INTRODUCTION

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PROJECT

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INTRODUCTION TO PROJECT

What is CSR?

Corporate social responsibility (CSR) is about how businesses align their values and

behaviour with the expectations and needs of stakeholders - not just customers and investors,

but also employees, suppliers, communities, regulators, special interest groups and society as

a whole. CSR describes a company's commitment to be accountable to its stakeholders.

CSR demands that businesses manage the economic, social and environmental impacts of

their operations to maximise the benefits and minimise the downsides.

Key CSR issues include governance, environmental management, stakeholder engagement,

labour standards, employee and community relations, social equity, responsible sourcing and

human rights.

CSR is not only about fulfilling a duty to society; it should also bring competitive advantage.

Through an effective CSR programme, companies can:

improve access to capital

sharpen decision-making and reduce risk

enhance brand image

uncover previously hidden commercial opportunities, including new markets

reduce costs

attract, retain and motivate employees .

The World Business Council for Sustainable Development in its publication "Making Good Business Sense" by Lord Holme and Richard Watts, used the following definition. "Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large"

The same report gave some evidence of the different perceptions of what this should mean from a number of different societies across the world. Definitions as different as "CSR is about capacity building for sustainable livelihoods. It respects cultural differences and finds the business opportunities in building the skills of employees, the community and the government" from Ghana, through to "CSR is about business giving back to society" from the Phillipines.

Traditionally in the United States, CSR has been defined much more in terms of a philanphropic model. Companies make profits, unhindered except by fulfilling their duty to

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pay taxes. Then they donate a certain share of the profits to charitable causes. It is seen as tainting the act for the company to receive any benefit from the giving.

Many organization do their business only to get profits while some other organization will also do social activities for society and one of the automobile leader organization MARUTI SUZUKI LTD. has also done various social activities for benefit of society . In this project we include CORPORATE SOCIAL RESPONSIBILITY of MARUTI SUZUKI LTD.

As a responsible corporate citizen, Maruti feel that it must plough back in the society that we

live in. They have set up guidelines for CSR activities, which include elements of

partnership, sustainability, employee involvement, and scaling up of activities from the local

to the national level. There is strict adherence to government labour legislations, and there are

defined policies for occupational health and safety, environment protection and product

quality.There is a dedicated department which overlooks the Corporate Social Responsibility

initiatives of the company.

We , at Maruti , strive to make the world a better place to live and make our country

a benchmark for developing nations through the following initiatives.

Adopting State Run ITI's

Employment opportunities with driver training

Focus on Children Education

Our efforts to make our city green

Adoption of nearesr villages for -

Basic Infrastructure

Education

Vocational Training

Health Care

We are well aware of our commitments and we believe in partnership to work for the

formation of a better world.

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CSR activities:

Welfare Camps

Every year we organize blood donation camps along with Red Cross, in which employees

donate blood. Eye check-up camps, family planning related camps and other health camps are

also organized periodically.

Medical support & welfare

The employees of Maruti have always donated generously to people affected by natural

calamities. They contributed Rs. 2 million to rehabilitate earthquake victims in Latur. We

also run a creche for the children of construction workers, which provides food shelter and

education for 85 children.

Education to underprivileged

DPS Maruti Shiksha Kendra, an education programme for the underprivileged, was

inaugurated at DPS, Maruti Kunj recently. The objective of his project is to educate the

children of below poverty line (BPL) families from the nearby villages of Gurgaon district.

120 students in the age group of 5-8 years have already enrolled. DPS Maruti Kunj is

providing books, writing material and uniforms, refreshment and transport facilities to these

children.

Education Programme for mothers

'Chetna', an education programme for mothers - is an another endeavour to provide basic

education to mothers of the students of DPS Maruti Kunj and surrounding villages. Majority

of students at the school is first generation learners. Therefore, the concept of starting a

movement of learning 'Chetna' for mothers has been promoted. The response has been

encouraging and about 130 mothers are attending it regularly.

Educational benefits :

DPS

Through the Maruti Employees Education Trust (MEET) we have set-up a well equipped

modern school in association with Delhi Public School Society (DPS) at Maruti Kunj

(Bhondsi), Gurgaon. This school will go a long way in providing quality education not only

to the children of the employees at Maruti but also to the citizens of Gurgaon.

Education to underprivileged

DPS Maruti Shiksha Kendra, an education programme for the underprivileged, was

inaugurated at DPS, Maruti Kunj recently. The objective of his project is to educate the

children of below poverty line (BPL) families from the nearby villages of Gurgaon district.

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500 students in the age group of 1-15 (classes I-IX) have already enrolled. DPS Maruti Kunj

is providing books, writing material and uniforms, refreshment and transport facilities to

these children.

Maruti and kids

Maruti Udyog Ltd maintained and managed Children's Park at the India Gate, is a popular

learning and recreation spot among children . The park adjacent to India Gate is spread over

14 acres, is at the polygon between Dr Zakir Hussain Marg and Shah Jahan Road.

More than 2500 children visit the park every week. Based upon the theme of

EDUTAINMENT(education + entertainment).The park plays host to a variety of facilities, as

science centre, a well equipped library with latest children books , a maze hedge and an open

air amphitheatre and a very special herbal garden . All this is set amidst beautifully

landscaped greenery

The Musical & a story telling fountains are a major draw for the children.

There are 4 exclusive play areas complete with swings and other play equipment which

appeal to all children.

Maruti Udyog Ltd regularly plays host to various activities as painting, dance and singing

competitions for all junior schools.

NGO's are also welcome for conducting events for underprivileged children.

Environment :

Maruti Udyog Ltd. is committed to:

·Maintain and continually improve upon our Environmental Management system and

performance.

·Prevention of pollution resulting from our business activities and products.

·Strictly adhere to environmental laws and further follow our own standards.

Recognizing our responsibility to provide a green and safe environment, we put forward

following action guidelines:

·Promote energy conservation

·Promote three R's (Reduce, Reuse, Recycle)

·Promote "Green" procurement

·Provide environmental education to all the personnel working for or on the behalf of Maruti

Udyog Limited.

Maruti Steers Pulse Polio Campaign

In the past few months Maruti has undertaken various activities to create awareness and improve

the health of people residing in their adopted villages in Manesar.

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Taking a step forward, this time Maruti's Corporate Social Responsibility team joined hands with

Public Health Centre of Kasan village. The project undertaken was Pulse Polio drive. This is one of the

project where our Corporate Social Responsibility team had established collaboration with

government and worked for a cause.

For the Pulse Polio drive apart from covering our adopted villages the activity was also extended to

two other villages, Nanarpar & Kho at Manesar. Nukkad Natak was organised a day before to spread

awareness among the parents. All the effort paid off, when the doctors managed to cover more than

7200 children across all these villages…

Road Safety and Maruti Suzuki

Maruti Suzuki has already trained around 450,000 persons in safe driving in the last few years. Through the National Road Safety Mission, the company plans to touch a total of million persons in the next few years.

Maruti Suzuki contributes towards road safety through its IDTR and MDS initiatives.

Institute of Driving Training and Research

With IDTR, Maruti Suzuki introduced world class driving training facilities. These include scientifically laid-out driving tracks, advanced computer simulators and a theory module for class room training. IDTR at Loni, started in 2000 in collaboration with the Delhi government, is spread over 14.6 acres. It caters primarily to commercial vehicle drivers.. In 2006, the second IDTR was set up at Sarai Kale Khan, South Delhi to focus on personal car and Light Motor Vehicle drivers

Maruti Driving Schools

Maruti Suzuki has involved its vast dealer network in promoting road safety and safe driving. In collaboration with the dealers, the company has set up 47 Maruti Driving Schools (MDS) in 43 locations across the country. The MDS too are equipped with driving simulators. One of the unique features at MDS is that it also has women trainers. All trainers at MDS are trained at the IDTR facilities. MDS network has trained over 52,000 people so far of which over 50 percent are women learners.

Maruti Suzuki's Corporate Social Responsibility

Maruti Suzuki's National Road Safety Mission has been designed to have all the elements of a good Corporate Social Responsibility program : partnership with stakeholders, use of corporate management skills to benefit society, utilizing existing resources and a national reach, in addition to making a financialcontribution. To mark the launch of Maruti Suzuki National Road Safety Mission occasion a special logo created for the programme was unveiled. Participants from the pilot batch of trainees were felicitated at the event. This pilot batch consisting of 11 candidates, including 6 women learners, were handed over Certificate of Merit for their participation.

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INTRODUCTION

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TOPIC7

INTRODUCTION

Corporate Social Responsibility - What does it mean?

One of the most frequently asked questions - and probably for all those individuals and organisations dealing with CSR issues is the obvious - just what does "Corporate Social Responsibility" mean anyway? Is it a stalking horse for an anti-corporate agenda? Something which, like original sin, you can never escape? Or what?

Different organisations have framed different definitions - although there is considerable common ground between them. My own definition is that CSR is about how companies manage the business processes to produce an overall positive impact on society.

