01.08.2016 Views

handbook-on-corporate-social-responsibility-in-india

You also want an ePaper? Increase the reach of your titles

YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.

What is CSR?<br />

The global c<strong>on</strong>text<br />

While there may be no s<strong>in</strong>gle universally<br />

accepted def<strong>in</strong>iti<strong>on</strong> of CSR, each def<strong>in</strong>iti<strong>on</strong><br />

that currently exists underp<strong>in</strong>s the impact<br />

that bus<strong>in</strong>esses have <strong>on</strong> society at large and<br />

the societal expectati<strong>on</strong>s of them. Although<br />

the roots of CSR lie <strong>in</strong> philanthropic<br />

activities (such as d<strong>on</strong>ati<strong>on</strong>s, charity,<br />

relief work, etc.) of corporati<strong>on</strong>s, globally,<br />

the c<strong>on</strong>cept of CSR has evolved and now<br />

encompasses all related c<strong>on</strong>cepts such as<br />

triple bottom l<strong>in</strong>e, <strong>corporate</strong> citizenship,<br />

philanthropy, strategic philanthropy, shared<br />

value, <strong>corporate</strong> susta<strong>in</strong>ability and bus<strong>in</strong>ess<br />

resp<strong>on</strong>sibility. This is evident <strong>in</strong> some of the<br />

def<strong>in</strong>iti<strong>on</strong>s presented below:<br />

The EC 1 def<strong>in</strong>es CSR as “the resp<strong>on</strong>sibility of<br />

enterprises for their impacts <strong>on</strong> society”. To<br />

completely meet their <strong>social</strong> resp<strong>on</strong>sibility,<br />

enterprises “should have <strong>in</strong> place a process<br />

to <strong>in</strong>tegrate <strong>social</strong>, envir<strong>on</strong>mental, ethical<br />

human rights and c<strong>on</strong>sumer c<strong>on</strong>cerns <strong>in</strong>to<br />

their bus<strong>in</strong>ess operati<strong>on</strong>s and core strategy <strong>in</strong><br />

close collaborati<strong>on</strong> with their stakeholders”<br />

The WBCSD def<strong>in</strong>es CSR as 2 “the c<strong>on</strong>t<strong>in</strong>u<strong>in</strong>g<br />

commitment by bus<strong>in</strong>ess to c<strong>on</strong>tribute to<br />

ec<strong>on</strong>omic development while improv<strong>in</strong>g the<br />

quality of life of the workforce and their<br />

families as well as of the community and<br />

society at large.”<br />

Accord<strong>in</strong>g to the UNIDO 3 , “Corporate<br />

<strong>social</strong> resp<strong>on</strong>sibility is a management<br />

c<strong>on</strong>cept whereby companies <strong>in</strong>tegrate<br />

<strong>social</strong> and envir<strong>on</strong>mental c<strong>on</strong>cerns <strong>in</strong><br />

their bus<strong>in</strong>ess operati<strong>on</strong>s and <strong>in</strong>teracti<strong>on</strong>s<br />

with their stakeholders. CSR is generally<br />

understood as be<strong>in</strong>g the way through which<br />

a company achieves a balance of ec<strong>on</strong>omic,<br />

envir<strong>on</strong>mental and <strong>social</strong> imperatives<br />

(Triple-Bottom-L<strong>in</strong>e Approach), while at<br />

the same time address<strong>in</strong>g the expectati<strong>on</strong>s<br />

of shareholders and stakeholders. In this<br />

sense it is important to draw a dist<strong>in</strong>cti<strong>on</strong><br />

between CSR, which can be a strategic<br />

bus<strong>in</strong>ess management c<strong>on</strong>cept, and charity,<br />

sp<strong>on</strong>sorships or philanthropy. Even<br />

1 http://ec.europa.eu/enterprise/policies/susta<strong>in</strong>ablebus<strong>in</strong>ess/<strong>corporate</strong>-<strong>social</strong>-resp<strong>on</strong>sibility/<strong>in</strong>dex_<br />

