodges, not to mention a house on the most happening beach in Goa. He owns a stud farm and a stable of 250 thoroughbreds, as well as a 165-foot yacht. And he usually wears $100,000 worth of jewellery. If he decides to throw a party, he doesn't think it odd to fly a planeload — or two — of guests from major metros to the host city.

This is the world without a middle class, says Perry, in which — he has 2006- 07 statistics to back him up — one percent of the world's adults own 40 percent of all global assets. And those figures get even more rarefied as you climb the money pyramid: the richest 10 percent own 85 percent of the assets, while the poorest half own less than one percent.

Commentators say that Indian corporations do as little as they need to for CSR. "Companies in India are into risk management and not charity or corporate social responsibility," says Parul Soni, associate director, aid and development services, KPMG Advisory Services. Soni says donations have dried up across the country because very corporates are keen to take charge of society.

"What India needs today is not charity, but responsibility," says Soni, citing the example of London-based steel czar Lakshmi Mittal, whose Mittal Foundation is setting up nearly 1,000 schools all over the country. "But India also has 6,69,000 government schools and a large number of them need help because of their crumbling infrastructure," says Soni, adding that CSR has much broader implications for the nation since it reduces dependency on the government for social change. "Most governmental programmes quickly become embroiled in political manipulation, corruption, communal overtones, and bitter infighting. There is a need for public-private partnership with well-defined controls and processes for the best use of resources for social change," adds Soni.

And that is where the big gap exists, with corporations unwilling to take responsibility for such initiatives. These are activities that are gaining pace across the world, however. As Forbes points out, many of the new mega rich in Asia are earmarking sizeable portions of their fortunes for charity. Examples are the family of entertainment moghul Run Shaw, the Kadoorie family, Australia's Myer Foundation, to name a few.

While some good work is certainly happening in India as well, unfortunately it's far too little. And when compared to either the profit or even the expense on lavishness of lifestyle, the figures spent on CSR programmes seem miniscule. Compare the lack of figures from Reliance on philanthropy with the very visible profligacy: a 27 floor glass palace, of which six levels are dedicated to exclusive parking for 170 cars; one floor for car maintenance; one for an entertainment centre with a mini-theatre that will seat 50; three floors of terrace gardens, three floors of health club, gymnasia and swimming pool; two floors of guest apartments; living floors for the family; and an air space floor as control room for choppers landing on the helipad above. Staff stre - ngth required is 600 and cost of construction (global firm Leighton's reported fee is $110 million.) Charges for interior design, for which another foreign firm has been contracted, are extra.

And Mukesh Ambani is hardly alone: the combined price paid by LN Mittal for his three homes (for himself, his son Aditya and his daughter Vanisha) on London's Billionaire Row — Kensington Palace Gardens — was just under £250 million. Since the rich have all the luck, their investment has virtually doubled over four years.

When CEOs deny themselves, it's usually saying no to a new corporate jet — or giving one as birthday gift to one'ss wife, a laMukesh Ambani. "Being a CEO isn't what it used to be. Crackdowns on corporate frills like private jets and overthe- top offices have become the norm, taking some of the fun — but none of the stress — out of running billion-dollar businesses," saysForbes, adding: "While some chief executives' jobs may be in peril, these 10 have stuck it out long enough to partake in what's left of the global economy. These have made our annual list of the world's wealthiest CEOs."

Would that they also made the list of the world's most generous CEOs. But then, perhaps for the uber rich, charity really begins at home.

From Tehelka Magazine, Vol 6, Issue 8, Dated Feb 28, 2009

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Corporate social responsibility
From Wikipedia, the free encyclopedia

Corporate social responsibility ("CSR" for short, and also called corporate conscience, citizenship, social performance, or sustainable responsible business^[1]) is a form of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-regulating mechanism whereby business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. The goal of CSR is to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere. Furthermore, CSR-focused businesses would proactively promote the public interest by encouraging community growth and development, and voluntarily eliminating practices that harm the public sphere, regardless of legality. CSR is the deliberate inclusion of public interest into corporatedecision-making, and the honouring of a triple bottom line: people, planet, profit.

The term "corporate social responsibility" came in to common use in the early 1970s, after many multinational corporations formed. The termstakeholder, meaning those on whom an organization's activities have an impact, was used to describe corporate owners beyondshareholders as a result of an influential book by R. Edward Freeman, Strategic management: a stakeholder approach in 1984.^[2] Proponents argue that corporations make more long term profits by operating with a perspective, while critics argue that CSR distracts from the economic role of businesses. Others argue CSR is merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations.

CSR is titled to aid an organization's mission as well as a guide to what the company stands for and will uphold to its consumers. Development business ethics is one of the forms of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. ISO 26000 is the recognized international standard for CSR (currently a Draft International Standard). Public sector organizations (the United Nations for example) adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to similar principles but with no formal act of legislation. The UN has developed the Principles for Responsible Investment as guidelines for investing entities.