Other definitions

The World Business Council for Sustainable Development in its publication "Making Good Business Sense" by Lord Holme and Richard Watts, used the following definition. "Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large"

The same report gave some evidence of the different perceptions of what this should mean from a number of different societies across the world. Definitions as different as "CSR is about capacity building for sustainable livelihoods. It respects cultural differences and finds the business opportunities in building the skills of employees, the community and the government" from Ghana, through to "CSR is about business giving back to society" from the Phillipines.

Traditionally in the United States, CSR has been defined much more in terms of a philanthropic model. Companies make profits, unhindered except by fulfilling their duty to pay taxes. Then they donate a certain share of the profits to

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charitable causes. It is seen as tainting the act for the company to receive any benefit from the giving.

The European model is much more focused on operating the core business in a socially responsible way, complemented by investment in communities for solid business case reasons. Personally, I believe this model is more sustainable because:

1. Social responsibility becomes an integral part of the wealth creation process - which if managed properly should enhance the competitiveness of business and maximise the value of wealth creation to society.

2. When times get hard, there is the incentive to practice CSR more and better - if it is a philanphropic exercise which is peripheral to the main business, it will always be the first thing to go when push comes to shove.

But as with any process based on the collective activities of communities of human beings (as companies are) there is no "one size fits all". In different countries, there will be different priorities, and values that will shape how business act.

The World Business Council for Sustainable Development defines corporate

responsibility as the continuing commitment by business to behave ethically and

contribute to economic development while improving the quality of life of the

workforce, their families and the local community and society at large.

More than goodwill, corporate community involvement or strategic corporate

philanthropy, corporate responsibility is a genuine attempt by a company to

build meaningful relationships between the corporate sector and the rest of

society.

Corporate responsibility is achieved when a business adapts all of its practices

to ensure that it operates in ways that meet, or exceed, the ethical, legal,

commercial and public expectations that society has of business.

To be considered effective, corporate responsibility must be an integrated part

of day-to-day business, engaging all stakeholders and including strategies to

support individual managers to make socially responsible decisions, conform to

ethical behaviour and obey the law.

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Corporate social responsibility is a concept with a growing currency within

india and around the globe. CSR is a concept that frequently overlaps with

similar approaches such as corporate sustainability, corporate sustainable

development, corporate responsibility, and corporate citizenship. While CSR

does not have a universal definition, many see it as the private sector’s way of

integrating the economic, social, and environmental imperatives of their

activities. As such, CSR closely resembles the business pursuit of sustainable

development and the triple bottom line. In addition to integration into corporate

structures and processes, CSR also frequently involves creating innovative and

proactive solutions to societal and environmental challenges, as well as

collaborating with both internal and external stakeholders to improve CSR

performancee size fits all". In different countries, there will be different

priorities, and values that will shape how business act.

Corporate Social Responsibility (CSR) aligns business operations with social values. CSR integrates the interests of stakeholders—all of those affected by a company's conduct—into the company's business policies and actions. CSR focuses on the social, environmental, and financial success of a company—the triple bottom line, with the goal being to positively impact society while achieving business success. In the past, a company's merit was solely based on its financial performance. Stakeholders are now beginning to better understand how corporate behavior affects social, political, and natural environments. With this increase in understanding comes an increased pressure from investors, consumers, and employees for companies to consider social and environmental criteria when making business decisions. This has created momentum for using a "triple bottom line" or "sustainable" approach—i.e., looking at social, environmental, and financial data when evaluating business operations. Increasingly, stakeholders are concerned that any companies they support have business practices that positively impact society while achieving financial success. Corporate Social Responsibility embraces two main concepts—accountability and transparency. Today, stakeholders expect companies to perform well in nonfinancial areas that involve human rights, business ethics, environmental policies, corporate contributions, community development, corporate governance, diversity, and workplace issues. Social and environmental performances are considered side by side with financial performance. From local economic development concerns to international human rights policies, companies are being held accountable for their actions and their impact.

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Companies are also expected to disclose and communicate their policies and practices that impact employees, communities, and the environment. In the global economy, companies that are responsive to the demands of all of their stakeholders are arguably better positioned to achieve long-term financial success. Stakeholders, regulators, and NGOs demand information about a company’s social and environmental impact, and corporate communication about these issues has become critical for sustainable business growth. Many companies are making significant efforts to decrease their environmental footprint and better serve their various stakeholder constituencies. Investors, consumers, and employees are more sophisticated than ever before. While they understand that every company can do more to be more socially and environmentally accountable, stakeholders are rewarding companies who make strides to improve their performance in these areas. CSR can involve almost any aspect of a company's operations. Every company has a story to tell that sets it apart. It is important for every company to find its story and to tell it. A company that is considered a good corporate citizen is one that demonstrates a commitment to its stakeholders through socially responsible business practices and transparent operation.

Roots of csr

The notion of CSR originates essentially from the voluntaryactions taken by concerned company owners inthe industrialised world from the end of the 19th century.They reacted to social abuses and the associateddemands of labour movements. Forward-looking indus-trialists built homes and hospitals to improve the livingconditions of their workers, in the process promotingmotivation and reducing employee turnover.In the 1980s companies in the UK began to introducevoluntary social measures following the rapid rise inunemployment triggered by the initial effects of theThatcher government’s economic policy. Rioting amongunemployed youths in British cities led companies totake a closer interest in the country’s social stability andto become involved in improving living conditions intheir local area.Today British companies pay closeattention to the needs and demands of the variousdifferent groups in society when considering theirresponsibilities and exploring ways to generate trustand acceptance.

European view of csr

Recognising that for some of the world’s most pressingecological andsocialproblems regulation is an inefficientor even wholly ineffective tool, the EuropeanCommission has increasingly sought to promote voluntarybusiness initiative. The Commission thereforeincorporated CSR into a formal new policy approachThe Commission describes CSR in its Green Paper of2001 as a

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concept, “Whereby companies integratesocial and environmental concerns in their businessoperations and in their interaction with their stakeholderson a voluntary basis”.The European Commission’s view of CSR encompassesall voluntary actions through which companies contributeto sustainable development in their core business. These include first and foremost activitiesover and above legal requirements in the areas ofworking conditions and environmental protection. Inbusiness praxis CSR thus amounts to essentially thesame thing as sustainability management. CSR alsoincludes charitable giving, sponsorship, support fornot-for-profit foundations and releasing employees forvoluntary work in community and social projects. Suchactivities, usually referred to as corporate citizenship,are part but not the core of CSR.

CSR in Germany

The German Federal Government, the majority of Germantrade associations and the country’s trade unionsessentially agree with the European Commission’s definitionof CSR. The way that companies implement andcommunicate CSR in practice, however, indicates thatactual understandings of the concept vary, and companiesoften take a selective approach that emphasisesjust charitable activities or working conditions in thesupply chain. This is somewhat surprising, as German companiesactually measure up particularly well against the comprehensiveCSR concept. Environmental protection andthe country’s comparatively demanding social legislationhave always been key drivers of continuousimprovement processes at German companies. Theseprocesses focus on the requirements of stakeholdersand legislators alike. As a consequence most Germancompanies already have the foundations for implementinga comprehensive CSR concept in place. Andindeed many have already made exemplary progress.The environmental management systems alreadyestablished give companies an ideal platform fromwhich to take up the CSR approach and integrate it intotheir corporate strategy. Seizing this opportunity offersa chance to stand out in the competitive internationalmarketplace as an especially trustworthy and innovativepartner.

A practical aid for CSR management

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No company has any obligation to sign up to the OECDGuidelines, and their explicit emphasis on multinationalenterprises means that they are still largely unknownamong small and midsize enterprises and companiesthat focus on the domestic market. Nevertheless theycan be useful to smaller companies wishing to introduceCSR strategies. Many such companies will findthat they already meet the demanding but entirelyrealistic requirements: after all, preventing discrimination,corruption and anticompetitive practices, settingup a rigorous environmental management system,such as EMAS, and reducing environmental impact arecornerstones of responsible management.

Definitions of social responsibility

Corporate social responsibility (CSR) is:

An obligation, beyond that required by the law and economics, for a firm to pursue long term goals that are good for society

The continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as that of the local community and society at large

About how a company manages its business process to produce an overall positive impact on society

Corporate social responsibility means:

Conducting business in an ethical way and in the interests of the wider community

Responding positively to emerging societal priorities and expectations

A willingness to act ahead of regulatory confrontation

Balancing shareholder interests against the interests of the wider community

Being a good citizen in the community

Is CSR the same as business ethics?

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There is clearly an overlap between CSR and business ethics Both concepts concern values, objectives and decision based on

something than the pursuit of profits

And socially responsible firms must act ethically

The difference is that ethics concern individual actions which can be assessed as right or wrong by reference to moral principles.

CSR is about the organisation’s obligations to all stakeholders – and not just shareholders.

