Name of the College : armiet

roll no : armiet/mms 19/gt48

NAME OF THE STUDENT : Tejaswini Gajendra Gurav
ACADEMIC YEAR : 2019-2020
SUBJECT : corporate social responsibility

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Q.1] Explain in detail business ethics followed by any top four management leaders discuss the
challenges they faced & evaluate if there is anything you could have done diffrently

Ans.

Ethics means the set of rules or principles that the organization should follow. While in business ethics
refers to a code of conduct that businesses are expected to follow while doing business.
Through ethics, a standard is set for the organization to regulate their behavior. This helps them in
distinguishing between the wrong and the right part of the businesses.

The ethics that are formed in the organization are not rocket science. They are based on the creation of a
human mind. That is why ethics depend on the influence of the place, time, and the situation.

Code of conduct is another term that is used extensively in businesses nowadays. It is a set of rules that
are considered as binding by the people working in the organization.

Business ethics compromises of all these values and principles and helps in guiding the behavior in the
organizations. Businesses should have a balance between the needs of the stakeholders and their desire
to make profits.

While maintaining these balances, many times businesses require to do tradeoffs. To combat such
scenarios, rules and principles are formed in the organization.

This ensures that businesses gain money without affecting the individuals or society as a whole. The
ethics involved in the businesses reflect the philosophy of that organization.

One of these policies determines the fundamentals of that organization. As a result, businesses often
have ethical principles. There is a list of ethical principles involved in the businesses.

Challenges faces in business ethics :

1. Accounting

“Cooking the books” and otherwise conducting unethical accounting practices is a serious problem,
especially in publicly traded companies. One of the most infamous examples is the 2001 scandal that
enveloped American energy company Enron, which for years inaccurately reported its financial
statements and its auditor, accounting firm Arthur Andersen, signed off on the statements despite them
being incorrect. When the truth emerged, both companies went out of business, Enron’s shareholders lost
$25 billion, and although the former “Big Five” accounting firm had a small portion of its employees
working with Enron, the firm’s closure resulted in 85,000 jobs lost.

2. Social Media

The widespread nature of social media has made it a factor in employee conduct online and after hours.
Is it ethical for companies to fire or otherwise punish employees for what they post about? Are social
media posts counted as “free speech”? The line is complicated, but it is drawn when an employee’s online
activities are considered disloyal to the employer, meaning that a Facebook post would go beyond
complaining about work and instead do something to reduce business.

3. Harassment and Discrimination

Racial discrimination, sexual harassment, wage inequality – these are all costly ethical issues that
employers and employees encounter on a daily basis across the country. According to a news release
from the Equal Employment Opportunity Commission (EEOC), the EEOCC secured $505 million for
victims of discrimination in private sector and government workplaces in 2019. The EEOC states that
there are several types of discrimination, including age, disability, equal pay, genetic information,
harassment, national origin, race, religion, retaliation, pregnancy, sex and sexual harassment.

4. Health and Safety

The International Labour Organization (ILO) states that 7,397 people die every day from occupational
accidents or work-related diseases. This results in more than 2.7 million deaths per year. According to the
Occupational Safety & Health Administration,

5. Technology/Privacy

With developments in technological security capability, employers can now monitor their employees’
activity on their computers and other company-provided electronic devices. Electronic surveillance is
supposed to ensure efficiency and productivity, but when does it cross the line and become spying?
Companies can legally monitor your company email and internet browser history; in fact, 66% of
companies monitor internet connections, according to 2019 data from the American Management
Association. 45% of employers track content, keystrokes and time spent on the keyboard, and 43% store
and review computer files as well as monitor email. Overall, companies aren’t keeping this a secret: 84%
told employees that they are reviewing computer activity. Employees should review the privacy policy to
see how they are being monitored and consider if it can indicate a record of their job performance.

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Q.2] Prepare a report on what ethics do employers & employee follow at pantaloons

Ans.

Pantaloon Retail, a Future Group venture, India’s retail pioneer started its operations in 1993 now caters
to theentire Indian consumption space. It has emerged as retailing giant of India with over 15 million
square feet ofretail space spread over 85 cities and 60 rural locations across the country. As India’s
leading retailer, it inspirestrust through innovative offerings, quality products and affordable prices that
help customers achieve a betterquality of life every day. Pantaloon Retail operates in over twenty diverse
store formats, with a spectrum ofofferings ranging from food and grocery to carpentry services. Around
220 million customers walk into the storeseach year and choose products and services supplied by over
30,000 small, medium and large entrepreneurs andmanufacturers from across India. The aggressive
expansion rate, combined with the aim of capturing both the research paper

Following business ethics follow at pantaloons

i ] Environment :

· Reduces environment impact and optimizes energy consumption of stores and head office

· strengthens environmental considerations in logistics operations

· promotes environment friendly products

· Raises awareness and inform on environmewntal issues both internally and externally
ii] Supply and business partners :

· promotes local suppliers and product

· develope long-term relationaship with the suppliers in manner that insures sustainablity and
growth of every supply partner

iii] Customers :

· Helps customers save more and providing gurantee up to date

· Provides wide choice of product rages for all segments and purchasing powers

· gurantees product safety

iv] Community :

· Respect the social and cultural divercity of india

· provide relevant product for every community help protect and celebrate local customs festivals
and art forms and be a positive agent of change in society

v] Employees :

· Ensure safety and quality of working sites like store and warehouses

· Gurantees fare wages and promote diversity and equal opportunities in a manner that is closely
reflect the composition of society and country.