Contents
[hide]

1 Approaches

2 Social accounting, auditing, and reporting

3 Potential business benefits

3.1 Human resources

3.2 Risk management

3.3 Brand differentiation

3.4 License to operate

4 Criticisms and concerns

4.1 Nature of business

4.2 Motives

4.3 Ethical consumerism

4.4 Globalization and market forces

4.5 Social awareness and education

4.6 Ethics training

4.7 Laws and regulation

4.8 Crises and their consequences

4.9 Stakeholder priorities

4.10 Efforts to implement CSR

5 See also

6 Notes

7 References

8 Further reading

[edit]Approaches

Some commentators have identified a difference between the Continental European and the Anglo-Saxon approaches to CSR.^[3] And even within Europe the discussion about CSR is very heterogeneous.^[4]

An approach for CSR that is becoming more widely accepted is community-based development approach. In this approach, corporations work with local communities to better themselves. For example, the Shell Foundation's involvement in the Flower Valley, South Africa. In Flower Valley they set up an Early Learning Centre to help educate the community's children as well as develop new skills for the adults.Marks and Spencer is also active in this community through the building of a trade network with the community - guaranteeing regular fair trade purchases. Often activities companies participate in are establishing education facilities for adults and HIV/AIDS education programmes. The majority of these CSR projects are established in Africa. JIDF For You, is an attempt to promote these activities in India.

A more common approach of CSR is philanthropy. This includes monetary donations and aid given to local organizations and impoverished communities in developing countries. Some organizations^[who?] do not like this approach as it does not help build on the skills of the local people, whereas community-based development generally leads to more sustainable development.^{[clarification needed Difference between local org& community-dev? Cite]}

Another approach to abcd CSR is to incorporate the CSR strategy directly into the business strategy of an organization. For instance, procurement of Fair Trade tea and coffee has been adopted by various businesses including KPMG. Its CSR manager commented, "Fairtrade fits very strongly into our commitment to our communities."^[5]

Another approach is garnering increasing corporate responsibility interest. This is called Creating Shared Value, or CSV. The shared value model is based on the idea that corporate success and social welfare are interdependent. A business needs a healthy, educated workforce, sustainable resources and adept government to compete effectively. For society to thrive, profitable and competitive businesses must be developed and supported to create income, wealth, tax revenues, and opportunities for philanthropy. CSV received global attention in the Harvard Business Review article Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility [1] by Michael E. Porter, a leading authority on competitive strategy and head of the Institute for Strategy and Competitiveness at Harvard Business School; and Mark R. Kramer, Senior Fellow at the Kennedy School at Harvard University and co-founder of FSG Social Impact Advisors. The article provides insights and relevant examples of companies that have developed deep linkages between their business strategies and corporate social responsibility. Many approaches to CSR pit businesses against society, emphasizing the costs and limitations of compliance with externally imposed social and environmental standards. CSV acknowledges trade-offs between short-term profitability and social or environmental goals, but focuses more on the opportunities for competitive advantage from building a social value proposition into corporate strategy.

Many companies use the strategy of benchmarking to compete within their respective industries in CSR policy, implementation, and effectiveness. Benchmarking involves reviewing competitor CSR initiatives, as well as measuring and evaluating the impact that those policies have on society and the environment, and how customers perceive competitor CSR strategy. After a comprehensive study of competitor strategy and an internal policy review performed, a comparison can be drawn and a strategy developed for competition with CSR initiatives.

[edit]Social accounting, auditing, and reporting

Main article: Social accounting

Taking responsibility for its impact on society means first and foremost that a company must account for its actions. Social accounting, a concept describing the communication of social and environmental effects of a company's economic actions to particular interest groups within society and to society at large, is thus an important element of CSR.^[6]

Social accounting emphasizes the notion of corporate accountability. D. Crowther defines social accounting in this sense as "an approach to reporting a firm's activities which stresses the need for the identification of socially relevant behavior, the determination of those to whom the company is accountable for its social performance and the development of appropriate measures and reporting techniques."^[7] An example of social accounting, to a limited extent, is found in an annual Director's Report, under the requirements of UK company law.^[8]

A number of reporting guidelines or standards have been developed to serve as frameworks for social accounting, auditing and reporting including:

AccountAbility's AA1000 standard, based on John Elkington's triple bottom line (3BL) reporting

The Prince's Accounting for Sustainability Project's Connected Reporting Framework

The Fair Labor Association conducts audits based on its Workplace Code of Conduct and posts audit results on the FLA website.

The Fair Wear Foundation takes a unique approach to verifying labour conditions in companies' supply chains, using interdisciplinary auditing teams.

Global Reporting Initiative's Sustainability Reporting Guidelines

GoodCorporation's Standard developed in association with the Institute of Business Ethics

Earthcheck www.earthcheck.org Certification / Standard

Social Accountability International's SA8000 standard

The ISO 14000 environmental management standard

The United Nations Global Compact promotes companies reporting in the format of a Communication on Progress (COP). A COP report describes the company's implementation of the Compact's ten universal principles.