There are four dimensions of corporate responsibility

Economic - responsibility to earn profit for owners Legal - responsibility to comply with the law (society’s codification of

right and wrong)

Ethical - not acting just for profit but doing what is right, just and fair

Voluntary and philanthropic - promoting human welfare and goodwill

Being a good corporate citizen contributing to the community and the quality of life.

Why is CSR important?

Customers and clients are influenced by a company's reputation in social and environmental areas.

The employment market is competitive and good recruits want to work for and stay with companies that care.

Social performance increasingly influences investors' decisions, as the ethical investment market grows evermore quickly.

CSR enables the strategic management of internal and external risks in social as well as environmental areas.

Existing socially responsible actions become more visible and are better communicated.

Social and environmental responsibility has been demonstrated to reduce operating costs

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Why is corporate social responsibility strategy important?

This is a strategic issue for your organisation Corporate social responsibility in business isn’t just a do-gooders’ charter or latest example of regulatory overdrive. We’re talking about creating sustainable businesses through the best possible relationships with their communities and stakeholders.  The expectations of the traditional stakeholders – shareholders, customers, and employees are increasing and so, too, is the list of groups wanting to know how your organisation is run.  As a result, more and more companies are working harder not only to make a positive impact on society and the environment through their operations, products or services, but also to demonstrate it to these groups.  A comprehensive set of policies, practices and programmes incorporated throughout a business can increase productivity, contribute to competitiveness, improve staff recruitment and retention rates and create a more positive corporate image.  Unfortunately, many companies only use the responsible business approach as a risk management tool. This limits the benefits that could be achieved through focusing on opportunity rather than risk. Socially responsible business is not about restricting business growth; it’s about creating new opportunities, the better way of doing business.

How does occupational safety and health fit in with CSR?

CSR is a voluntary initiative that must always address goals and actions clearly above the minimum levels of worker protection set out in EU and national legislation. Companies should adopt socially responsible initiatives because it is in their long-term interest. With its focus on enterprises' stakeholders, CSR embraces both the internal needs of employees as well as the external needs of society. From an OSH perspective, this means both taking care of employees' safety and health in excess of legal requirements and considering external implications, such as using OSH as a criterion in the selection of subcontractors or in marketing.

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CSR is likely to bring OSH closer to other important issues such as:

Human resources Work and life balance

Other fundamental rights at work

Environmental issues

Public safety and health (including product safety)

Profitability and productivity

CSR presents enterprises with an opportunity to raise their commitment to OSH. However, this means treading a careful path that builds upon existing achievements in OSH and avoids the pitfalls that might accompany the arrival of yet another management priority.

The advantage

The advantage of CSR for companiesWho knows the trend for tomorrow knows also the market for tomorrow! The use of CSR as a tool for companies strategyand public relations brings economical success, because economy and stock exchange know more and more that sustainable orientedcompanies are companies for the future. TheTriple Bottom Line Reporting is well known, beside figures of the balance sheet and R&Dcapacities, also information and facts about thecompany as a corporate citizen is included.Moreover CSR is an efficient instrument of howto bind your workers to your companies. Lastbut not least also the consumers have a big say, an international survey brought theresult that 70 % of the consumers make theirdecision whether to buy a product or not on the basis if the company shows societal responsibility or not. More advantages are: an advantage in the personnel market, to get the best workers, to improve the relationship to your customers and also more security to shareholders and owners. The advantage of CSR for the public The economic progress brought prosperity to a lot of people and therefore they have the opportunity to create their way on their own. It seems that financial and social lives are secure for many people. Nowadays it is essential to ask about your own identity and individuality. Therefore it is more and more necessary to create conditions of work in which high qualified workers can use their know-how. To feel goodin your job is a very important fact in order to employ the best and most creative workers.CSR helps the companies to include the needs of society in their companies strategy.

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Corporate social responsibility as business strategy

There is a visible attention being paid towards social and environmental consequences of business and yet performance in this front is far from satisfactory. Common trait seen across companies is that social concern and business are seen as two independent responsibilities and often at loggerhead. As a consequence, companies lose focus of how social responsibility could have been integrated with the long term business outcomes. Businesses across the world are so obsessed with the immediacy of results that they cannot sight the vast opportunity that discharging of social responsibility holds for the long term sustainability of the organizations. As a result, based on the maturity of strategic thinking in the company, CSR is being implemented in one or more of the following ways as shown here:

CSR as Reactive strategy

CSR has in general been a reactive strategy for reviving drooping fortunes of the company by gaining the confidence of the communities in which they operate. The case of Shell in Nigeria and that of Nike in Asian countries are just two examples to quote. With such instances on the rise companies have started adopting a “proactive approach” analyzing the cost of not discharging the social responsibility and as a result do the bare minimum to pull on and thus minimizing their spending on this account. CSR is viewed by these companies as a cost and compulsion. This approach only obscures a business from identifying the real potential CSR holds with respect to their core business. Any complacence by such companies may result in the kind of corporate scandals that we are comming across today. Corporate misdeeds are indeed costly, if caught.

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CSR as Image building exercise

Efforts of companies to recover from the effects of not discharging social responsibility can broadly be classified as damage control exercise as far as their image is concerned. Here the businesses have their back against the wall. However, CSR today is seen by companies as an opportunity for building corporate image. Keen on drawing attention of media and general public, companies announce their plans for various kinds of philatropic activities. There is nothing wrong with this kind of approach, except for the fact that such initiatives are not emphasized in the maze of important and urgent business calls. If a company can develop a systematic and delibrate approach for maintaining the focus on social welfare activities, this will not only enhance its image in the immediate future but consistency on this front will help the company in building a positive reputaion of societal concern. Such image will definitely help the company in its future business forays in the region.

On the other hand, the image building campaign includes CSR reporting where a series of disjointed anecdotes of companies’ contribution to society are highlighted, which are in no way related to implementation of the business strategy of the company. This underlines the fact that potential of CSR as a tool for image building is more easily comprehended by corporate offices rather than as a means of creating a sustainable business.

CSR for improved operating efficiency

There are other set of companies that take care of environment because not only does it help in operating with in the environmental norms set by statutory authorities but also reducing their costs by improving operating efficiency. Operating barely with in the norms set by statutory authorities is being in the compliance mode. As companies deliberately plan and move beyond the compliance mode, find the case for integration of CSR and business goals, where improved productivity or operational efficiency in current time frame also results in better environmental conditions that fosters better living conditions for future generations. This in fact is a business necessity today for improved profitability for industry and cleverly used by companies for projecting a business case for CSR and showcasing the integration of CSR and business outcomes.

CSR as Source of competitive advantage

Business must have clear understanding of the communities that they impact and must give a serious thought to the question – How the strategy helps these communities grow qualitatively along with the business in the short and long term? The answer to this question may not be obviously forthcoming but an open debate among the executives and strategic managers may open up options, that may help improve the quality of life indicators for the communities around in a way that enhances business opportunity for tomorrow if not the current profitability.

The challenge for industry today is to identify social issues that drive its competitiveness both now and in the future. For this to happen managers must first believe that social concern or CSR as it is popularly known is a source of business opportunity and competitive advantage. This integration then would pave way for all round sustainability and growth.

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CSR Tools

Companies interested in advancing corporate social responsibility and in improving their social and environmental performance as part of their business have a wide range of tools available for application. Tools can vary widely in terms of objectives, scope, costs, level of formality, partnerships, extent of stakeholder involvement, and many other characteristics. Tools can be applied to one or more of the planning, implementation, checking, andimprovement facets of corporate operations.

Businesses have options in how they can use the tools. For example, companies can use the tools that have been developed by others or they can develop their own tools - either independently or in partnership with other stakeholders.

This module of Industry Canada's web site aims to introduce some of the more familiar tools that are available to companies for advancing and promoting CSR . The tools reflect activity at the domestic and international levels as well as initiatives by both the private and public sectors. In some cases the tools may be focussed on one element of CSR such as environmental protection and in others may be more comprehensive such as the Global Reporting Initiative.

For purposes of this site, CSR tools are clustered into the four following groups:

principles, guidelines, codes of conduct approaches for developing management systems

indicators, measuring, reporting, and benchmarking

other (e.g. training and education, awards of recognition, promotion and communicaiton, facilitating forums

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INTRODUCTION

TO

INDUSTRY

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INTRODUCTION TO COMPANY

Maruti Suzuki is one of India's leading automobile manufacturers and the market leader in

the car segment, both in terms of volume of vehicles sold and revenue earned. Until recently,

18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of

Japan. The Indian government held an initial public offering of 25% of the company in June

2003. As of May 10, 2007, Govt. of India sold its complete share to Indian financial

institutions. With this, Govt. of India no longer has stake in Maruti Udyog.

Maruti Udyog Limited (MUL) was established in February 1981, though the actual

production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car which

at the time was the only modern car available in India, its' only competitors- the Hindustan

Ambassador and Premier Padmini were both around 25 years out of date at that point.

