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CSR initiatives of companies should depend upon their business size and profile. In other words, the bigger the company, the bigger is its CSR program. Lack of Consensus on Implementing CSR Issues: There is a lack of consensus amongst local agencies regarding CSR projects. This lack of consensus often results in duplication of activities by corporate houses in areas of their intervention. This results in a competitive spirit between local implementing agencies rather than building collaborative approaches on issues. This factor limits company’s abilities to undertake impact assessment of their initiatives from time to time. CORPORATE SOCIAL RESPONSIBILITY IN INDIA India has a large public sector with several huge corporations and companies operating in various sectors like petroleum, heavy industries, aviation, mining, steel, equipment manufacturing and shipping. The Indian public sector has had a long tradition of corporate social responsibility and the initiatives of corporations like the Oil and Natural Gas Corporation Ltd. (ONGC), Steel Authority of India Ltd (SAIL) and Gas Authority of India Ltd. (GAIL) have played an important role in the development of several backward regions of the country. Indian Airlines and Bharat Heavy Electronics Ltd (BHEL) have been widely acclaimed for their disaster management efforts. The National Mineral Development Corporation Ltd. (NMDC) has contributed a lot in building infrastructure like school buildings, roads, Anganwadi buildings and also providing ambulance and medical facilities in and around its operational area. Although CPSEs have started giving attention towards their social responsibility, the private sector has to go a long way in coming up to the expectations in the area of social responsibility. Indian companies following CSR Steel Authority of India Limited (SAIL): SAIL is the largest steel maker of India and amongst the top public sector enterprises in terms of turnover with the prestigious status of ‘Maharatna’. With this comes the responsibility of being a catalyst for positive change. Apart from the business of manufacturing steel, the objective of the company is to conduct business in ways that produce social, environmental and economic benefits to the communities in which it operates. One of SAIL’s Core Values – Concern for People – also reflects the company’s commitment towards society at large, which it endeavors to fulfill through wide-ranging and diversified initiatives and activities under Corporate Social Responsibility (CSR).For SAIL, CSR was an integral part of its operations ever since the establishment of its production units in remote locations of the country since the early 1950s. Tata Steel: Tata Steel’s CSR initiatives have been recognized with many awards. Since 2006, the company has showcased an exceptional track record of receiving this coveted award initiated by the CII-ITC Centre of Excellence for Sustainable Development. Recently the Company has received the CNBC Asia’s Corporate Social Responsibility Award at CNBC-TV 18 India Business Leader Awards (IBLA) and the corporate social responsibility award at the seventh edition of NDTV Profit Business Leadership Awards. In addition to this, Tata Steel has been recognized by other prestigious awards like Safety and Health Excellence Recognition Award 2010 by the World Steel Association, was adjudged as the winner in ‘Corporate Social Responsibility’ at the Procurement Leaders Forum- 2011 and honored with the ‘Rashtriya Khel Protsahan Puruskar’ for the second consecutive year in 2010. Other esteemed awards include the CSR Excellence Award 2010 by ASSOCHAM, National CSR Committee and CSR Organizing Committee; the Business world-FICCI-SEDF Corporate Social Responsibility Award 2009; the Best Corporate Social Responsibility Practice Award at the 6th Social and Corporate Governance Awards 2010 by the Bombay Stock Exchange. Dabur: Dabur’s CSR initiatives are driven through Sustainable Development Society or SUNDESH, an outcome of the vision of Dabur India Ltd founder Dr. S.K Burman. Sustainable Development www.theinternationaljournal.org > RJEBS: Volume: 02, Number: 06, April-2013 Page 108
Society (SUNDESH) is sworn to the mission of ensuring overall socio-economic development of the rural & urban poor on a sustainable basis, through different participatory and need-based initiatives. It aims to reach out to the weaker and more vulnerable sections. CONCLUSION There is a need to promote a drive in Government Companies towards greater accountability on Corporate Social Responsibility (CSR). In order to attain the social objectives, there is a need for framing a CSR Policy in every company, as given under voluntary guidelines by Ministry of Corporate Affairs, for prioritization of activities for social spending and allocation of separate funds for this purpose. Moreover, to have an impact of the CSR spending and utilization of allocated budget, there should be a system of periodical monitoring and reporting to the Board of Directors as given in guidelines by Ministry of Heavy Industries and The Companies Bill 2009, which is expected to be brought before Parliament for consideration in the forthcoming Budget session. CSR is regarded as an important business issue of Indian companies irrespective of size, sector, and business goal. Therefore, CSR activity has to play a positive impact not only on development of community but also on their business Promotions. REFERENCES Kotler, Philip