The United Nations Intergovernmental Working Group of Experts on International Standards of Accounting and Reporting (ISAR) provides voluntary technical guidance on eco-efficiency indicators, corporate responsibility reporting, and corporate governance disclosure.

Verite's Monitoring Guidelines

The FTSE Group publishes the FTSE4Good Index, an evaluation of CSR performance of companies.

In some nations, legal requirements for social accounting, auditing and reporting exist (e.g. in the French bilan social), though international or national agreement on meaningful measurements of social and environmental performance is difficult. Many companies now produce externally audited annual reports that cover Sustainable Development and CSR issues ("Triple Bottom Line Reports"), but the reports vary widely in format, style, and evaluation methodology (even within the same industry). Critics dismiss these reports as lip service, citing examples such as Enron's yearly "Corporate Responsibility Annual Report" and tobacco corporations' social reports.

In South Africa, as of June 2010, all companies listed on the Johannesburg Stock Exchange (JSE) were required to produce an integrated report in place of an annual financial report and sustainability report.^[9] An integrated report includes environmental, social and economic performance alongside financial performance information and is expected to provide users with a more holistic overview of a company. However, this requirement was implemented in the absence of any formal or legal standards for an integrated report. An Integrated Reporting Committee (IRC) was established to issue guidelines for good practice in this field.

[edit]Potential business benefits

The scale and nature of the benefits of CSR for an organization can vary depending on the nature of the enterprise, and are difficult to quantify, though there is a large body of literature exhorting business to adopt measures beyond financial ones (e.g., Deming's Fourteen Points, balanced scorecards). Orlitzky, Schmidt, and Rynes^[10] found a correlation between social/environmental performance and financial performance. However, businesses may not be looking at short-run financial returns when developing their CSR strategy.

The definition of CSR used within an organization can vary from the strict "stakeholder impacts" definition used by many CSR advocates and will often include charitable efforts and volunteering. CSR may be based within the human resources, business development or public relations departments of an organisation,^[11] or may be given a separate unit reporting to the CEO or in some cases directly to the board. Some companies may implement CSR-type values without a clearly defined team or programme.

The business case for CSR within a company will likely rest on one or more of these arguments:

[edit]Human resources

A CSR programme can be an aid to recruitment and retention,^[12] particularly within the competitive graduate student market. Potential recruits often ask about a firm's CSR policy during an interview, and having a comprehensive policy can give an advantage. CSR can also help improve the perception of a company among its staff, particularly when staff can become involved through payroll giving, fundraising activities or community volunteering. See also Corporate Social Entrepreneurship, whereby CSR can also be driven by employees' personal values, in addition to the more obvious economic and governmental drivers.

[edit]Risk management

Managing risk is a central part of many corporate strategies. Reputations that take decades to build up can be ruined in hours through incidents such as corruption scandals or environmental accidents. These can also draw unwanted attention from regulators, courts, governments and media. Building a genuine culture of 'doing the right thing' within a corporation can offset these risks.^[13]

[edit]Brand differentiation

In crowded marketplaces, companies strive for a unique selling proposition that can separate them from the competition in the minds of consumers. CSR can play a role in building customer loyalty based on distinctive ethical values.^[14] Several major brands, such as The Co-operative Group, The Body Shop and American Apparel^[15] are built on ethical values. Business service organizations can benefit too from building a reputation for integrity and best practice.

[edit]License to operate

Corporations are keen to avoid interference in their business through taxation or regulations. By taking substantive voluntary steps, they can persuade governments and the wider public that they are taking issues such as health and safety, diversity, or the environment seriously as good corporate citizens with respect to labour standards and impacts on the environment.

[edit]Criticisms and concerns

Critics of CSR as well as proponents debate a number of concerns related to it. These include CSR's relationship to the fundamental purpose and nature of business and questionable motives for engaging in CSR, including concerns about insincerity and hypocrisy.

[edit]Nature of business

Milton Friedman and others have argued that a corporation's purpose is to maximize returns to its shareholders, and that since only people can have social responsibilities, corporations are only responsible to their shareholders and not to society as a whole. Although they accept that corporations should obey the laws of the countries within which they work, they assert that corporations have no other obligation to society. Some people perceive CSR as incongruent with the very nature and purpose of business, and indeed a hindrance to free trade. Those who assert that CSR is contrasting with capitalism and are in favor of neoliberalism argue that improvements in health, longevity and/orinfant mortality have been created by economic growth attributed to free enterprise.^[16]

Critics of this argument perceive neoliberalism as opposed to the well-being of society and a hindrance to human freedom. They claim that the type of capitalism practiced in many developing countries is a form of economic and cultural imperialism, noting that these countries usually have fewer labour protections, and thus their citizens are at a higher risk of exploitation by multinational corporations.^[17]

A wide variety of individuals and organizations operate in between these poles. For example, the REALeadership Alliance asserts that the business of leadership (be it corporate or otherwise) is to change the world for the better.^[18] Many religious and cultural traditions hold that the economy exists to serve human beings, so all economic entities have an obligation to society (see for example Economic Justice for All). Moreover, as discussed above, many CSR proponents point out that CSR can significantly improve long-term corporate profitability because it reduces risks and inefficiencies while offering a host of potential benefits such as enhanced brand reputation and employee engagement.