en.htm<br />

2 http://www.wbcsd.org/work-program/bus<strong>in</strong>essrole/previous-work/<strong>corporate</strong>-<strong>social</strong>-resp<strong>on</strong>sibility.<br />

aspx<br />

3 http://www.unido.org/what-we-do/trade/csr/whatis-csr.html#pp1[g1]/0/<br />

4 Brundtland Commissi<strong>on</strong>’s Report, 1987<br />

though the latter can also make a valuable<br />

c<strong>on</strong>tributi<strong>on</strong> to poverty reducti<strong>on</strong>, will<br />

directly enhance the reputati<strong>on</strong> of a company<br />

and strengthen its brand, the c<strong>on</strong>cept of CSR<br />

clearly goes bey<strong>on</strong>d that.”<br />

From the above def<strong>in</strong>iti<strong>on</strong>s, it is clear that:<br />

• The CSR approach is holistic and<br />

<strong>in</strong>tegrated with the core bus<strong>in</strong>ess strategy<br />

for address<strong>in</strong>g <strong>social</strong> and envir<strong>on</strong>mental<br />

impacts of bus<strong>in</strong>esses.<br />

• CSR needs to address the well-be<strong>in</strong>g<br />

of all stakeholders and not just the<br />

company’s shareholders.<br />

• Philanthropic activities are <strong>on</strong>ly a part of<br />

CSR, which otherwise c<strong>on</strong>stitutes a much<br />

larger set of activities entail<strong>in</strong>g strategic<br />

bus<strong>in</strong>ess benefits.<br />

CSR <strong>in</strong> India<br />

CSR <strong>in</strong> India has traditi<strong>on</strong>ally been<br />

seen as a philanthropic activity. And <strong>in</strong><br />

keep<strong>in</strong>g with the Indian traditi<strong>on</strong>, it was<br />

an activity that was performed but not<br />

deliberated. As a result, there is limited<br />

documentati<strong>on</strong> <strong>on</strong> specific activities related<br />

to this c<strong>on</strong>cept. However, what was clearly<br />

evident that much of this had a nati<strong>on</strong>al<br />

character encapsulated with<strong>in</strong> it, whether<br />

it was endow<strong>in</strong>g <strong>in</strong>stituti<strong>on</strong>s to actively<br />

participat<strong>in</strong>g <strong>in</strong> India’s freedom movement,<br />

and embedded <strong>in</strong> the idea of trusteeship.<br />

As some observers have po<strong>in</strong>ted out, the<br />

practice of CSR <strong>in</strong> India still rema<strong>in</strong>s with<strong>in</strong><br />

the philanthropic space, but has moved from<br />

<strong>in</strong>stituti<strong>on</strong>al build<strong>in</strong>g (educati<strong>on</strong>al, research<br />

and cultural) to community development<br />

through various projects. Also, with global<br />

<strong>in</strong>fluences and with communities becom<strong>in</strong>g<br />

more active and demand<strong>in</strong>g, there appears<br />

to be a discernible trend, that while CSR<br />

rema<strong>in</strong>s largely restricted to community<br />

development, it is gett<strong>in</strong>g more strategic <strong>in</strong><br />

nature (that is, gett<strong>in</strong>g l<strong>in</strong>ked with bus<strong>in</strong>ess)<br />

than philanthropic, and a large number of<br />

companies are report<strong>in</strong>g the activities they<br />

are undertak<strong>in</strong>g <strong>in</strong> this space <strong>in</strong> their official<br />