· Provide countinous training to all employees to improve their knowledge and skill base for
proffessional growth in their career path

vi] Reporting :

· Strives to deliver superior sustainable financial performance

· ensure clairity and reliability of financial information shared

· Provide fair dividend to its shareholders

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Q.3] Explain any 5 management lesson that can be adopted from sri guru granth sahib

1. Honesty is the best Policy

He believes that everyone should love their life in the most honest way. Something that is earned with
corruption and dishonesty would not last long, and the price will be paid at some point in time. The
greatest joy can only be found when we live in complete honesty and truth

2. There is no better business than serving the poor

At one point in time, Guru Nanak Dev Ji’s father gave him Rs.20 to indulge himself in business. But he
used that money to feed the poor. He thought that sharing the valuables and resources with the poor is
the true business, or in his terms, “Sacha Sauda”. This philosophy is evident with their ritual “langar”,
where people feed the poor, irrespective of their fate, caste and race. And this is also what he believed
was the core of any religion

3. Equality

He considered everyone to be equal, regardless of the gender, caste, race, religion, social or nancial
status. This philosophy is deeply carried out by the followers, and this is the reason Gurudwaras are open
to everyone wanting to visit them.

4. Respect for women

While standing up for equality, he also stood up for women. One of his verses translates as:

“Why disrespect the one who gives birth to the majestic kings of the world.”

We all know how women in the modern age as well as the conservative age faced atrocities along their
way, and Guru Nanak Dev Ji has always looked to change this matter in his teachings.

5. The Core philosophy of Selfless Service

As mentioned before, Guru Nanak Dev ji placed a great emphasis on seless service. This belief,
according to him, is of utmost importance considering the personal benet sought in the modern age. He
was the rm believer that the true spiritual satisfaction can only come when you are seless and work for
others’ good. This is what he referred to as “Sewa”, that can bring mental peace and walk on the path to
be one with the Almighty. Moreover, the philosophy also resembles the Buddhist philosophy of
detachment where the outcome emphasizes on working without wanting to receive any reward.

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Q.4] Prepare a Summary on test management practices learn from mahabharat

Ans.

1. Work on your weakness, improve your skills and constantly learn:

During exile the Pandavas, having recently lost their kingdom and honour, utilized their time to acquire
new skills. Arjuna, the most skilful archer in the world set out to acquire new weapons. Yudhisthira
acquired teachings from various wise rishis and learnt the game of dice, his nemesis, and became
undefeatable in the game. It was these newfound skills that gave them an edge in the final war.

In the modern times the principles of management/technology learnt today will be archaic in the future.
Thus we have the need to constantly improve, especially in times when career is at ebb.

2. Share responsibility:

The Kauravas had a centralised leadership with one head of the army at a time who had the control of the
entire 11 divisions (akshouhini). Bhisma, Drona, Karna, Shalya and Aswathamma pass the command as
they fall and for a brief period the army is leaderless. Despite the commanders Duryodhana is in de facto
control. This dichotomy in leadership often results in clashes.

The Pandavas on the other hand have a modern management structure to their army. Arjuna was the
chief commander of the army, with Lord Krishna as his counsellor. Dhristadymna was the commander-in-
chief and also commander of one of the seven divisions (akshouhini), as six others were for their.

The sharing of responsibility, thus power leads to a democracy in the management and reduced reliance
on one individual, thus reducing risk.

3. Teamwork succeeds:

The Kauravas had number advantage (11 divison Vs. 7 of Pandava) their generals fought their individual
battles:

Bhisma: because of the vow to protect the throne of Hastinapur

Drona and Kripa: allegiance to the throne

Karna: his friendship to Duryodhana and prove his mettle against Arjuna

Shalya: a Pandav ally to demoralise the Kaurava

They were a group of brilliant individuals which made a terrible team. Often described as bees, hornets
and mosquitos put in a jar with clash of egos (Bhisma-Karna, Bhisma-Shakuni, Karna-Shalya)

On the other had the Pandavas fought with one goal, setting aside personal beliefs like Yudhisthira lying
to Drona or Arjuna killing Karna. Again all of them were a part of decision making process.

Teamwork succeeds where individual fails, but the team formed must have the same vision, goal and
passoion.

4. Commitment over competence:

The Panadavas used trickery of some sort of the other to overpower the Kaurava commanders: Bhisma,
Drona and Karna shows that the Kauravas had highly competent people with them. It was the difference
in the commitment of the people on both sides that made the difference.

Bhisma: gave away his secret to die and did not attempt to kill the Pandavas

Drona: too indirectly gave away his secret

Karna: only humiliated but did not kill Yudhisthira and Bhima

On the other hand the Pandava army showed extraordinary commitment:

Abhimanyu, a 16 year old lad underwent a suicide mission in the chakravyu. It took the combined effort of
7 competent warriors to overcome this committed soldier

Ghatotkach deliberately fell on the army ranks causing damage even in death

Yudhisthira went to face Karna knowing full well he would be defeated

5. Take calculated risks, but always have dynamic strategies:

In the beginning of the war Yudhistira went to ask for the blessings of the elders, who invariably revealed
the secret of their defeat. This was a master plan executed finely for levelled up the moral or the dharma
cause which bound together his army.

He took the calculated risk and offered all the people to change sides if they wanted to. In reality he was
exploiting the lack of cohesiveness of the enemy but it may have backfired. The competence of the
warriors and the strength of the divisions were skewed towards the Kauravas which could have
precipitated defection from his side. Though it played in his favour when Yuyutsu crossed over to the
Panadav side.

Any venture in the real world comes with associated risk with it and all the decisions require us to take
decisions after evaluation of these risks. Pandavas and Kauravas both took risks but while Duryodhana’s
decisions were whimsical and egoist, the Pandavas took calculated risks which mostly paid off. But again
the various decision making of the two armies teach us one thing: there are no perfect plans.

6. Women Empowerment:

Mahabharata, and by extenuation Hinduism, is probably the oldest and the only to recognize the
importance of women in all realms of the societal working. Some suggest that woman is indicative of the
world we surround and man of the people in it and that when Draupadi is dishornoured it suggests the
exploitation of the world by its inhabitants.

In the epic the Kauravas had a total patriarchal structure, with commanders like Bhisma, a celibate who
could not consider a woman’s perspective.