[edit]Motives

Some critics believe that CSR programs are undertaken by companies such as British American Tobacco (BAT),^[19] the petroleum giant BP(well-known for its high-profile advertising campaigns on environmental aspects of its operations), and McDonald's (see below) to distract the public from ethical questions posed by their core operations. They argue that some corporations start CSR programs for the commercial benefit they enjoy through raising their reputation with the public or with government. They suggest that corporations which exist solely to maximize profits are unable to advance the interests of society as a whole.^[20]

Another concern is that sometimes companies claim to promote CSR and be committed to sustainable development but simultaneously engaging in harmful business practices. For example, since the 1970s, the McDonald's Corporation's association with Ronald McDonald House has been viewed as CSR and relationship marketing. More recently, as CSR has become mainstream, the company has beefed up its CSR programs related to its labor, environmental and other practices^[21] All the same, in McDonald's Restaurants v Morris & Steel, Lord Justices Pill, May and Keane ruled that it was fair comment to say that McDonald's employees worldwide 'do badly in terms of pay and conditions'^[22] and true that 'if one eats enough McDonald's food, one's diet may well become high in fat etc., with the very real risk of heart disease.'^[23]

Royal Dutch Shell has a much-publicized CSR policy and was a pioneer in triple bottom line reporting, but this did not prevent the 2004 scandal concerning its misreporting of oil reserves, which seriously damaged its reputation and led to charges of hypocrisy. Since then, the Shell Foundation has become involved in many projects across the world, including a partnership with Marks and Spencer (UK) in three flower and fruit growing communities across Africa.

Critics concerned with corporate hypocrisy and insincerity generally suggest that better governmental and international regulation and enforcement, rather than voluntary measures, are necessary to ensure that companies behave in a socially responsible manner. Others, such as Patricia Werhane, argue that CSR should be considered more as a corporate moral responsibility, and limit the reach of CSR by focusing more on direct impacts of the organization as viewed through a systems perspective to identify stakeholders.

[edit]Ethical consumerism

The rise in popularity of ethical consumerism over the last two decades can be linked to the rise of CSR. As global population increases, so does the pressure on limited natural resources required to meet rising consumer demand (Grace and Cohen 2005, 147). Industrialization, in many developing countries, is booming as a result of both technology and globalization. Consumers are becoming more aware of the environmental and social implications of their day-to-day consumer decisions and are therefore beginning to make purchasing decisions related to their environmental and ethical concerns. However, this practice is far from consistent or universal.

[edit]Globalization and market forces

As corporations pursue growth through globalization, they have encountered new challenges that impose limits to their growth and potential profits. Government regulations, tariffs, environmental restrictions and varying standards of what constitutes "labor exploitation" are problems that can cost organizations millions of dollars. Some view ethical issues as simply a costly hindrance, while some companies use CSR methodologies as a strategic tactic to gain public support for their presence in global markets, helping them sustain a competitive advantage by using their social contributions to provide a subconscious level of advertising. (Fry, Keim, Meiners 1986, 105) Global competition places a particular pressure on multinational corporations to examine not only their own labor practices, but those of their entire supply chain, from a CSR perspective.

[edit]Social awareness and education

The role among corporate stakeholders is to work collectively to pressure corporations that are changing. Shareholders and investors themselves, through socially responsible investing are exerting pressure on corporations to behave responsibly. Non-governmental organizations are also taking an increasing role, leveraging the power of the media and the Internet to increase their scrutiny and collective activism around corporate behavior. Through education and dialogue, the development of community in holding businesses responsible for their actions is growing ^[24].

[edit]Ethics training

The rise of ethics training inside corporations, some of it required by government regulation, is another driver credited with changing the behavior and culture of corporations. The aim of such training is to help employees make ethical decisions when the answers are unclear. Tullberg believes that humans are built with the capacity to cheat and manipulate, a view taken from (Trivers 1971, 1985), hence the need for learning normative values and rules in human behavior ^[25]. The most direct benefit is reducing the likelihood of "dirty hands" (Grace and Cohen 2005), fines and damaged reputations for breaching laws or moral norms. Organizations also see secondary benefit in increasing employee loyalty and pride in the organization. Caterpillar and Best Buy are examples of organizations that have taken such steps^[26].

Increasingly, companies are becoming interested in processes that can add visibility to their CSR policies and activities. One method that is gaining increasing popularity is the use of well-grounded training programs, where CSR is a major issue, and business simulations can play a part in this.^{[citation needed]}

One relevant documentary is The Corporation, the history of organizations and their growth in power is discussed. Corporate social responsibility, what a company does to in trying to benefit society, versus corporate moral responsibility (CMR), what a company should morally do, are both important topics to consider when looking at ethics in CSR. For example, Ray Anderson, in The Corporation, takes a CMR perspective in order to do what is moral and he begins to shift his company's focus towards the biosphere by utilizing carpets in sections so that they will sustain for longer periods. This is Anderson thinking in terms of Garret Hardin's "The Tragedy of the Commons," where if people do not pay attention to the private ways in which we use public resources, people will eventually lose those public resources.