Through 2004, Maruti has produced over 5 Million vehicles. Marutis are sold in India and

various several other countries, depending upon export orders. Cars similar to Marutis (but

not manufactured by Maruti Udyog) are sold by Suzuki and manufactured in Pakistan and

other South Asian countries.

The company annually exports more than 50,000 cars and has an extremely large domestic

market in India selling over 730,000 cars annually. Maruti 800, till 2004, was the India's

largest selling compact car ever since it was launched in 1983. More than a million units of

this car have been sold worldwide so far. Currently, Maruti Alto tops the sales charts.

Due to the large number of Maruti 800s sold in the Indian market, the term "Maruti" is

commonly used to refer to this compact car model. Till recently the term "Maruti", in popular

Indian culture, was associated to the Maruti 800 model.

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Maruti Suzuki India Limited, a subsidiary of Suzuki Motor Corporation of Japan, has been

the leader of the Indian car market for over two decades.

It’s manufacturing facilities are located at two facilities Gurgaon and Manesar south of New

Delhi. Maruti’s Gurgaon facility has an installed capacity of 350,000 units per annum. The

Manesar facilities, launched in February 2007 comprise a vehicle assembly plant with a

capacity of 100,000 units per year and a Diesel Engine plant with an annual capacity of

100,000 engines and transmissions. Manesar and Gurgaon facilities have a combined

capability to produce over 700,000 units annually.

More than half the cars sold in India are Maruti cars. The company is a subsidiary of Suzuki

Motor Corporation, Japan, which owns 54.2 per cent of Maruti. The rest is owned by the

public and financial institutions. It is listed on the Bombay Stock Exchange and National

Stock Exchange in India.

During 2007-08, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In all,

over six million Maruti cars are on Indian roads since the first car was rolled out on

December 14, 1983.

Maruti Suzuki offers 12 models, Maruti 800, Omni, Alto, Versa, Gypsy, A Star, Wagon R,

Zen Estilo, Swift, Swift Dzire, SX4, Grand Vitara. Swift, Swift dzire, A star and SX4 are

maufactured in Manesar, Grand Vitara is imported from Japan as a completely built unit

(CBU), remaining all models are manufactured in Maruti Suzuki's Gurgaon Plant.

Suzuki Motor Corporation, the parent company, is a global leader in mini and compact cars

for three decades. Suzuki’s technical superiority lies in its ability to pack power and

performance into a compact, lightweight engine that is clean and fuel efficient.

Maruti is clearly an “employer of choice” for automotive engineers and young managers

from across the country. Nearly 75,000 people are employed directly by Maruti and its

partners.

The company vouches for customer satisfaction. For its sincere efforts it has been rated (by

customers)first in customer satisfaction among all car makers in India for nine years in a row

in annual survey by J D Power Asia Pacific.

Maruti Suzuki was born as a government company, with Suzuki as a minor partner to make a

people's car for middle class India. Over the years, the product range has widened, ownership

has changed hands and the customer has evolved. What remains unchanged, then and now, is

Maruti’s mission to motorise India.

22

Upcoming models in 20091. Suzuki Splash 2. Suzuki Kizashi

A-Star, dubbed the global India car and developed by Maruti Suzuki Ltd's research and

development (R&D) team in Gurgaon near Delhi, is sleek, smart and fun to drive. Designed

by Saurabh Singh and Rajesh Kumar Gogu of Maruti Suzuki India, the fivedoor hatchback

with a 1,000 cc petrol engine has been designed keeping the European market in mind.

Maruti Suzuki India hopes to commence production of A-Star by October 2008, said the

managing director of Suzuki Motor Corporation, Shinzo Nakanishi. The car would be

manufactured from the company's Manesar facility in Haryana, he said. By 2010, Suzuki

plans to export 100,000 units of the new model to Europe. "Maruti's manufacturing capability

has reached a level where Suzuki wants to make small cars for Europe exclusively in India,"

he said. A-Star will be an "A-Segment" car as per the European nomenclature (considered the

A-2 segment in India) and Euro-V compliant with a 1.0-litre aluminium petrol engine. Maruti

enjoyed a 50 percent market share in the Indian auto market, so MSIL would launch one new

model in India every year to consolidate its market position. The A-Star is considered to be

one of the most ambitious projects of Maruti Suzuki India. In fact, the concept car is a first

for Maruti Suzuki India's R&D team. The company has entered into an agreement with

Nissan to sell A-Star under the latter's brand name in the US market,. Although A-Star

attracted most eyeballs and mind space Wednesday at the Expo, Nakanishi was keen to see

the Rs.100,000 car of his rival. He, however, ruled out a price cut for Maruti 800 and

dismissed rumours of Maruti's foray into the Rs.100,000 segment. Suzuki first unveiled the

Kizashi concept car at the Frankfurt Motor Show in November. It is unclear whether Kizashi

will be produced or remain on Suzuki's drawing board.

The Maruti models on road now are Maruti 800 Maruti Omni

Maruti Alto

Maruti Gypsy

Maruti Versa

Maruti Zen

Maruti Wagon- R

Maruti Esteem

Maruti Baleno

Maruti Grand Vitara

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Maruti Swift

Maruti Dzire

Maruti SX4

Maruti Udyog In News Maruti Udyog will now produce Nissan Models from their new plant, as Japanese car

majors Suzuki and Nissan have signed a global model and production sharing agreement. Maruti's first fully indigenous car will arrive by 2007.

Maruti will buy Suzuki's 30% stake in its subsidiary, Maruti Suzuki Automobile India.

Maruti ended this year with a nearly 39.3% increase in net profit at Rs 1,189 crs.

Maruti Suzuki India Limited, a subsidiary of Suzuki Motor Corporation of Japan, has been theleader of the Indian car market for about two decades. Maruti's contribution as the engine of growth of the Indian auto industry, indeed its impact on the lifestyle and psyche of an entire generation of Indian middle class, is widely acknowledged. Maruti tops customer satisfaction again for seventh year in a row according to the J.D. Power Asia Pacific 2006 India Customer Satisfaction Index (CSI) Study. The company has also ranked highest in India Sales Satisfaction Study. TNS Automotive also ranks Maruti first for Corporate Social Responsibility. Maruti is also among Top 5 car companies in the Forbes list of the Worlds Most Reputed Companies – Nov 06. In 2001, Maruti Suzuki India Ltd became one of the first automobile companies anywhere in the world to get an ISO 9001:2000 certification. A V Belgium has rated the company’s quality systems and practices as a “benchmark for the automotive industry world-wide”, global auditors for International Organization for Standardization. Maruti already rolled out over 6 million vehicles till 2006 year, in fact on an average two vehicles roll out of the factory every minute. In March 2007 Maruti crossed umulative export figure of 450,000 vehicle since its first export in 1986. Vehicle for exports and domestic are manufactured on the same production facilities.

Our Vision:The leader in Indian automobile industry , creating customer delight and shareholder’s wealth a pride of india.

Our core valuesCustomer obsession , fast , flexible and first mover , innovation and creativity, networking and partnership, openness and learning.

Gurgaon plant

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The Gurgaon plant comprises of three fully integrated, state-of–the-art production facilities spread over a sprawling 297 acres. While the three plants have a total installed capacity of 350,000 cars per year, several productivity improvements over the years have made it possible to manufacture nearly 650,000 cars per year at these facilities alone. Working towards the goal of making India a global hub for small cars, Maruti and Suzuki havedrawn up an investment plan of Rs 9000 crore in India upto 2010.

Energy & Environment:

Since the commencement of operations in 1981 we've been committed to the protection of the environment and conservation of non-renewable energy sources. Our proactive approach depends upon not only meeting the expectations of the regulatory authorities but achieving the high standards that we have set as a responsible corporate citizen. This philosophy of trying to make a difference to the environment penetrates through our employees to the process of manufacture and finally into our products

Energy Conservation at Maruti:

Energy & environment are always remains in focus while talking any decision.Maruti has halfsleeve shirt in summer uniform for its employees, trainees and apprentices throughout the Maruti’s operation In India. This significantly reduces company’s air conditioning load and burden on environment. Task lighting, spot cooling & Just in Time (JIT) approach for feeding energy to production lines are the few examples of energy saving practices at Maruti Campus.Maruti recognized importance of energy and formulated following 4-point action plan.

1. Use renewable energy 2. Eliminate wastage 3. Improve Energy efficiency 4. Improve process efficiency with automation

25

LITERATURE

REVIEW

26

LITERATURE: 1

Business Responsibilities in a Divided World: The Cold War Roots of the Corporate Social Responsibility Movement

Bert Spector Northeastern University

Enterprise and Society, Vol. 9, Issue 2, pp. 314-336, 2008

Abstract:      Both business executives and management scholars have, in recent years, focused a great deal of attention on the theme of corporate social responsibility (CSR). Calls for business leaders to expend resources on behalf of social good tend to downplay, if not ignore, what is fundamentally an ideological question: just what is a good society and who defines goodness? The ideological underpinnings of social responsibility and its relationship to the good society can be explored through an historical perspective. The roots of the CSR movement trace back to the early years of the Cold War. Led by Donald K David, Dean of the Harvard Business School and supported by other academics and executives given voice on the pages of the Harvard Business Review, advocates urged expanded business social responsibility as a means of aligning business interests with the defense of free-market capitalism against what was depicted as the clear-and-present danger of Soviet Communism. Today's enthusiastic calls for business to do well by doing good could benefit from a similar critical analysis not just of the goals of CSR but also the ideological assumptions, often unacknowledged, that underlie those goals.