Pandavas relied on the involvement of women and their thoughts. Kunti, their mother was the supreme
authority, and her word was dharma for Yudhistira. Draupadi was a companion to the Pandavas, and had
it not been for her motivation the Pandavas would have reclined to the forest forever.

In any decision making structure women always bring in a holistic view of the situation. The aggressive
and dominative masculine traits are balanced by harmonic and sustainable traits of a woman. It is only in
a team that is able to have this balance that is able to sustain in the long term.

7. Lord Krishna: the best crisis manager of the world

A discussion of any aspect of Mahabharata is incomplete without the mention of Lord Krishna. His divinity
scintillates throughout the tale and Panadavas would have had a hard time winning but for him. For a
moment let us set aside his divinity and view him in the scope of a manager.

Stages: Extending the discussion the avatars of Vishu, (who is a householder worldly God) defines the
stages of a manger in an industry:

Parasurama: is a rule follower, and leads the organization in its very early phase where discipline is
paramount

Rama: sets an example even by sacrifice and his ideals drive the organization

Lord Krishna: the ultimate coach, who develops and instils sense of responsibility in his pupils. He is a
crisis manager who never gets involved directly but through ideas

Buddha/Kalki: depending on the success of the system either detaches himself or ends the system if it is
unsustainable

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Q.5] Take a company in india which must be at least 100 year old follow its journey & write on
article on flow it evolved with time & followed ethical practices summarise with a key takeaway on
how ethical practices are crucial for long term sustainability & success of companies.

Ans.

Godrej & Boyce Mfg.Co.Ltd.

Godrej & Boyce Mfg.Co.Ltd. (the Company) was established in 1897 and is now in its 120th year of
existence. During this period it has established a reputation for honesty, integrity, and sound governance.
The Company’s philosophy on corporate governance envisages attainment of the highest levels of
transparency, accountability, and equity in all facets of its operations and in its interactions with its
stakeholders, including shareholders, employees, lenders, and the government. The Company is
committed to achieve and maintain the highest standards of corporate governance. The Company
believes that all its actions must serve the underlying goal of enhancing overall stakeholder value over a
sustained period of time. The corporate governance framework ensures effective engagement with
various stakeholders and helps the Company evolve with changing times. It oversees business strategies
and ensures fiscal accountability, ethical corporate behavior and fairness to all stakeholders.

Ethical practices :

I. PURPOSE

GODREJ & Boyce Mfg. Co. Ltd. (hereinafter referred to as ‘the Company’) has always promoted high
ethical standards of professional and personal conduct by its employees and business associates. All its
employees and business associates must be, and should be seen as, committed to integrity in all aspects
of their activities and comply with all applicable laws, regulations and internal policies.

The purpose of laying down the Code of Ethics & Business Conduct (hereinafter referred to as ‘the Code’)
is to improve overall compliance as well as to enhance further scope of good Corporate Governance with
an ethical and transparent process in managing the affairs of the Company
II. APPLICABILITY

The Code will be applicable to all employees (full-time, part-time and those on contractual assignments).
In addition to employees, the Company will create awareness about the Code and shall use its best
endeavors to influence compliance of the same among all dealers, vendors, suppliers, agents,
intermediaries, contractors & sub-contractors, consultants, Joint Venture partners and other business
associates of the Company (collectively referred as ‘Third Party’).

III. RESPONSIBILITIES TOWARDS THE COMPANY, OUR CUSTOMERS AND SUPPLIERS

A. GENERAL STANDARD OF CONDUCT

GODREJ has built its reputation by demonstrating an unwavering commitment to values such as honesty,
integrity, trust and respect, besides conforming to national and international rules in its dealings with all
business partners. The Company expects all employees to adhere to the general standards of conduct as
mentioned below:

A.1. Honesty & Integrity

The Company expects its employees to perform their duties with honesty, integrity and to the best of their
ability Employees should be honest, fair and trustworthy in all business relationships. They should honour
the corporate values, obey the law and take responsibility for their actions and consequences. Employees
are responsible for exemplifying the highest standards of ethical conduct.

A.2. Trust

The Company demands that every employee demonstrate trust and respect in dealings with other
colleagues in the organization as well as in their dealings with external parties. Distrust of colleagues /
external parties and disrespectful behaviour shown by employees is strongly discouraged and will not be
tolerated.

A.3. Customer Orientation

The Company expects all its employees to be customer-focused in approach. The success of the
organization depends on customer trust, satisfaction and loyalty. Employees are strongly directed to
ensure that customer needs are satisfied and that products and services offer value to the customer.

B. LEGAL, REGULATORY AND FINANCIAL ISSUES

B.1. Financial Reporting and Accounting

The Company shall prepare and maintain its accounts fairly and accurately, and in accordance with the
accounting and financial reporting standards which represent the generally accepted guidelines,
principles, standards, laws and regulations of the country in which the Company conducts its business
affairs.

B.2. Anti-Competitive or Restrictive Trade Practices

The international economic system is based on business competition. The Company supports free
enterprise and shall compete fairly and ethically within the framework of applicable competition laws.

B.3. Zero Tolerance towards Bribery and Corruption

The Company shall follow zero tolerance approach towards bribery and corruption; this includes any
payments made by employees, consultants, agents and other intermediaries acting by or on behalf of the
Company

B.4. International Trade Restrictions and Boycotts

The ability of the Company to trade in the global market is restricted by regulations issued by various
countries and international organizations such as the United Nations. Even disclosing technology may be
considered an export.

B.5. Human Rights

The Company at all times shall comply with applicable human rights laws including the UN Guiding
Principles on Business and Human Rights and all employees involved in these areas should be familiar
with them.

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Q.6] List down 10 ethical issues in international business

Ans.