[edit]Laws and regulation

Another driver of CSR is the role of independent mediators, particularly the government, in ensuring that corporations are prevented from harming the broader social good, including people and the environment. CSR critics such as Robert Reich argue that governments should set the agenda for social responsibility by the way of laws and regulation that will allow a business to conduct themselves responsibly.

The issues surrounding government regulation pose several problems. Regulation in itself is unable to cover every aspect in detail of a corporation's operations. This leads to burdensome legal processes bogged down in interpretations of the law and debatable grey areas (Sacconi 2004). For example, General Electric failed to clean up the Hudson River after contaminating it with organic pollutants. The company continues to argue via the legal process on assignment of liability, while the cleanup remains stagnant. (Sullivan & Schiafo 2005).

The second issue is the financial burden that regulation can place on a nation's economy. This view shared by Bulkeley, who cites the Australian federal government's actions to avoid compliance with the Kyoto Protocol in 1997, on the concerns of economic loss and national interest. The Australian government took the position that signing the Kyoto Pact would have caused more significant economic losses for Australia than for any other OECD nation (Bulkeley 2001, pg 436). On the change of government following the election in November 2007, Prime Minister Kevin Rudd signed the ratification immediately after assuming office on 3 December 2007, just before the meeting of the UN Framework Convention on Climate Change. Critics of CSR also point out that organisations pay taxes to government to ensure that society and the environment are not adversely affected by business activities.

Denmark has a law on CSR. On 16 December 2008, the Danish parliament adopted a bill making it mandatory for the 1100 largest Danish companies, investors and state-owned companies to include information on corporate social responsibility (CSR) in their annual financial reports. The reporting requirements became effective on 1 January 2009.^[27] The required information includes:

information on the companies' policies for CSR or socially responsible investments (SRI)

information on how such policies are implemented in practice, and
information on what results have been obtained so far and managements expectations for the future with regard to CSR/SRI.

CSR/SRI is still voluntary in Denmark, but if a company has no policy on this it must state its positioning on CSR in their annual financial report. More on the Danish law can be found at CSRgov.dk

[edit]Crises and their consequences

Often it takes a crisis to precipitate attention to CSR. One of the most active stands against environmental management is the CERESPrinciples that resulted after the Exxon Valdez incident in Alaska in 1989 (Grace and Cohen 2006). Other examples include the lead poisoning paint used by toy giant Mattel, which required a recall of millions of toys globally and caused the company to initiate new risk management and quality control processes. In another example, Magellan Metals in the West Australian town of Esperance was responsible for lead contamination killing thousands of birds in the area. The company had to cease business immediately and work with independent regulatory bodies to execute a cleanup. Odwalla also experienced a crisis with sales dropping 90%, and the company's stock price dropping 34% due to several cases of E. Coli spread through Odwalla apple juice. The company ordered a recall of all apple or carrot juice products and introduced a new process called "flash pasteurization" as well as maintaining lines of communication constantly open with customers.

[edit]Stakeholder priorities

Increasingly, corporations are motivated to become more socially responsible because their most important stakeholders expect them to understand and address the social and community issues that are relevant to them. Understanding what causes are important to employees is usually the first priority because of the many interrelated business benefits that can be derived from increased employee engagement (i.e. more loyalty, improved recruitment, increased retention, higher productivity, and so on). Key external stakeholders include customers, consumers, investors (particularly institutional investors), communities in the areas where the corporation operates its facilities, regulators, academics, and the media.

[edit]Efforts to implement CSR

A very large number of social and voluntary organizations are contributing to the field of Corporate social responsibility by making it an important agenda where they clearly harp for all the corporate bodies to adhere to the morns of CSR at all costs. In fact, these voluntary organizations always go on devising newer and more pragmatic/stringent norms of application of the requirements of Corporate social responsibility. A few of them are ---^[28] ^[29]

Exemplas (lead partner Equal) Community Action Dacorum (lead partner IiC Hertfordshire) Council for Voluntary Service St Albans District BITC - Business In the Community CSR (India)- a subsidiary of IRDS, a Lucknow based Voluntary organization

[edit]See also

Accountability

Beneficiation

Business in the Community

Business ethics

Business philosophy

Carbon neutrality

Carbon offset

Chief Green Officer

Civil society

Corporate behaviour

Corporate benefit

Corporate citizenship

Corporate governance

Corporate personhood

Corporate Social Entrepreneurship

Corporate sustainability

Corporation

Csrwire Canada

Customer engagement

Ethical banking

Ethical job

Green job

Inclusive business

ISO 26000

Integrity Management

Not Just For Profit

OECD Guidelines for Multinational Enterprises

Pole of excellence

Principles for Responsible Investment (PRI)