LITERATURE:2.

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A Critical Review of Relations between Corporate Responsibility Research and Practice

Matthew Haigh University of Aarhus - Aarhus School of Business

Marc Jones affiliation not provided to SSRN

Electronic Journal of Business Ethics and Organization Studies, Vol. 12, No. 1, 2007

Abstract:      This essay identifies epistemological, theoretical and methodological problems in a potentially influential subset of the interdisciplinary corporate responsibility literature, that which appears in the management literature. The received conceptualization of stakeholder analysis is criticised by identifying six sets of factors conventionally considered as promoting social responsibilities in the firm: inter-organizational factors, economic competitors, institutional investors, end-consumers, government regulators and non-governmental organizations. Each is addressed on conceptual grounds, its empirical salience in terms of the latest relevant research and prospects to be a significant factor in promoting outcomes consistent with social welfare. Despite obvious antagonistic relations between organization-centred economic objectives and extra-organizational-directed social considerations, the huge body of research we address drifts in a disengaged Sargasso Sea. The essay argues for appropriate directions for continuing business ethics/responsibility/corporate citizenship research, suggesting certain sociological works on moral leadership, moral courage, and academic leadership.

LITERATURE:3.

The Politics of Corporate Social Responsibility: Reflections on the United Nations Human Rights Norms for Corporations

David Kinley University of Sydney - Faculty of Law

Justine Nolan University of New South Wales - Faculty of Law

Natalie Zerial University of Sydney

Company and Securities Law Journal, Vol. 25, No. 1, pp. 30-42, 2007 Sydney Law School Research Paper No. 07/10

Abstract:     

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Corporate Social Responsibility (CSR) has become a fixture on the agendas of corporate boards in much the same way as environmental issues did a decade or so ago. To what extent social responsibilities should be made legally enforceable remains a matter of some fierce debate. There are already many laws in Australia that bind corporations in respect of such social issues as occupational health and safety, labour standards, privacy, non-discrimination and environmental protection. But should there be more specific human rights coverage, especially in respect of off-shore corporate activities in developing countries where there are well-documented examples of corporate abuse - or corporate complicity in host-state abuses - of rights to life, protection from physical harm, trade union membership, labour standards and workplace conditions, and others? The United Nation's Draft Human Rights Norms for Corporations seeks to impose obligations on states to ensure that corporations within their jurisdiction (including extra-territorial) abide by certain minimum human rights standards. Many (but not all) corporations are opposed to the idea and modus operandi of the Norms, as are many (but not all) governments, including Australia's. In response to these concerns, the United Nations Secretary-General has appointed a Special Representative to review the Norms, which review is currently underway. This article analyses the debate over the Norms, focusing on the various reasons advanced by both sides, their legal implications, and the likely future of the Norms within the context of the developing notion of CSR, internationally and in Australia.

LITERATURE:4.

The Evolution of the Corporation: Organization, Finance, Knowledge and Corporate Social Responsibility

Peer Zumbansen York University - Osgoode Hall Law School

February 20, 2009

CLPE Research Paper No. 6/2009

Abstract:      This paper, which selectively focuses on the contested concept of Corporate Social Responsibility [CSR], forms part of a larger research project on the evolution of corporate governance. This research posits the evolution of corporate governance along three historical paradigms: first, the economic/industrial organization paradigm, second, the financial paradigm, and third, the knowledge paradigm. With regard to CSR, the paper explores the promises and shortcomings of the concept against the background of an evolutionary theory of corporate governance. The identification of three historical-conceptual paradigms allows us to trace the development of the relation between a general discourse on corporate governance regulation [CGR] on the one hand and a more specialized, often polemic debate over corporate (social, environmental, human rights) responsibilities on the other. On the

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basis of the review of the three paradigms of CSR over the course of more than one hundred years, the paper concludes that there is no convincing justification to separate the general Corporate Governance from the more specific CSR discourse when assessing the nature of the corporation. Instead, it is argued that a more adequate understanding of what defines a corporation is gained when capturing its embedded nature in a continuously changing domestic, global and functional environment. Besides being both a legal fiction and an economic actor, the business corporation is assuming a host of other roles in a functionally differentiated global society. The paper suggests that the generation and dissemination of knowledge, both internally and externally, has become the defining feature of the firm. The corporation as a knowledge actor succeeds the prior stages of assessing it as a private, political or financial actor, without however erasing these dimensions of the firm. In that, the history of the corporation - as concept and reality - shares important features with that of the state - as concept and as fact.

LITERATURE:5.

Corporate Social Responsibility, Social Contract, Corporate Personhood and Human Rights Law: Understanding the Emerging Responsibilities of Modern Corporations

Olufemi O. Amao National University of Ireland - University College Cork - Faculty of Law

Australian Journal of Legal Philosophy, Forthcoming

Abstract:      The social contract theory has been advanced as a theoretical basis for explaining the emerging practice of Corporate Social Responsibility (CSR) by corporations. Since the 17th century the social contract concept has also been used to justify human rights. The concept is the constitutional foundation of many western states starting with England, US and France. Business ethicists and philosophers have tried to construct and analyse the social responsibility of corporations from a social contract perspective without linking it to human rights or the political social contract. This paper posits that there is no need for a separate social contract between society and business and that a proper understanding of the legal status of today's corporation would recognise them as new entrants into the existing social contract. The consequence of this for international human rights law will be that corporations as "persons" will stand in the same position as natural persons under the law.

LITERATURE:6.

Corporate Social Responsibility: Existing Debates and Research Perspectives

Patricia Crifo

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Ecole Polytechnique, Paris - Laboratoire d'Econometrie; Catholic University of Louvain - Faculty of Economic, Social and Political Sciences

Jean-Pierre Ponssard Ecole Polytechnique; National Center for Scientific Research (CNRS); CESifo (Center for

Economic Studies and Ifo Institute for Economic Research)

September 1, 2008

Sociétal, Forthcoming

Abstract:      This article examines how corporate social and environmental responsibilities (CSR) are evaluated and instrumented by various stakeholders: enterprises, specialized agencies, NGOs, and investors. This analysis questions whether a CSR industry has emerged over the past decade, analogous to the value creation industry that developed during the 1990's. Several lines of research related to this hypothesis are suggested throughout the article.

LITERATURE:7.

Corporate Societal Responsibility, Green Advertising and Energy Ethics

Dr. Salil Asian Institute of Technology, School of Management, Bangkok, Thailand; UIBE School of

International Trade & Economics, Beijing, China

September 2007

Abstract:      The configuration and context of business at the global level is transforming with the growing need for sustainability coupled with growth. The intensified competition, consumer expectations, governance imperative and natural resource crunch have driven corporate leadership to synthesize their corporate social responsibilities with corporate strategies. Investors are incorporating sustainability evaluations in their due diligence, employees adhere to firms with reputation and stakeholder pressures unfurl innovation.

Regions in the world are vigorously pursuing development. This results in wealth creation. The growing prosperity leads to consumption, fashion, jet-setting luxury driven life style.

Energy demand is increasing rather exponentially. The traditional sources are fossil fuel based (for industrial as well as transportation). Added to this is the artificial crisis and control created by the oil rich powerful cartels.

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The leading energy supply companies in the globe have a problem of positioning. Their Corporate Citizenship role propels them to engage in renewable and biofuel energy sources. While the pressures of the bottom line motivates to advertise energy consuming events like formula racing, luxury cars, comfort.

The consumers and the publics are a stakeholder in the 'energy crisis - global warming - GHG - climate cataclysms' syndrome.

The question they should be asking is: is the 'four P' led life style worth living or they should become aware of the 'Energy ethics - shun luxury - avoid 'GHG generating' products and services.

Here come Green Advertising, Green Supply Chain and 'Water neutral' lifestyles.

LITERATURE:8.

Corporate Social Responsibility: Modern and Indian Views

Chendrayan Chendroyaperumal Saveetha Engineering College

Juliet A. Anupama affiliation not provided to SSRN

April 12, 2008

Abstract:      Corporate Social Responsibility (CSR) has attracted increasingly fashionable attention recently. Corporate Social Responsibility refers to corporations voluntarily assuming the responsibilities for the impacts of all aspects of their business activities on the whole society and the environment. The corporations, through Corporate Social Responsibility, try to help the society through development projects towards betterment of the standard of life. The practice of Corporate Social Responsibility is also not free from controversy and criticism. There are two opposing arguments: one, the corporations profit in manifold ways by spending on Corporate Social Responsibility projects; the other, Corporate Social Responsibility is criticized and opposed in that it makes the corporations deviate from their primary economic roles in doing business. The debate has not yet rested. This paper attempts to resolve this debate by highlighting the Indian views of Corporate Social Responsibility.