Introduction

• Ethics refers to accepted principles of right or wrong that govern the conduct of a person, the members
of a profession, or the actions of an organization

• Often a function of differences in economic development, politics, legal systems, and culture

• Certain practices in one country may be unethical when judged by other countries (Western) standards

• Most common ethical issues involve employment practices, human rights, environmental regulations,
corruption, and the moral obligation of MNCs

Source and Nature of Ethical Issues

EMPLOYMENT PRACTICES

• When work conditions in a host nation are clearly inferior to those in a multinational’s home nation,
what standards should be applied—those of the home nation, those of the host nation, or something in
between?

• Examples: Apple iPode and Hongfujin in China; Nike in Vietnam; Levi Strauss and Tan family China

• International business implications: Establish minimal acceptable working standards and audit foreign
subsidiaries and subcontractors on a regular basis
Source and Nature of Ethical Issues

HUMAN RIGHTS

• Rights that we take for granted in developed nations, such as freedom of association, freedom of
speech, freedom of assembly, freedom of movement, freedom from political repression, and so on, are
by no means universally accepted

• Examples: South Africa until 1994; China’s human rights record; Myanmar (formally known as Burma);
Royal Dutch Shell in Nigeria

• What is the responsibility of an MNC when operating in a country where basic human rights are
violated? Should the company be there at all?

Source and Nature of Ethical Issues

ENVIRONMENTAL POLLUTION

• Ethical issues arise when environmental regulations in host nations are inferior to those in the home
nation.

• Should a multinational feel free to pollute in a developing nation?

• ‘tragedy of the commons’ occurs when individuals overuse a resource held in common by all (Garrett
Hardin)

• Examples: foreign oil companies in Nigeria; Coca Cola plant in Kerala

Source and Nature of Ethical Issues

CORRUPTION

“corruption has been a problem in almost every society in history, and it continues to be one today.”

• Corruption is bad, and it may harm a country’s economic development, but there are also cases where
payments to government officials can remove the bureaucratic barriers to investments that create jobs
– Examples: Bofors case; Enron; Lockheed case in US

• The US Foreign Corrupt Practices Act of 1977

• Convention on Combating Bribery of Foreign Public Officials in International Business Transactions

(OECD, 1997)

Source and Nature of Ethical Issues

MORAL OBLIGATIONS

• Social responsibility for MNCs to give something back to the societies that enable them to prosper and
grow.

• Example: BP, company policy to undertake “social investments” in the countries where it does
business

• Sometimes multinationals may abuse their power for private gain

• Example: the British East India Company (1600)

Source and Nature of Ethical Issues

Ethical Dilemmas

• What is the accepted ethical principle in international business perspective?

• Argument 01: ethical depends upon one’s cultural perspective. – American and European views on
capital punishment; Gift giving practices viewed in Asian and Western nations

• Ethical dilemmas —they are situations in which none of the available alternatives seems ethically
acceptable – Employing child labor was not acceptable, but neither was denying the child his/her only
source of income

Determinants of Ethical Behavior

PERSONAL ETHICS

• Personal ethical code exerts a profound influence on business ethics

• An individual with a strong sense of personal ethics is less likely to behave in an unethical manner in a
business setting.

• Personal ethics comes from sources like our parents, our schools, our religion, and the media.

Determinants of Ethical Behavior

DECISION-MAKING PROCESSES

• People simply forget that business decisions may also have an important ethical dimension.

• Most often ethical considerations are not incorporated into business decision making

• Example: Pfizer’s Drug Testing Strategy in Nigeria; Nike’s subcontracting decision

Determinants of Ethical Behavior

ORGANIZATION CULTURE

• Business climate sometimes do not encourage people to think through the ethical consequences of
business decisions
• All decisions are purely economic in nature (profit maximization) – Example: Case of former Enron CEO
Kenneth Lay

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Q.7] Explain in detail the csr ativity conducted by HUL

Ans.

1. Greening Barrens (Water Conservation & Harvesting)

It has 2 main objectives:

a) To reduce water consumption in its own operations and generate sub-soil water tables at its own sites
through the principles of 5R – Reduce, Reuse, Recycle, Recover & Renew.

b) Help adjacent villages to implement appropriate models of watershed development.

2. Shakti – Changing Lives in Rural India

Shakti is HUL’s rural initiative, which targets small villages with population of less than 2000. It seeks to
empower under privileged rural women by providing income-generating opportunities, health & hygiene
education through Shakti Vani program and creating access to relevant information through the Shakti
Community Portal.

3. Health & Hygiene Education

Lifebuoy Swastya Chetna is a rural health and hygiene initiative, started in 2002, was initiated in media
dark villages in UP, MP. Bihar, WB, Maharashtra aand Orissa for spreading awareness about washing
hands with Lifebuoy soap.

4. Economic Empowerment of Women

The Fair & Lovely Foundation is HUL’s initiative which aims at economic empowerment of women across
India. It aims to achieve this through providing information, resources, inputs and support in the areas of
education, career and enterprise.

5. Special Education & Rehabilitation

Under the Happy Home initiative, HUL supports special education and rehabilitation of children with
challenges.

a) Asha Daan:

Initiated in 1976, HUL supported Mother Teresa and Missionaries in Charity to set up a home in Mumbai
for abandoned, challenged children and the destitute.

b) Ankur:
In 1993, HUL’s Doom Dooma Plantation Division set up Ankur for special education of challenged
children aged between 5 and 15 years. Ankur provides educational. Vocational and recreational activities
to over 35 children with range of challenges like hearing or sight impairment, polio, cerebral palsy and
several learning difficulties.

c) Kappagam:

Encouraged by Ankur’s success Kappagam (Shelter), the second center for special education of
challenged children, was set up in 1998 on HUL Plantations in South India. It has 17 children.. The focus
is same as that of Ankur.

d) Anbagam:

This is another day care center (Center of Love), which was started in 2003 in south India plantations. It
takes care of 11 children. Besides medical care and meals, they too are being taught skills such that they
can become self-reliant and pursue elementary studies.