Public Eye Awards

Renewable-energy economy

Shareholder primacy

Sustainability

The Corporation

Voluntary compliance

[edit]Notes

^ D Wood, 'Corporate Social Performance Revisited' (1991) 16(4) The Academy of Management Review

^ R Freeman, Strategic management :a stakeholder approach(Pitman 1984) ISBN: 9780273019138, on&ots=6ZkgH5ObRI&sig=blXypqsI33PKbEs4Tzk0RBQ-tfg#v=onepage&q&f=false books.google.com

^ Saether, Kim T.; Ruth V. Aguilera (2008). "Corporate Social Responsibility in a Comparative Perspective". In Crane, A., et al. (PDF). The Oxford Handbook of Corporate Social Responsibility. Oxford: Oxford University Press. ISBN 0199211590. Retrieved 2008-03-06.

^ Habisch, André; Jan Jonker, Martina Wegner, R. Schmidpeter (eds.) (2005). Corporate Social Responsibility across the Europe. Heidelberg: Springer. ISBN 978-3-540-23251-3.

^http://www.fairtrade.org.uk/work/case_studies/read_a_case_study/default.aspx?ID=40

^ R.H. Gray, D.L.Owen & K.T.Maunders, Corporate Social Reporting: Accounting and accountability (Hemel Hempstead: Prentice Hall, 1987) p. IX.

^ D. Crowther, "Social and Environmental Accounting" (London: Financial Times Prentice Hall, 2000), p. 20

^ See Companies Act 2006 section 417 ff

^ https://www.saica.co.za/tabid/695/itemid/2344/language/en-ZA/An-integrated-report-is-a-new-requirement-for-list.aspx

^ Orlitzky, Marc; Frank L. Schmidt, Sara L. Rynes (2003). "Corporate Social and Financial Performance: A Meta-analysis" (PDF).Organization Studies (London: SAGE Publications) 24 (3): 403–441. doi:10.1177/0170840603024003910. Retrieved 2008-03-07.

^ "Corporate Social Responsibility and Ethical Careers".University of Edinburgh Careers Service. Retrieved 2008-03-07.

^ Bhattacharya, C.B., Sankar Sen and Daniel Korschun (2008), "Using Corporate Social Responsibility to Win the War for Talent," MIT Sloan Management Review, 49 (2), 37-44; "The Good Company". The Economist. 2005-01-20. Retrieved 2008-03-07.

^ Kytle, Beth; paramveer singh (2005). "Corporate Social Responsibility as Risk Management: A Model for Multinationals"(PDF). Social Responsibility Initiative Working Paper No. 10.. Cambridge, MA: John F. Kennedy School of Government, Harvard University. Retrieved 2008-03-07.

^ Paluszek, John (April 6–7, 2005). "Ethics and Brand Value: Strategic Differentiation" (PowerPoint). Business and Organizational Ethics Partnership Meeting. Markkula Center for Applied Ethics, Santa Clara University. Retrieved 2008-03-07.

^ "Dr. Tantillo's 30-Second 'How To': How To Brand CSR The American Apparel Way" Marketing Doctor Blog. March 28, 2008.

^ Friedman, Milton (1970-09-13). "The Social Responsibility of Business is to Increase its Profits". The New York Times Magazine. Retrieved 2008-03-07.

^ c.f., Aquino, M.P., Nuestro Clamor por la Vida. Teología Latinoamericana desde la Perspectiva de la Mujer (San José, Costa Rica: Departamento Ecuménico de Investigaciones, 1992), et al.

^ Real Leadership Alliance

^ Friends of the Earth (2005-04-28). "British American Tobacco Report Shows Truth Behind Greenwash". Press release. Retrieved 2008-03-07.

^ McKibben, Bill (November/December 2006). "Hope vs. Hype".Mother Jones. Retrieved 2008-03-07.

^ McDonald's Corporation CSR information

^ [Appeal Judgment p247]

^ [Judgment p264]

^ Roux, M. (2007). "Climate conducive to corporate action: 1 All-round Country Edition". The Australian: 14.

^ Tullberg, J.; Tullberg, S. (1996). "On Human Altruism: The Discrepancy between Normative and Factual Conclusions".Oikos 75 (2): 327–329.

^ Thilmany, J. (2007). "Supporting Ethical Employees". HR Magazine 52 (2).

^ Danish Centre for CSR's official website CSRgov.dk

^ CSR (India

^ Partners in CSR

[edit]References

This article includes a list of references, but its sources remain unclear because it has insufficient inline citations.
Please help to improve this article by introducing more precise citations where appropriate. (July 2009)

Baker, M. "[1]". "Companies in Crisis- What to do when it all goes wrong."

Bansal, P., R. Roth (2000). "Why Companies Go Green: A model of Ecological Responsiveness". The Academy of Management Journal, Vol.43, No.4, pp. 717–736.

Bulkeley, H. (2001). "Governing Climate Change: The Politics and Risk Society". Transactions of the Institute of British Geographers, New Series, Vol.26, No.4, pp. 430–447.