LITERATURE:9.

Corporate Social Responsibility Through an Economic Lens

Robert N. Stavins

32

Harvard University - John F. Kennedy School of Government; Resources for the Future; National Bureau of Economic Research (NBER)

Forest Reinhardt Harvard Business School

Richard Vietor Harvard University - Business, Government and the International Economy Unit

October 1, 2008

HKS Working Paper No. RWP08-023 FEEM Working Paper No. 84.2008

Abstract:      Business leaders, government officials, and academics are focusing considerable attention on the concept of corporate social responsibility (CSR), particularly in the realm of environmental protection. Beyond complete compliance with environmental regulations, do firms have additional moral or social responsibilities to commit resources to environmental protection? How should we think about the notion of firms sacrificing profits in the social interest? May they do so within the scope of their fiduciary responsibilities to their shareholders? Can they do so on a sustainable basis, or will the forces of a competitive marketplace render such efforts and their impacts transient at best? Do firms, in fact, frequently or at least sometimes behave this way, reducing their earnings by voluntarily engaging in environmental stewardship? And finally, should firms carry out such profit-sacrificing activities (i.e., is this an efficient use of social resources)? We address these questions through the lens of economics, including insights from legal analysis and business scholarship.

LITERATURE:10.

Corporate Social Responsibility Through an Economic Lens

Forest Reinhardt Harvard Business School

Robert N. Stavins Harvard University - John F. Kennedy School of Government; Resources for the Future;

National Bureau of Economic Research (NBER)

Richard Vietor Harvard University - Business, Government and the International Economy Unit

May 2008

NBER Working Paper No. W13989

33

Abstract:      Business leaders, government officials, and academics are focusing considerable attention on the concept of "corporate social responsibility" (CSR), particularly in the realm of environmental protection. Beyond complete compliance with environmental regulations, do firms have additional moral or social responsibilities to commit resources to environmental protection? How should we think about the notion of firms sacrificing profits in the social interest? May they do so within the scope of their fiduciary responsibilities to their shareholders? Can they do so on a sustainable basis, or will the forces of a competitive marketplace render such efforts and their impacts transient at best? Do firms, in fact, frequently or at least sometimes behave this way, reducing their earnings by voluntarily engaging in environmental stewardship? And finally, should firms carry out such profit-sacrificing activities (i.e., is this an efficient use of social resources)? We address these questions through the lens of economics, including insights from legal analysis and business scholarship.

LITERATURE:11.

A Cross-Cultural Comparison of Corporate Social Responsibility Orientation: Hong Kong vs. United States Students

Brian K. Burton Western Washington University - Management

Jiing-Lih Larry Farh Hong Kong University of Science & Technology (HKUST) - Department of Management &

Organization

W. Harvey Hegarty Indiana University Bloomington - Department of Management

August 2007

Hong Kong University of Science & Technology Business School Research Paper Series

Abstract:      This study examined the orientation toward corporate social responsibility (CSR) of 165 U.S. and 157 Hong Kong business students. Although respondents from both countries viewed CSR as a construct in much the same way, many differences were found in the types of responsibilities considered most important. Specifically, Hong Kong students gave economic responsibilities more weight and noneconomic responsibilities less weight than did U.S. students.

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LITERATURE:12.

Corporate Social Responsibility, Public Policy, and NGO Activism in Europe and the United States: An Institutional-Stakeholder Perspective

Jonathan P. Doh Villanova University - School of Business

Terrence R. Guay Pennsylvania State University

Journal of Management Studies, Vol. 43, No. 1, pp. 47-73, January 2006

Abstract:      Corporate social responsibility (CSR) is an increasingly pervasive phenomenon on the

European and North American economic and political landscape. In this paper, we extend neo-institutional and stakeholder theory to show how differences in the institutional environments of Europe and the United States affect expectations about corporate

responsibilities to society. We focus on how these differences are manifested in government policy, corporate strategy, and non-governmental organization (NGO) activism towards specific issues involving the social responsibilities of corporations. Drawing from recent

theoretical and empirical research, and analysis of three case studies (global warming, trade in genetically modified organisms, and pricing of anti-viral pharmaceuticals in developing countries), we find that different institutional structures and political legacies in the US and

EU are important factors in explaining how governments, NGOs, and the broader polity determine and implement preferences regarding CSR in these two important world regions.

LITERATURE:13.

Corporate Social Responsibility and Public Procurement

Christopher McCrudden University of Oxford - Faculty of Law

THE NEW CORPORATE ACCOUNTABILITY: CORPORATE SOCIAL RESPONSIBILITY AND THE LAW, Doreen McBarnet, Aurora Voiculescu, Tom Campbell, eds., Cambridge

University Press, 2007 Oxford Legal Studies Research Paper No. 9/2006

Abstract:     

35

Public procurement (the purchase by public bodies of goods and services from others) has proven to be a dedicated follower of political fashion. Historically, we see consistent attempts to link public procurement with the government policy of the day, in areas as diverse as national industrial policy, reducing unemployment, improving employment conditions, support for small businesses, local development, employment of disabled workers, and equal pay for men and women, to mention only a few. With the increasing popularity of "corporate social responsibility," it is hardly surprising, then, that CSR has become linked to the use of public procurement. The definition of CSR is contested and so, for the moment, Moon's definition will suffice: "In essence CSR refers to business responsiveness to social agendas in its behaviour and to the performance of these responsibilities." This chapter considers the "new" use of public procurement in the pursuit of CSR in general, but considers in particular the relationship between CSR, public procurement, and the law.

LITERATURE:14.

Corporate Social Responsibility in Supply Chains of Global Brands: A Boundaryless Responsibility? Clarifications, Exceptions and Implications

Kenneth M. Amaeshi Cranfield University - School of Management

Onyeka K. Osuji University of Manchester - School of Law

Paul Nnodim Massachusetts College of Liberal Arts

2006

Abstract:      Corporate social responsibility (CSR) is increasingly becoming a popular business concept in developed economies. As typical of other business concepts, it is on its way to globalization through practices and structures of the globalized capitalist world order, typified in Multinational Corporations (MNCs). However, CSR often sits uncomfortably in this capitalist world order, as MNCs are often challenged by the global reach of their supply chains and the possible irresponsible practices inherent along these chains. The possibility of irresponsible practices puts global firms under pressure to protect their brands even if it means assuming responsibilities for the practices of their suppliers. Pressure groups understand this burden on firms and try to take advantage of the situation. This paper seeks to challenge the often taken-for-granted-assumption that firms should be accountable for the practices of their suppliers by espousing the moral (and sometimes legal) underpinnings of the concept of responsibility. Except where corporate control and or corporate grouping exist, it identifies the use of power as a critical factor to be considered in allocating responsibility in

36

firm-supplier relationship; and suggests that the more powerful in this relationship has a responsibility to exert some moral influence on the weaker party. The paper highlights the use of code of conducts, corporate culture, anti-pressure group campaigns, personnel training and value reorientation as possible sources of wielding positive moral influence along supply chains.

LITERATURE:15.

Religion and Attitudes to Corporate Social Responsibility in a Large Cross-Country Sample

Stephen Brammer University of Bath - School of Management

Geoffrey Williams University of Bath - Centre for Business, Organisation and Society

John Zinkin Nottingham University Business School (NUBS)

December 2005

Abstract:      This paper explores the relationship between religious denomination and individual attitudes to corporate social responsibility within the context of a large sample of over 17,000 individuals drawn from 20 countries. We address two general questions: do members of religious denominations have different attitudes concerning CSR than people of no denomination? And: do members of different religions have different attitudes to CSR that conform to general priors about the teachings of different religions? Our evidence suggests that, broadly, religious individuals do tend to hold broader conceptions of the social responsibilities of businesses than non-religious individuals. However, we show that this neither true for all religious groups, nor for all areas of corporate social responsibility.

LITERATURE:16.

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The Cycles of Corporate Social Responsibility: An Historical Retrospective for the Twenty-First Century

Harwell Wells Temple University Beasley School of Law

U. Kan. L. Rev., Vol. 51, p. 77-140, 2002

Abstract:      Debates over Corporate Social Responsibility stretch from the 1930s to the twenty-first century, and have engaged some of the leading minds of the era. In the legal academy, these debates have tended to focus on whether corporate managers and directors should owe duties to shareholders alone, or whether the scope of their legal responsibilities should be widened to include employees, communities, consumers, and other "stakeholders" in the enterprises. But there is a problem with these debates: they rarely seem to have gone anywhere. Viewed in historical perspective, each new round of debate on corporate social responsibility seems merely to recapitulate earlier debates in a slightly altered form. This Article traces out these debates over corporate social responsibility in order to provide contemporary students of CSR a vantage-point from which they can critically evaluate their predecessors, and separate out the still-vital elements in those debates from the lost causes.