___________________________________________________________________________

Q.8] Explain strategic philanthropy example it using community partnering

Ans.

Strategic Philanthropy

Strategic philanthropy is a unique and powerful way to combine your company marketing goals with your
desire to increase the well-being of mankind.

We call it strategic philanthropy. Two of the more popular names are cause-related marketing or
community partnering.

No matter what you call it, strategic philanthropy is a positioning that connects your company with a not-
for-profit organization or cause. In this way, while you are being helpful and working for the common good
in your community, your business is receiving parallel benefits.

These benefits include exposure, lead generation, employee retention and increases in performance and
productivity. They can even include benefits to your bottom line.

Basic Philanthropy

Many businesses already engage in basic forms of philanthropy, such as:

Donating gift certificates to a church silent auction

Allowing a high school club to set up a car wash on the company parking lot

Contributing coffee for a community event

Buying a school yearbook ad

Sponsoring the local childrens sports team

No business can afford to say yes to all of the requests they receive for donations. Thus they find
themselves saying "yes" to the few and "no" to the many.

Creative strategic philanthropy can enable you to say yes, in one form or another, to almost every group
who solicits you. (Of course, you can see how this is a distinct marketing advantage.)

7 Creative Strategic Philanthropy Ideas

Here are a few creative strategic philanthropy ideas that have been implemented by our clients:

Introduce a special pre-packaged product that community groups can sell these products to their
stakeholders and they get a healthy percentage of the margin

Create a program where any community service group, school, non-profit, etc. can distribute coupons (i.e.
they do your marketing!) so that when their supporters buy at your store (or website) that group gets a
percentage of the sales.

Help groups to organize fundraisers to be held in your store or facility

Offer to partner with a youth education group or school, proposing that a transportable community mural
be painted at your location, which later circulates around the community as part of educational efforts

Invite groups who have major events in progress to hold a reception at your location, with some kind of
value return to them (discounted purchases, a percentage of sales, some gift certificates, etc.)

Give groups involved in addressing important local needs free or discounted gift certificates to pass on to
their hard working volunteers (you can steer these, in part, to groups tied to your target markets)

Partner with respected social action groups, to host a lunch workshop series or community dialog
sessions about local needs and issues

Here's one more idea from business coaching franchise company, Quantum Growth Coaching. Quantum
is the primary sponsor and donor of the Cras Tibi Foundation, set up to provide grants to organizations
involved in developing nation micro-lending.

My partner, Tom Matzen and I have written a book called Earn Twice As Much With Half The Stress.
Quantum donate $1 from each sale of the book to Cras Tibi.

It's a win-win-win. Quantum gets exposure because of the tie-in with Cras Tibi and microlending, Cras
Tibi gets the donation, and the micro-borrowers get to use the money.

Market Differentiation

Strategic philanthropy can be useful in distinguishing your business from your competitors, most of who
are probably stuck in old "business as usual" paradigms.

They likely think the purpose of business is merely to sell things and make money.

Such a narrow belief creates all sorts of sad consequences such as:
The publics skepticism or distrust of businesss self-interest fixation

Employees often feeling less than fully engaged or even exploited, thus having little interest in being loyal
to the company

Employees, and even business owners, feeling like their "real lives" are separate form their work life

Situational ethics taking the place of foundational moral beliefs

Employees and owners lacking the synergistic and creative skills to achieve high performance and
marketing success

Authentic strategic philanthropy is based upon the advantages of a much more empowering and
abundance-filled set of beliefs.

The purpose of business is to understand and meet some groups needs, i.e. everyones needs, including
the owner(s), employees, consumers, community, and even the natural environment

The high level purpose of business is to create and distribute excellent products and services, in a
manner which generates profits and abundance for everyone involved.

Businesses can be powerful models for the larger community. They are able to demonstrate the value of
such things as innovation, dedication and responsiveness to customers, risk-taking, process and systems
innovations, financial practicalities, and teamwork.

Strategic philanthropy can be a core element of how you operate your business and see yourself as a
entrepreneur.

It can functionally help you to refine the values and purpose of your business, in a manner, which not only
distinguishes you from your competitors. But also contributes to your bottom line while improving the
quality and success of virtually every aspect of your staff, your systems and your overall business.

___________________________________________________________________________

Q.9] Identify the stakeholders of a retail organization of your choice classify the stakeholders into
external & internal stakeholders

Ans.

Stakeholders are organizations, individuals or groups that are concerned about the activities of a
business. Stakeholders can be internal or external and each group has a different interest in the
company. Let's examine these stakeholders in more detail.

Stakeholders in reliance retail

Internal Stakeholders
Internal stakeholders are those individuals or groups within a business such as employees, owners,
shareholders and management who have an interest in the company. For example, Jake's employees at
the Books Worth A Look bookstore are concerned about the company's ability to operate into the future
since they obviously want to know if they'll still have their jobs. Management employees like Jake will
always be concerned about whether the business will continue to operate, his advancement
opportunities, and his possible salary increases

· Employees

· Manager

· Owners

External Stakeholders

External stakeholders are groups, individuals or organizations outside of a company such as its
customers (those individuals who purchase its goods and services), creditors (individuals or groups to
whom the company owes money), the government, suppliers (companies from whom the business
purchases its products), or society in general.

When customers purchase a product they are ofcourse going to expect it to be high quality and to
represent good value for their money. they're also going to want to know that a company will be in
business to honor any warranties that it provides with its products. creditors, such as banks, are
interested in a company's ability to pay its debts. If Books Worth a look took out a loan, its bank would
want to know that jake's business is making enough money to pay the loan when it is due.

The government is also interested in jake's business because he pays taxes, which fund important things
such as education, health care, and road maintenance, to name a few. If books worth a look doesn't
make money, then the government will have less money to fund its programs, so it's in their best
interest that businesses like jake's succeed

· Company suppliers

· Society

· government

· creditors

· shareholders

· customers
___________________________________________________________________________

Q.10] Write in detail with diagram on how being environmentally practice helped any three Indian
oraganization in reducing cost & mitigating risks

Ans.