Brand Strategy (2007). "10 key things to know about CSR". London. pg.47.
Catalyst Consortium (2002). "What is Corporate Social Responsibility?"

Feltus, C.; Petit, M.; Dubois, E.(2009). Strengthening employee's responsibility to enhance governance of IT: COBIT RACI chart case study , Proceedings of the first ACM workshop on Information security governance (WISG'09), Chicago, Il, USA. Strengthening employee's responsibility to enhance governance of IT: COBIT RACI chart case study ISBN 978-1-60558-787-5

Fialka. J. (2006). "Politics & Economics: Big Businesses Have New Take on Warming; Some Companies Move From Opposition to Offering Proposals on Limiting Emissions". Wall Street Journal. pg.A.4.

Fields, S. (2002). "Sustainable Business Makes Dollars and Cents".Environmental Health Perspectives, Vol.110, No.3, pp.A142-A145.

Fry, L. W., G. D. Keim, R. E. Meiners (1982). "Corporate Contributions: Altruistic or for Profit?" The Academy of Management Journal, Vol.25, No.1, pp. 94–106.

Grace, D., S. Cohen (2005). Business Ethics: Australian Problems and Cases. Oxford University Press. ISBN 0195507940.

International Court of Justice. "How the Court Works".

Pitts, C. (ed.), M. Kerr, R. Janda, & C. Pitts (2009) Corporate Social Responsibility: A Legal Analysis (Toronto: LexisNexis). ISBN 9780433451150.

Roux, M. (2007). "Climate conducive to corporate action: 1 All-round Country Edition". The Australian. Canberra, A.C.T. pg.15. online article

Sacconi, L. (2004). A Social Contract Account for CSR as Extended Model of Corporate Governance (Part II): Compliance, Reputation and Reciprocity. Journal of Business Ethics, No.11, pp. 77–96.

Sullivan, N.; R. Schiafo (2005). Talking Green, Acting Dirty (Op-Ed).New York Times, June 12, 2005.

Sun, William (2010), How to Govern Corporations So They Serve the Public Good: A Theory of Corporate Governance Emergence, New York: Edwin Mellen, ISBN 9780773438637.

Thilmany, J. 2007. "Supporting Ethical Employees." HR Magazine, Vol. 52, No.2, September 2007, pp. 105–110.

Tullberg, S., J. Tullberg (1996). "On Human Altruism: The Discrepancy between Normative and Factual Conclusions". Oikos, Vol.75, No.2, pp. 327–329.

Visser, W., D. Matten, M. Pohl, N. Tolhurst (eds.) (2008). The A to Z of Corporate Social Responsibility. Wiley. ISBN 978-0-470-72395-1.

[edit]Further reading

This article's further reading may not follow Wikipedia's content policies or guidelines. Please improve this article by removing excessive, less relevant or many publications with thesame point of view; or by incorporating the relevant publications into the body of the article through appropriate citations. (August 2010)

Baker, Mallen. "Arguments against Corporate Social Responsibility". Business Respect. Retrieved 2008-03-07.

Carroll, A.; A. Buchholtz (2006). Business and Society: Ethics and Stakeholder Management, 6th ed. Mason, OH: Thomson/South-Western. ISBN 0324225814.

Carroll, A. (1998). "The Four Faces of Corporate Citizenship". Business and Society Review. September, vol. 100, no. 1, pp. 1–7
Cavett-Goodwin, David (2007-12-03). "Making the Case for Corporate Social Responsibility". Cultural Shifts. Retrieved 2008-03-07.

Clarkson, M. (1995). "A stakeholder framework for analyzing and evaluating corporate social performance". Academy of Management Review. Vol.20, pp. 92–117.
Commission of the European Communities (2006): IMPLEMENTING THE PARTNERSHIP FOR GROWTH AND JOBS: MAKING EUROPE A POLE OF EXCELLENCE ON CORPORATE SOCIAL RESPONSIBILITY

Davis, K.; R. Blomstrom (1975). Business and Society: Environment and Responsibility, New York: McGraw-Hill. ISBN 0070155240.

Davis, Kevin R. (2007). "The Compliance Racket," The Chronicle of Higher Education, Vol. 53, No. 20, p. B11.
Farnham Castle. "Corporate Social Responsibility: New Fad or Necessity". Retrieved 2008-03-07.

"Ian Davis on business and society". The Economist. 2005-05-26. Retrieved 2008-03-07. - advantages and limitations of CSR

Feltus, C.; Petit, M. (2009). "Building a Responsibility Model Including Accountability, Capability and Commitment", Proceedings of the Fourth International Conference on Availability, Reliability and Security, Institute of Electrical and Electronics Engineers ( IEEE ), Fukuoka, 2009. Building a Responsibility Model Including Accountability, Capability and Commitment

Fombrun, C. (2000). "The value to be found in corporate reputation". Financial Times, December 4, 2000.
Griffin, J.; J. Mahon (1997). "The Corporate Social Performance and Corporate Financial Performance Debate", Business and Society. Vol. 36. pp. 5–31.