LITERATURE:17.

Corporate Social Responsibility: An Overview of Principles and Practice

Jill Murray La Trobe University - School of Law

May 2004

International Labour Office Working Paper No. 34

Abstract:      Corporate Social Responsibility aims to limit the power and behaviour multinational companies can have on communities in the world, notably in the developing world concerning workers. The paper argues private initiatives can be valuable alongside traditional labour standards by following codes designed to support core standards. However, this is taking note that different methods of production, locations, community wishes, worker preferences, and company cultures will generate a different set of approaches concerning social responsibility. Overall, management of firms should aim to ensure adequate standards that provide decent work such as procedural standards of freedom of association and the right to collective bargaining. The paper gives descriptions of the importance, roles, and responsibilities of management, NGOs, national governments, and multinational enterprises with regard to social responsibility. The role of the International Labour Organization (ILO)

38

is to help shape the content and implementation of codes of conduct known as “business self-regulation” and encourage tripartite seminars so firms can better comply with certain ILO principles.

This paper was written as an insight into the work of the World Commission on the Social Dimension of Globalization 2004 that aims to provide a fairer globalization for all.

LITERATURE:18.

21st Century Corporate Social Responsibility Trends - An Emerging Comparative Body of Law and Regulation on Corporate Responsibility, Governance, and Sustainability

Bryan T. Horrigan Monash University - Faculty of Law

Macquarie Journal of Business Law, Vol. 4, pp. 85-122, 2007

Abstract:      This article examines key aspects of the emergence across a number of jurisdictions of a distinctive body of comparative corporate law and regulation relating to corporate social responsibility (CSR). The story of CSR in the 21st century is a story of progressive business sensitization to systems and dynamics of governance beyond government, regulation beyond law, and responsiveness beyond responsibility. It is a story of a rapidly growing alignment across many individual businesses, industry sectors, and geopolitical regions between those systems and dynamics of governance, regulation, and responsibility, on one hand, and a company's business model, strategy, and impact, on the other. It marks the progressive development of corporations as organs of both societal and corporate governance, sites for the interaction of both public and private interests, participants in various forms of organisationally and societally orientated regulation, and holders of shared, relational, and other forms of connected outward-looking and inward-looking responsibilities. It is also a story of the emergence of a distinctive CSR movement. Both the developed and developing worlds are rapidly reaching the point where they must decide if today's global CSR movement is a passing social fad, a threat to economically efficient corporate capitalism, an intrinsic element of corporate responsibility, or even a key to humanity's long-term survival. CSR literacy is quickly becoming a primary imperative for a variety of actors in a multiplicity of roles across governmental, business, and community sectors nationally and internationally.

LITERATURE:19

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Corporate Social Responsibility: Global Perspective, Competitiveness, Social Entrepreneurship & Innovation

Manoj Joshi Amity Business School, Amity University, Lucknow Campus, India; Association of

Knowledge Workers Lucknow, India

S. P. Tiwari Dr R M L Awadh University

Vindhyalaya Joshi Association of Knowledge Workers - Department of Education - U.P. India

July 9, 2007

Abstract:      Profit Making & Social Responsibility is an oxymoron and can be strongly debated. Profit making is the essential reason for an enterprise to prolong and grow. Social responsibility is the fundamental duty of the state that must focus upon the upbringing of its stake holders with social justice. This includes proactive participation by the governance in elevating quality in work life of its citizens. Thus attempting the balance of wealth and social justice/empowerment, shall invite a synergy between the Public-Private partnership in enhancing the competitive existence & growth of national economy.

State is a necessary evil. The primordial responsibility is governance and to bring order from disorder. The concept of city-states like Greece existed, which portrayed high level of self governance and self sustenance. Besides this, for a nation to be healthy and prosperous, the state must not hinder Liberty. The world has witnessed social unrest as a cause of economic disparity, inequality, social injustice etc. resulting into world wide protests, cross border and internal disputes, civil wars, battles, regional and the world wars.

Hence, there must be continuous efforts to reduce this economic disparity amongst the country men but the irony being that the State is unable to execute its primary duties in the form of social responsibilities, either because (i) it is not able to mobilise funds, (ii) funds available are not adequate against the requirement, (iii) it is not able to utilise the funds or/and (iv) there is lack of governance and will power.

As a result, the entrepreneurs in the micro community or corporate, emerge as entrepreneur cartel(s) to carry out this important assignment. They participate as social entrepreneurs and emerge as drivers to engine of economic and social growth. Strategic innovation, hence, emerges as an imperative tool towards a globally competitive existence and performance.

LITERATURE:20.

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Corporate Responsibility in a Free and Democratic Society

Joseph William Singer Harvard Law School

Case Western Reserve Law Review, Vol. 58, 2009 Harvard Public Law Working Paper No. 08-44

Abstract:      Do corporations have any social responsibilities? Those who have argued both sides of this debate have failed to focus their attention sufficiently on the common law rules governing market relations, especially the law of torts, contracts, and property. This article argues that these three foundational legal institutions are all premised on a fundamental obligation of attentiveness. Actors are obligated to attend to the likely consequences of their actions on others and refrain from actions that impose unreasonable risks of harm or which impose harms that individuals are entitled to be protected against. If this is so, then the argument that corporations cannot reasonably respond to vague duties of social responsibility becomes less powerful, given the pervasive duties of all market actors to consider whether they could justify their harm-producing conduct to an impartial decision maker - in other words, whether they could explain their actions as reasonable. We want clear rules to give us guidelines about what we are and are not allowed to do. But we also want a fuzzy edge of substantive standards to induce us to think before we act - to be attentive to the ways in which our actions affect others. Such fuzzy edges create appropriate incentives to think about the effects of one's actions on others and to consider the judgments that others would make about the justice or appropriateness of our own conduct, given the impact it will have on others who, after all, have equal rights. And we care so much about this that we have enshrined it in the basic law governing the market system.

LITERATURE:21.

Businesses and Corporate Social Responsibility: Rethinking Philanthropy

Ezequiel A. Reficco affiliation not provided to SSRN

Responsabilidad Sostenibilidad, No. 1, pp. 13-21, August 2007

Abstract:      What comes to mind when, in the context of the business sector and its social responsibilities, we think about 'philanthropy'? Along the years, this term has passed to mean different things for different people. We all got accustomed to it, but while some businesses continue to embrace it as a legitimate basis for their social endeavors, others seek to distance themselves

41

from it, and leave it behind. The term has been associated with different approaches and practices that at first sight appear to be incompatible. Or are they? Without intending to carry out an exhaustive analysis of all existing meanings of philanthropy, this article reviews many of them, and submits than they do not need to be necessarily incompatible. A conceptual framework is proposed that allow them to coexist comfortably under a common umbrella.

LITERATURE:22.

Globalization and Corporate Social Responsibility

Andreas Georg Scherer University of Zurich - Institute of Organization and Administrative Science

Guido Palazzo University of Lausanne

THE OXFORD HANDBOOK OF CORPORATE SOCIAL RESPONSIBILITY, A. Crane, A. McWilliams, D. Matten, J. Moon, D. Siegel, eds., pp. 413-431, Oxford University Press, 2008

Abstract:      First, we will explain the concept of globalization. We will describe its conceptual variants and point to some of the phenomena that are associated with this process. Next we will describe the traditional paradigm of CSR where the responsibilities of businesses are discussed vis-a-vis a more or less properly working nation state system and a homogenous moral (cultural) community. We will argue that both these assumptions become problematic in the current 'post-national constellation' (Habermas 2001). We describe the new situation with regulatory gaps in global regulation, an erosion of national governance (loss of national sovereignty and the exterritorial application of national law), and a loss in moral and cultural homogeneity in the corporate environment. We discuss the consequences of the post-national constellation with the help of two recent observations of business firms' behavior which call for a fresh view on the concept of CSR. We describe the necessary paradigm shifts toward a new politically enlarged concept of CSR in a globalized world

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SIGNIFICANCE

OF

STUDY

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Significance of the Study

Every Study has some significance. Being an interesting and current topic prevailing in the market, the significance of the study is very important. These are as follows:

The Research Study first of all, gives a very clear picture about the maruti Suzuki ltd.

It gives a clear picture about corporate social responsibility.

The brief about the organization’s corporate social responsibilities.

The working patterns & initiatives taken by the organization for social responsibilities.

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All the Reasons that lets the organization to go for social activities.

OBJECTIVES

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STUDY

OBJECTIVES

1. To study the various corporate social responsibilities initiatives taken by MARUTI SUZUKI LTD.

2. To document the CSR(Corporate Social Responsibilities) activities.

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CONCEPTUALIZATION

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OPERATIONAL

DEFINITION

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OPERATIONAL DEFINITION

CORPORATE SOCIAL RESPONSIBILITIES: What an organization does to influence the society in which it exists, such as through volunteer assistance programs.