and Nancy Lee.,(2005) Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause, John Wiley and Sons, Mathur, (2005) Corporate Governance And Business Ethics: Text And Cases, McMillan India, Ltd. http://www.business-standard.com/india/news/govt/s-approach-to-csr-gives-scope-for corruption/407860/. (2009). CORPORATE SOCIAL RESPONSIBILITY VOLUNTARY GUIDELINES. India Corporate Week, December 14-21, 2009, Ministry of Corporate Affairs, Government of India. (2009). CORPORATE SOCIAL RESPONSIBILITY VOLUNTARY GUIDELINES. India Corporate Week. Ministry of Corporate Affairs, Government of India. Dr. Suri Sehgal, Chairman & Founder Institute of Rural Research & Development (IRRAD) Gurgaon. Professor Leo Burke, Associate Dean and Director, Executive Education, Notre Dame University, Indian Brand Equity Foundation, www.ibef.org. ACCSR’s State of CSR in Australia Annual Review 2010/11. Trust and Corporate Social responsibility: Lessons from India by Ashwani Singla, Chief Executive Officer, & Prema Sagar, Founder & Principal, Genesis Public Relations Pvt. Ltd. Business Line, Business Daily from THE HINDU group of publications, Wednesday, Jun 23, 2010. EurAsia Bulletin Volume 10 No. 11&12 Nov-December 2006. www.theinternationaljournal.org > RJEBS: Volume: 02, Number: 06, April-2013 Page 109
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Table of Contents Articles PERFORMA
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servicing, and the policies not mee
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The Self-Help Group members get inc
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Are female workers more productive
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For the purpose of including explan
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several different, competing logist
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Fisher, R.T. (2001), “Role stress
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A Comparative Study of NPA of State
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processes. Instead of fixing target
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Agriculture Crisis and Sustainable
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Table 1. World Cereal production ,
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Expanding biofuel production The ex
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percent of the world’s population
Page 28 and 29:
OECD (Organisation for Economic Co-
Page 30 and 31:
It can provide the earnings needed
Page 32 and 33:
The incubator will also work toward
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factor. This is not an easy proposi
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ROLE OF LOCAL SELF GOVERNMENT IN LE
Page 38 and 39:
During the last season red onion fa
Page 40 and 41:
Table Mch2 Coef. Std. Err Z P>/Z/ A
Page 42 and 43:
lack of capital. The local farmer o
Page 44 and 45:
It may be seen that alleviation of
Page 46 and 47:
Table - 2 Progress under Bharat Nir
Page 48 and 49:
References Chandrasekhar, B P., et
Page 50 and 51: existing cooperative legislation, r
Page 52 and 53: 1.3 THE RESEARCH QUESTIONS 1. What
Page 54 and 55: Table 2: Earnings and Cost Allocati
Page 56 and 57: have an adequate amount of capital
Page 58 and 59: programs and the union was doing on
Page 60 and 61: total assets to other key areas, it
Page 62 and 63: esponded by (7.6%) of the members.
Page 64 and 65: management; Gohe cooperatives savin
Page 66 and 67: Significance of asset quality of St
Page 68 and 69: iii) iv) Doubtful Assets:- a) Doubt
Page 70 and 71: atios and solvency ratios are taken
Page 72 and 73: Ratio of around 3% during 2007-08,
Page 74 and 75: sufficient to draw an inference in
Page 76 and 77: The observed R 2 and F statistics m
Page 78 and 79: Board Composition, Ownership Struct
Page 80 and 81: size as well. During our study it w
Page 82 and 83: standards prevailing in the country
Page 84 and 85: The procedure produces two tests of
Page 86 and 87: hoc test for pair wise comparisons
Page 88 and 89: e said that the board size affects
Page 90 and 91: high-tech small and medium-sized en
Page 92 and 93: Table no.8 - Multiple Comparisons T
Page 94 and 95: Abstract Corporate Social Responsib
Page 96 and 97: the participation of various level
Page 98 and 99: Supplier Relations As stakeholders
Page 102 and 103: Corporate Social Responsibility Pra
Page 104 and 105: 2011, this district received surplu
Page 106 and 107: In the case of marginal farmers and
Page 108 and 109: Findings From the above analysis it
Page 110 and 111: 2. Innovation: Meaning and Dimensio
Page 112 and 113: data appropriately. Inferences were
Page 114 and 115: The regression analyses as shown in
Page 116 and 117: Role of Self-help Group in Socio-ec
Page 118 and 119: 10% for women and men respectively
Page 120 and 121: MoRD has been constantly reviewing
Page 122 and 123: 76.6% units were found to be existi
Page 124 and 125: 10.Timely release of adequate loans
Page 126 and 127: Standard of living of Rural Fisher
Page 128 and 129: Table 1 denotes the infrastructure
Page 130 and 131: FISHING METHODS USED BY DIFFERENT A
Page 132 and 133: CONCLUSION Most of the fisher folk
Page 134 and 135: Objectives: The following objective
Page 136 and 137: Policies of the Government will hav
Page 138 and 139: Wastage Schedule (Onion) Sl.No. Pri
Page 140 and 141: At the end of 2008 the entire world
Page 142: Conclusion: 9. The inflation can be
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