LIC , STATE BANK OF INDIA , CPCB

Good environmental practices can improve business performance and reduce your business costs by
cutting your use of raw materials, energy, water and packaging.

Saving energy is the easiest way for you to save money. In doing so, you can reduce the carbon footprint
of your business.

Changing employee behaviour, using more efficient equipment and designing more efficient processes
are all ways you can lower your bills. You may be able to take advantage of certain tax breaks too.

By using raw materials more efficiently, recycling, reducing packaging and making production processes
more efficient, you can save money and help protect the environment.

If you invest in energy and water-saving technologies, and environmentally friendly vehicles, your
business could qualify for Enhanced Capital Allowances (ECAs). These can help you to reduce your tax
bill.

Firms are considered proactive when they respond to challenges by changing policies rather than
reacting to isolated events. Proactive environmental responses include: reducing the environmental
impact of products, improving the efficiency and costs of processes, involving employees in decisions,
and using R&D and marketing to expand sustainable markets. This study builds on past research by
looking specifically at how companies use voluntary and preventative practices, or corrective practices
that respond to regulation.

Firms with proactive environmental strategies use both preventative and corrective practices.

Preventative practices include voluntary measures such as programs that train workers about the
environment, total quality management and product life-cycle analysis.

Corrective practices are normally subject to public regulations such as pollution insurance and emission
filters.

Environmental training itself does not result in better environmental practice

___________________________________________________________________________

Q.11] As per section 135 of the companies act 2013 CSR effects will be equated with the money spent
which should be at least 2% of the net profit

Ans.

As per section 135 of the Companies Act, 2013, CSR efforts will be equated with the money spent- which
should be at least 2 percent of the net profit. However, companies are not very transparent in declaring
their CSR income. Companies in the past have fudged figures to meet the mandatory CSR spending.
Furthermore, companies that were spending more than 2 percent before the said law came into place,
have started spending much less these days.

According to available data, companies have engaged in selective CSR tasks that ultimately benefit their
brand value and help them prosper rather than activities that genuinely help the society at large.
According to some corporates, the mandated 2 percent CSR on net profit is also a way of extracting
higher profits illegitimately via a back-door and force them to fill in areas where the government has not
acted enough. Furthermore, the government’s action was unilateral, and the corporates were not
consulted before the government decided to implement this rule.

CSR in India suffers from some serious infirmities- policy and procedure-wise. As a result, it can be
argued that some more measures are needed to help implement CSR activities better like:

Specialization of companies should be utilized better. CSR should not be simply seen as the spending of
fiscal resources, but the smart spending of CSR resources. For example- a multi-national company
engaged in the production of packaged food should provide those below the poverty line with similar
assets, telephone companies should set up telecom services in remote areas lacking such services.
Section 135 of the Companies Act should be amended to include measures to allow companies to do
CSR activities as per their strengths and specialties.

CSR activities should be based on expert data. Companies should not blindly spend fiscal resources but
rely on data and suggestions of research institutes so that their efforts result in actual eradication of pre-
existing social problems. Therefore, companies should collaborate with social enterprises and research
institutes.

Companies should collaborate with the people on the ground- those who are supposed to receive their
CSR aid. This will help them realize what people actually need, what their actual problems are and
accordingly they can humanize their CSR aid to help a number of people with greater efficiency.

Companies must also compulsorily collaborate with specialist non-government institutions, who have
acted in a particular field with specialist experience for at least three years, this will help them utilize
their fiscal resources better as dedicated NGOs will guide them in effectively implementing their aid
programmes.
Conclusion

CSR in India was done mandatory with a hope to bring about changes from the ground level with the
help of the corporate world in association with the local administration. Unfortunately, it hasn’t turned
out to be as expected due to procedural and policy inadequacies which have failed to set up a fool proof
method of imparting CSR, which is being exploited by the companies. The CSR law needs to be amended
to make it simple, monitorable and sustainable for the long term.

___________________________________________________________________________

Q.12] Make a list of possible challenges that organisations may face in the successful implementation
of their CSR strategies

Ans.

Karlstad bus dept. may not probably face the same challenges as private company face when
implementing CSR. Dyberg8 pointed out that “For KBD, the financial difficulty is the number one
challenge when implementing CSR practices”. This biggest challenge in implementation of social
responsibility is because of CSR economic demand of high investment cost. Taking into consideration
the three aspects of CSR, i.e. social, economic and environment while ensuring that KBD to be on a
sustainable line map of a service traffic that meets the demand of the

city, the high cost requirement to meet CSR demands is the main challenge. Lindgren9 said that “since,
KBD is part of the municipality, CSR issues are more prioritized matters and often politicians see it as an
important question to be addressed to ensure that KBD meets the required high investment costs.”
Moreover, the city council that provide funding to KBD has a lot of trust on KBD because of KBD’s
transparency and its operational activities. Nevertheless, KBD are not allowed to spend too much money
as its budget is funded from government funds and should consider balancing between the three
aspects of CSR

city, the high cost requirement to meet CSR demands is the main challenge. Lindgren9 said that “since,
KBD is part of the municipality, CSR issues are more prioritized matters and often politicians see it as an
important question to be addressed to ensure that KBD meets the required high investment costs.”
Moreover, the city council that provide funding to KBD has a lot of trust on KBD because of KBD’s
transparency and its operational activities. Nevertheless, KBD are not allowed to spend too much money
as its budget is funded from government funds and should consider balancing between the three
aspects of CSR

KBD does not have the challenge of financial resource to train staff on CSR practices. Moreover, KBD
does not have the challenge of intense competition with competitors, as KBD is the only transport
industry operating in the urban area of Karlstad. Therefore, KBD is not afraid of competition as there are
no competitors, which provide service to the public apart from KBD.