CHARITY PRINCIPLES: Doctrine of social responsibilities requiring more fortunate individuals to assist less fortunate members of society.

GOVERNMENT RESPONSIBILITIES: Gerard F. Scannell developed a reputation as a vigouous enforcer of workplace safety standards as head of the Occupational Safety and Health Administration(OSHA), the federal agency charged with ensuring safe and healthful working conditions in United States.

ENLIGHTENED SELF-INTEREST: Organisation’s realization that it is in their own best interest to act in ways that the community socially responsible.

CORPORATE SOCIAL RESPONSIVENESS: A theory of social responsibilities that focuses on how companies respond to issues, rather than trying to determine their ultimate social responsibilities.

CORPORATE SOCIAL PERFORMANCE: A single theory of corporate social action encompassing social principles, processes, and policies.

ETHICS: The study of rights and of who is or should be benefited or harmed by an action.

DUTIES: Obligation to take specific steps or obey the law.

MORAL RULES: Rules for behaviour that often become internalized as moral values.

SOCIAL AUDIT: Report describing a company’s activities in a given area of social interest, such as environment protection, workplace safety, or community involvement.

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RESEARCH

METHODOLOGY

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RESEARCH METHODOLOGY

Research generally refers to search for knowledge. It is search for knowledge in systematic and scientific manner for required information on particular topic.

According to cliffford woody, “research comprises defining & redefining problems, formulation hypothesis or suggested solution , collecting,organising and evaluating data, making deduction and reading conclusion and at last carefully tasting the conclusion to determine whether they fit the formulation hypothesis”

Research Design

The research carried out in this project is Exploratory as well as descriptive in nature.

Exploratory research is the one which is conducted to explore the horizons of problem. For this project, it was done using the secondary data analysis.

SCOPE OF STUDY

Scope of study is the corporate social responsibilities of MARUTI SUZUKI LTD.

Research Instruments

Primary Data:- Primary Data has been collected through interview, observation and schedule which gives us the relevant information about the project.

Secondary data The secondary data is data available on internet, magazine, newspapers and journals.

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ANALYSIS

OF

DATA

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Analysis of the Data

Analysis of the data shows that what are the various corporate social responsibilities done by organization and how it provides return on investment to the organization. To get the return on investment is not the motive of the organization, obligation of the company is to social cause for society.

The main motive of doing social activities is for the social cause for society, not to get profits.

By analyzing the data , I get the rate of return for both education and pulse polio programs.

RATE OF RETURN FOR EDUCATION

In the field of education MARUTI SUZUKI LTD. Provide education to 500 students of manesar village ,where students got education , uniform, refreshment and transportation fro free, on the other side some of the students were going to the government school where there is a fee structure of Rs5 per student. So by this we get :-

Rate of return= 500 x 5 = 2500.

RATE OF RETURN FOR PULSE POLIO

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MARUTI SUZUKI LTD. Organized pulse polio campaign in its adopted village manesar where 7200 children below the age of 5 yrs were covered. Budget for polio program in one district is Rs.11 lakhs and population of children below the age of 5 yrs. Of one district is 2 lakhs and by this we calculate the total expenses i.e.

Expenses= 1100000 x7200=39600

200000

So after getting the expenses we calculate the rate of return , i.e. expenses on treatment of child which is affected by polio is 1500 per person per week,so,

Rate of return= 7200 x 1500 = 10800000.

IN THE FIELD OF EMPLOYMENT

In analyzing of data I get the employment ratio i.e. by providing driver training MARUTI SUZUKI LTD. Provide an opportunity for unemployed persons. 3000 persons will get the training from maruti driving school and out of which 1800 persons will get the employment out of which 25% were women and they earned 5000-8000 salary per month. Expenses of these driving school is Rs. 200000 per year . so by this we can calculate rate of return i.e.

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Rate of return=200000 x 1800=120000.

3000

FINDINGS

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FINDINGS

It was founded that CSR of MARUTI SUZUKI LTD. is going well according to the concepts and implementation. MARUTI SUZUKI LTD. started many projects with the help of community around them

In the field of education, MARUTI SUZUKI LTD. , provide education to childrens of manesar village( which is its adopted village)through, DPS Maruti Shiksha Kendra in which 500 students are enrolled from class I-IX. Books , uniform,& refreshment will provide to the students for free and there is no fees for students while in government school there is a fee for every student i.e. Rs.5 per student . so the return on investment of MARUTI will be Rs.2500 (500 x 5)

MARUTI SUZUKI LTD. had also started the “NATIONAL ROAD SAFETY MISSION” in which company plans to train 5lakhs persons in road safety across india in safe driving to reduce accidents and till now maruti provides road safety lessons to 45000 persons.

MARUTI SUZUKI LTD. undertakes various activities to create awareness and improve the health of people residing in their adopted village ‘MANESAR’. MARUTI SUZUKI LTD. joined hands with Public Health Centre and start “PULSE POLIO CAMPAIGN” and about 7200 children were covered and not a single child is effected by polio in the village. The budget of polio for gurgaon district is Rs.11 lakhs and population of child under the age of 5yrs in gurgaon is 2 lakhs . so the expenses for polio campaign in manesar is Rs. 39,600(11lakh/2lakh x7200) and the expense on treatment of child effected by polio is Rs.1500 per month. So the return on investment would be rupees 10800000(7200 x 1500).

As, MARUTI SUZUKI LTD. started project for employment generation for manesar village by providing driver training to unemployed person and 3000 person will get the training out of which 1800 people got employment in which 25% were women and they earned Rs. 5000-8000 as salary ,per month.

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LIMITATIONS

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LIMITATIONS

The first and foremost limitation was the time constraints, but still efforts have been made to put picture as clear and candid as possible.

Since the results have been drawn on the basis of information provided by the respondent, chance of response error might have crept.

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CONCLUSION

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CONCLUSION

The organization can set and affirmative CSR agenda that produces maximum social benefits as well as gains for the business. The company can focus its particular CSR initiatives to best effect.

The MARUTI SUZUKI management and leadership principles states very clearly that “Our investments must be good for the countries where we operate as well as good for the company”. Therefore while CSR and sustainability represents a set of useful principles and practices,MARUTI believes that the true test of a business(particularly in the developing world) is whether it creates value.

MARUTI SUZUKI supports DPS school , helps in providing education programs. All these initiatives strengthen the bond between MARUTI and community.

MARUTI SUZUKI has always focused on long term, sustainable and profitable growth and helped communities around its factories to improve their quality of life in similar manner.

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SUGGESTIONS

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SUGGESTIONS

MARUTI SUZUKI should create awareness among the people living in the rural areas about POLIO.

There should be a feedback review meeting among the panchayats , NGO, and MARUTI.

MARUTI SUZUKI should take the advice of panchayats and took the confidence of the panchayats. This will help MARUTI to grow more among the society and among the people.

More involvement are required in the projects started by MARUTI, so that more and more people are getting benefit out of it.

MARUTI should provide more time to the people while giving driver training in the driving school.

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BIBLIOGRAPHY

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BIBLIOGRAPHY

Search Engines

www.Google.com www.ssrn.com www.marutisuzuki.com Weekipedia.com

Magazines and journals

Business World Journal of Human Values Global Business Review

Books

Human Resource Management by Gary Dessler Corporate Social Responsibilities by Philip Kotler Modern Human Relation by Richard M. Hodgetts Corporate Social Responsibility by David E. Hawkins

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ANNEXURE

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SCHEDULE

1. Are you aware about the company MARUTI SUZUKI ?

Yes....... No.......

2. Which are the following activities going in your village ?

Pulse polio campaign....... Education program..........

Driving program........ Road safety program.........

3. Are you aware that MARUTI is sponsoring activities ?

Yes..... No....

4. At what pace, these development are going on ?

High.....Moderate......Low.......

5. Do you think these activities will help in development of your area ?

Yes..... No.......

6. Whom do you think should do these activities ?

Govt.......NGO.............Companies like MARUTI..................

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7. Do you think more companies should come forward for these development activities ?

Yes.... No.....

8. How many people are enrolled with these activities ?

10-50.......50-100.......100-150........150-200..........Others............

9. Is Road Safety Mission really helping the people ?

Yes..... No.....

10. Is Pulse Polio Program really benefited the people ?

Yes.... No.....

11. Is Shiksha Kendra helps the children for making their bright future ?

Yes..... No.....

12. Is Maruti Driving School really provide employment to people ?

Yes...... No.......

13. How many people are getting employment out of Maruti Driving School ?

10-50.......50-100........100-150........Others.........

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14. Are you satisfied with these activities started by MARUTI SUZUKI LTD. ?

Highly satisfied.............Satisfied.............Neither satisfied nor dissatisfied.........Dissatisfied..............Highly dissatisfied..........

15. Your suggestions for improving the activities.

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