websites, annual reports, susta<strong>in</strong>ability<br />

reports and even publish<strong>in</strong>g CSR reports.<br />

The Companies Act, 2013 has <strong>in</strong>troduced<br />

the idea of CSR to the forefr<strong>on</strong>t and<br />

through its disclose-or-expla<strong>in</strong> mandate,<br />

is promot<strong>in</strong>g greater transparency and<br />

disclosure. Schedule VII of the Act, which<br />

lists out the CSR activities, suggests<br />

communities to be the focal po<strong>in</strong>t. On the<br />

other hand, by discuss<strong>in</strong>g a company’s<br />

relati<strong>on</strong>ship to its stakeholders and<br />

<strong>in</strong>tegrat<strong>in</strong>g CSR <strong>in</strong>to its core operati<strong>on</strong>s,<br />

the draft rules suggest that CSR needs<br />

to go bey<strong>on</strong>d communities and bey<strong>on</strong>d<br />

the c<strong>on</strong>cept of philanthropy. It will be<br />

<strong>in</strong>terest<strong>in</strong>g to observe the ways <strong>in</strong> which this<br />

will translate <strong>in</strong>to acti<strong>on</strong> at the ground level,<br />

and how the understand<strong>in</strong>g of CSR is set to<br />

undergo a change.<br />

CSR and susta<strong>in</strong>ability<br />

Susta<strong>in</strong>ability (<strong>corporate</strong> susta<strong>in</strong>ability)<br />

is derived from the c<strong>on</strong>cept of susta<strong>in</strong>able<br />

development which is def<strong>in</strong>ed by the<br />

Brundtland Commissi<strong>on</strong> as “development<br />

that meets the needs of the present without<br />

compromis<strong>in</strong>g the ability of future generati<strong>on</strong>s<br />

to meet their own needs” 4 . Corporate<br />

susta<strong>in</strong>ability essentially refers to the role<br />

that companies can play <strong>in</strong> meet<strong>in</strong>g the<br />

agenda of susta<strong>in</strong>able development and<br />

entails a balanced approach to ec<strong>on</strong>omic<br />

progress, <strong>social</strong> progress and envir<strong>on</strong>mental<br />

stewardship.<br />

CSR <strong>in</strong> India tends to focus <strong>on</strong> what is<br />

d<strong>on</strong>e with profits after they are made. On<br />

the other hand, susta<strong>in</strong>ability is about<br />

factor<strong>in</strong>g the <strong>social</strong> and envir<strong>on</strong>mental<br />

impacts of c<strong>on</strong>duct<strong>in</strong>g bus<strong>in</strong>ess, that is,<br />

how profits are made. Hence, much of the<br />

Indian practice of CSR is an important<br />

comp<strong>on</strong>ent of susta<strong>in</strong>ability or resp<strong>on</strong>sible<br />

bus<strong>in</strong>ess, which is a larger idea, a fact<br />

that is evident from various susta<strong>in</strong>ability<br />

frameworks. An <strong>in</strong>terest<strong>in</strong>g case <strong>in</strong> po<strong>in</strong>t<br />

is the NVGs for <strong>social</strong>, envir<strong>on</strong>mental<br />

and ec<strong>on</strong>omic resp<strong>on</strong>sibilities of bus<strong>in</strong>ess<br />

issued by the M<strong>in</strong>istry of Corporate Affairs<br />

<strong>in</strong> June 2011. Pr<strong>in</strong>ciple eight relat<strong>in</strong>g to<br />

<strong>in</strong>clusive development encompasses most<br />

of the aspects covered by the CSR clause<br />

of the Companies Act, 2013. However, the<br />

rema<strong>in</strong><strong>in</strong>g eight pr<strong>in</strong>ciples relate to other<br />

aspects of the bus<strong>in</strong>ess. The UN Global<br />

Compact, a widely used susta<strong>in</strong>ability<br />

framework has 10 pr<strong>in</strong>ciples cover<strong>in</strong>g<br />

<strong>social</strong>, envir<strong>on</strong>mental, human rights and<br />

governance issues, and what is described as<br />

CSR is implicit rather than explicit <strong>in</strong> these<br />

pr<strong>in</strong>ciples.<br />

Handbook <strong>on</strong> Corporate Social Resp<strong>on</strong>sibility <strong>in</strong> India 7

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!