Karlstad bus dept. does not have challenges of lack of support from thegovernment; instead, it has full
support from the government and other city departments for getting investment funds. Dyberg10
explained that “even though there is a great support from the government and other government
authorities, there are some judicial problems whereby current society needs requires to be updated in
the law text. In other words, the law text is not modern and is not written taking into consideration
today’s society demands”. For example, there is a lot of limitations on what type of buses KBD should
use concerning bus length, its width, and number of passengers that a bus should accommodate. This is
the only part when it comes to the government support which is lacking. Apart from this un-updated law
texts, KBD gets all financial aid and other support needed from state departments and research
institutions.

In CSR implementation, challenges in changing mindset of actors from the traditional practice (old way)
of doing thing to new systems is not a challenge to KBD and if there is any, it could be easily solved. For
this purpose, KBD has always an up-to-date guidelines and documents stating how work should be
accomplished. For example, in the case of changing from biogas to the present three electric buses,
drivers are required to charge electric buses at final bus stops before moving to next destination. In such
instances, there is no challenge from the part of drivers to understand and adopt to this new system.
Moreover, the new practice is best suited to the workers union demand for drivers to have short time
brakes and availability of facilities (toilets) at the end stations. However, in some instances there are
some challenges when it comes to seeing clearly the big picture on how new systems could be beneficial
over old systems. For example, changing from diesel to electricity buses, it looks a very good idea. But,
changing from biogas to electricity buses, it does not seem that much advantageous unless it is realized
that the maintenance and running costs of electricity buses are minimum over biogas buses. Therefore,
as people differ in their thinking, it is a challenge to bring people together to a common understanding
and mindset. This is because some actors think biogas is better than electricity and others think vice
versa which means that difference in thinking could jeopardize long-term benefits because of failure of
not seeing the big picture

___________________________________________________________________________

Q.13] Identify the steps involved in developing a CSR strategy

Ans.

Seven Steps involved in developing a CSR strategy

Define your messaging.

Don’t strike blindly at different goals, such as preserving rainforests one quarter and then investing in a
community project the next. Come up with causes that resonate with your business culture, research
the kind of support they need, then pick one and stick with it. One is enough for a small business – and
don’t feel pressured to donate more funding or assistance than you can afford.

Involve your customers.

If you haven’t picked a cause yet, come up with a list of alternatives and ask your web site visitors and
Facebook fans to vote on which one they would like to see you support. Or actively seek their
assistance, such as bringing old but usable technology into your store so that you can donate them to
students in underfunded schools. Make sure you offer a potential reward, such as holding a raffle for all
participants.

Create a scorecard.

Make sure it features achievable and measurable goals and keep it visible on your site, tracking your
progress. Be honest about any setbacks – you want the tone to be authentic, not promotional.

Use social media.

Don’t just tell your customers what you’re doing; solicit their ideas, experiences, and concerns to get
them invested in your projects. Make sure you use multiple digital platforms – such as blogs, Facebook,
Twitter, and a YouTube channel – to reach people with different media preferences.

Partner with a third party.

Forming an alliance with a non-profit will not only lend credibility to your efforts, but let you benefit
from the non-profit’s greater experience in fundraising and philanthropy. The alliance will also offer an
opportunity to blend customers and networks.

Seek publicity.

If you’ve never sought media coverage for your business before, this might be the time to start. Send
out a press release about any contests, events or fundraising drives – and reach out to media outlets
that present on green topics as they’ll be apt to give you positive coverage.

Repurpose your CSR reports.

Using charts, stories, and photos in your annual reports and newsletters will appeal to stakeholders and
shareholders alike.

___________________________________________________________________________
Q.14] Explain the activities taken by UNESCO

Ans.

Objectives and main activities

According to its Constitution, the purpose of UNESCO [1] is:

…to contribute to peace and security by promoting collaboration among nations through education,
science and culture in order to further universal respect for justice, for the rule of law and for the human
rights and fundamental freedoms which are affirmed for the peoples of the world, without distinction of
race, sex, language or religion, by the Charter of the United Nations (UNESCO, 2004).

More informally, its website describes its functions as a laboratory of ideas and a standard setter to
forge agreements on emerging ethical issues, and as a clearinghouse for the dissemination and sharing
of information and knowledge; it helps member states to build human and institutional capacities, and
promotes international cooperation among its members in the fields of education, science, culture and
communication.

UNESCO's main activities comprise prospective studies; transfer and sharing of knowledge; standards
setting, including international and statutory instruments (declarations, conventions and
recommendations); the provision of expertise to member states; and the exchange of specialised
information.

Unlike some UN agencies, UNESCO did not emerge from a pragmatic need on the part of governments
to coordinate their relations in a specific domain (such as the common management of the seas, or the
coordination of post and of telecommunication). Rather, in the aftermath of the Second World War
(1939-1945), it was founded on a broader idealist philosophy that “since wars begin in the minds of
men, it is in the minds of men that the defences of peace must be constructed.” Such a remit has
sometimes led it into highly politicised territory which, in the absence of a strong imperative on
governments to continue engagement, can lead to some institutional fragility, a case in point being the
withdrawal from UNESCO of the United States (US) and the United Kingdom (UK) during the 1980s (both
have since rejoined,

ICT-related activities

Given such a general remit, it is not surprising that UNESCO has been involved – and occasionally
embroiled - in information and communications technology (ICT) and media issues throughout its
evolution.