Holton, Glyn A.. "Investor Suffrage Movement" (PDF). Financial Analysts Journal 62 (6). Retrieved 2008-03-07.

Habisch, A; Jonker, J.; Wagner, M; Schmidpeter, R.(2005): Corporate Social Responsibility Across Europe. Springer. ISBN 3-540-23251-6.

Hemingway, C.A. (2005). "Personal Values as a Catalyst for Corporate Social Entrepreneurship", Journal of Business Ethics. Vol.60, No.3, pp. 233–249.
International Business Report (2008). Corporate Social Responsibility: a necessity not a choice, Grant Thornton.

Jastram, Sarah (2007). "The Link Between Corporate Social Responsibility and Strategic Management". CIS Papers No.17. Centre of International Studies, Hamburg.
Joseph, Amita (2010). "A Picture of CSR in India", CSR360 Global Partner Network.

Lin-Hi, Nick (2008). "Corporate Social Responsibility: An Investment in Social Cooperation for Mutual Advantage", Wittenberg Center for Global Ethics Discussion Paper 2008-6.

Maignan, I., O. Ferrell, G. Tomas (1999). "Corporate Citizenship: Cultural Antecedents and Business Benefits". Journal of the Academy of Marketing Science. Vol.27, No.4, pp. 455–469.

Maignan, I., O. Ferrell (2001). "Corporate citizenship as a marketing instrument". European Journal of Marketing. Vol.35, No.3/4, pp. 457–484
Matten, D., A. Crane, W. Chapple (2003). "Behind the mask: Revealing the true face of corporate citizenship". Journal Business Ethics, Vol.45, No.1, p. 109.
Menon, A., A. Menon (1997). "Enviropreneurial marketing strategy: the emergence of corporate environmentalism as marketing strategy". Journal of Marketing, Vol.61, pp. 51–67.

"Millennium Poll on Corporate Responsibility", Environics International Ltd., in cooperation with The Prince of Wales Trust, September 1999.
Jones, I., M. Pollitt, D. Bek (2006). "Multinationals in their communities: A social capital approach to corporate citizenship projects", University of Cambridge Working Paper 337.

Manne, Henry G. (2006-11-24). "Milton Friedman Was Right". The Wall Street Journal. Retrieved 2008-03-07.

Milchen, Jeff (May, 2000). "Inherent Rules of Corporate Behavior". ReclaimDemocracy.org. Retrieved 2008-03-07.

Norman, Wayne; Chris MacDonald. "Triple Bottom Line: a Critique". Retrieved 2008-03-07.

Porter, Michael; Mark Kramer. "The Link Between Competitive Advantage and Corporate Social Responsibility" (PDF). Harvard Business Review.

Rowe, James (2005-01-01). "Corporate Social Responsibility as Business Strategy". CGIRS-Reprint-2005-08. Center for Global, International, and Regional Studies, University of California, Santa Cruz. Retrieved 2008-03-07.

Sen, Sankar, C. B. Bhattacharya and Daniel Korschun (2006). "The Role of Corporate Social Responsibility in Strengthening Multiple Stakeholder Relationships: A Field Experiment." Journal of the Academy of Marketing Science, 34 (2), 158-66.

SMEs Focus. "Making Europe a Pole of Excellence on Corporate Social Responsibility (CSR)".

Spence, L.; Habisch, A.; Schmidpeter R. (Editors) (2004). Responsibility and Social Capital. The World of Small and Medium Sized Enterprises. Palgrave. ISBN 0-333-71459-8.

Visser, Wayne, Dirk Matten, Manfred Pohl, and Nick Tolhurst (Editors) (2007). The A to Z of Corporate Social Responsibility. London, England; New York, NY: Wiley. ISBN 978-0-470-72395-1.

Waddell, S. (2000). "New institutions for the practice of corporate citizenship: Historical Intersectoral, and Developmental Perspectives". Business and Society Review, Vol.105, pp. 323–345.

Wartick, S., P. Cochran (1985). "The Evolution of the Corporate Social Performance Model". Academy of Management Review, Vol.10, p. 767.
Wheeler, David; Maria Sillanpää (1997). The Stakeholder Corporation: a blueprint for maximizing stakeholder value. London: Pitman.ISBN 0273626612.

Pitt, Orane (2010-08-23). "Social Responsibility towards Corporate". Retrieved 2010-08-23.

Wood, D. (1991). "Corporate Social Performance Revisited". Academy of Management Review, Vol.4, pp. 691–718.
World Business Council for Sustainable Development (2001), The Business Case for Sustainable Development: Making a difference toward the Johannesburg Summit 2002 and beyond.

World Business Council for Sustainable Development (2000), Corporate Social Responsibility: Making good business sense.

World Business Council for Sustainable Development (1999), Corporate Social Responsibility: Meeting changing expectations.

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[edit]Benjamin Franklin

[edit]The American Revolution

[edit]19th Century: Disintegration

[edit]Philanthropy's Contributions to American Life

[edit]Modern philanthropists

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