From the late 1960s, satellite broadcasting across borders was a key political issue, and UNESCO
responded in 1972 with the adoption of the “Declaration of Guiding Principles on the Use of Satellite
Broadcasting for the Free Flow of Information, the Spread of Education

and Greater Cultural Exchange” (UNESCO, 1972). Although promoting the principle of free flow, it also
affirmed the principle of national prior consent. As a declaration it was not binding, but the list of seven
countries opposing it - they included the UK, the US, Australia, Germany and Canada – suggests that a
cold war fracture was already opening. In 1974, along with WIPO, UNESCO oversaw a further convention
on satellites, the purpose of which was to protect copyright owners of broadcast signals; the Convention
Relating to the Distribution of Programme-Carrying Signals Transmitted by Satellite came into force in
1979. To some extent the contrast between these instruments is indicative of a shift in concerns away
from balancing sovereignty against free flow, towards an emphasis on property rights, a move that was
part of a wider global dynamic.

Other activities relating to the WSIS

UNESCO is a member of the UN Group on the Information Society (UNGIS) established by the UN
secretary-general. It is set up as a mechanism to coordinate interagency implementation and to link the
WSIS to other development modalities such as the Millennium Development Goals. Its first meeting was
held in Geneva on 14 July 2006, chaired by the ITU secretary-general. UNESCO is one of three vice-
chairs, and will take the chair from July 2007, followed by the UNDP. [10]

UNESCO also participates in the work of the Internet Governance Forum, advocating an open,
transparent and inclusive approach to the issue. Specific topics of interest include ethical dimensions,
multilingualism on the internet and capacity building.

Finally, UNESCO continues with its work with the Partnership for the Measuring of ICT for Development,
focusing on indicators relating to its core concerns.

___________________________________________________________________________

Q.12] What is the role of UNHCR in UN

And.

The United Nations High Commissioner for Refugees (UNHCR) is a United Nations agency with the
mandate to protect refugees, forcibly displaced communities and stateless people, and assist in their
voluntary repatriation, local integration or resettlement to a third country. UNHCR‘s mandate does not
apply to Palestinian refugees, who are assisted by UNRWA.

Article 8 of UNHCR’s Statute states that “the High Commissioner shall provide for the protection of
refugees falling under the competence of his Office.” Originally, UNHCR’s mandate only extended to
individuals who met the definition of a refugee contained in the Statute and repeated in the 1951
Refugee Convention (detailed under the entry on ▸ Refugees ). It was progressively expanded to include
other persons (in particular, war refugees) by successive UN General Assembly resolutions. The
organization’s mandate over internally displaced persons (IDPs) remains ad hoc, meaning that it is
subject to a vote by the General Assembly, or at the request of the Secretary-General, and to the
approval of States concerned.

UNHCR can ensure the protection of refugees by:

Promoting the conclusion and ratification of international conventions for the protection of refugees,
supervising their application and proposing amendments thereto;

promoting through special agreements with governments the execution of any measures calculated to
improve the situation of refugees and to reduce the number requiring protection;

assisting governmental and private efforts to promote voluntary repatriation or assimilation within new
national communities;

promoting the admission of refugees, not excluding those in the most destitute categories, to the
territories of States;

endeavoring to obtain permission for refugees to transfer their assets and especially those necessary for
their resettlement;

obtaining from governments information concerning the number and conditions of refugees in their
territories and the laws and regulations concerning them;

keeping in close touch with the governments and inter-governmental organizations concerned;

establishing contact in such manner as [it] may think best with private organizations dealing with
refugee questions;

facilitating the coordination of the efforts of private organizations concerned with the welfare of
refugees. (Art. 8 of UNHCR Statute)

Legal Means Provided by the 1951 Refugee Convention

UNHCR’s mandate is limited to individuals who meet the definition of refugees set forth by the Refugee
Convention. “The High Contracting Parties . . . [note] that the United Nations High Commissioner for
Refugees is charged with the task of supervising international conventions providing for the protection
of refugees, and recogniz[e] that the effective coordination of measures taken to deal with this problem
will depend on the cooperation of States with the High Commissioner” (Preamble, para. 6).

UNHCR is entrusted with the responsibility of monitoring the application and implementation of the
Convention’s provisions. States undertake to cooperate with UNHCR and to provide it with all the
necessary information and statistical data, especially concerning refugees, the implementation of the
Convention, and any other laws enacted that relate to refugees (Art. 35 of Refugee Convention).

The Convention does not offer UNHCR any additional means of action to those conferred by its Statute.
It does mention, however, that national authorities, or “an international authority” (UNHCR), are under
the obligation to issue to refugees any administrative documents that they can no longer obtain from
their own national authorities but that are indispensable for the exercise of their individual rights. This
function is crucial in order to lift administrative obstacles that refugees often face. These documents
include identification papers or temporary travel documents (Art. 25 of Refugee Convention).

Legal Means Provided by the UN General Assembly

The General Assembly may request, on a case-by-case basis, that UNHCR take charge of specific refugee
problems that do not come under the strict definitions established by the Refugee Convention and
UNHCR’s Statute (issues concerning internally displaced persons, for instance). In such situations,
UNHCR has no means of action beyond those negotiated and included in the bilateral or trilateral
agreements signed with the governments of the concerned States.

The General Assembly has already broadened the organization’s mandate in three different directions,
with the aim of:

providing material assistance to refugees, and therefore of making an appeal for funds (Resolution 538B
of 1952);

using its “good offices” in case of large-scale flows of people seeking asylum (Resolution 1388 of 1959);
and

extending its activities to cover the case of internally displaced persons (Resolution 2958 of 1972). ▸
Internally displaced persons

The mandate of UNHCR was several times broadened to cover the situation of internally displaced
populations (IDPs). However, UNHCR failed to protect these populations in various instances, such as in
the former Yugoslavia or in the Great Lakes region of Central Africa. Indeed, UNHCR has a mandate to
assist this population, but it has no legal mandate that enables it to ensure a proper protection of IDPs.
In 2002, UNHCR decided to focus its action on its core mandate—namely, refugees—therefore leaving
further initiatives regarding IDPs to the Office of the Coordination for Humanitarian Affairs (OCHA). In
2005, the United Nations reformed its humanitarian action framework.

___________________________________________________________________________