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Corporate Social Responsibility in India - Said Business School

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INTRODUCTION<br />

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“<strong>Corporate</strong> social responsibility must not be<br />

def<strong>in</strong>ed by tax plann<strong>in</strong>g strategies alone.<br />

Rather, it should be def<strong>in</strong>ed with<strong>in</strong> the<br />

framework of a corporate philosophy which<br />

factors the needs of the community and the<br />

regions <strong>in</strong> which a corporate entity<br />

functions. This is part of our cultural<br />

heritage. Mahatma Gandhi called it<br />

trusteeship….I <strong>in</strong>vite corporate <strong>India</strong> to be a<br />

partner <strong>in</strong> mak<strong>in</strong>g ours a more humane and<br />

just society… We need a new Partnership for<br />

Inclusive Growth based on what I describe<br />

as a Ten Po<strong>in</strong>t <strong>Social</strong> Charter...first, we need<br />

to have healthy respect for your workers<br />

and <strong>in</strong>vest <strong>in</strong> their welfare…” .<br />

<strong>India</strong>n Prime M<strong>in</strong>ister,<br />

Manmohan S<strong>in</strong>gh <strong>in</strong> 2007<br />

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The speech above touches upon three<br />

important issues <strong>in</strong> contemporary<br />

discussions about CSR: 1) the role of<br />

government <strong>in</strong> relation to CSR 2) the drivers<br />

of CSR and 3) the end results of CSR. Mr.<br />

S<strong>in</strong>gh implicitly suggests that <strong>India</strong>n CSR<br />

must be a voluntary activity that gives<br />

companies free hands with respect to the<br />

government. A strong cultural heritage is a<br />

key driver of <strong>India</strong>n companies to become<br />

engaged <strong>in</strong> CSR. The outcome they strive<br />

2<br />

for is a better society which is more<br />

humane and just; <strong>in</strong> achiev<strong>in</strong>g this, their<br />

approach doesn’t just focus on community<br />

development projects or philanthropy, but<br />

also <strong>in</strong>cludes extensive programs for<br />

employees.<br />

Build<strong>in</strong>g upon the po<strong>in</strong>ts made <strong>in</strong> the<br />

speech, the purpose of this study is to<br />

characterize the CSR activities of <strong>India</strong>n<br />

bus<strong>in</strong>esses and highlight the unique<br />

features of <strong>India</strong>n CSR. In do<strong>in</strong>g so, we<br />

identify good CSR practices <strong>in</strong> <strong>India</strong>, from<br />

which <strong>India</strong>n firms can benefit <strong>in</strong><br />

competitive global markets and from which<br />

Western firms might learn. This case study<br />

is based primarily on 50 semi-structured<br />

<strong>in</strong>terviews with policymakers, bus<strong>in</strong>ess<br />

people, practitioners and researchers, which<br />

were conducted <strong>in</strong> <strong>India</strong> dur<strong>in</strong>g the summer<br />

of 2008.<br />

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PART I: OVERVIEW<br />

CSR has a long tradition<br />

As Mr. S<strong>in</strong>gh po<strong>in</strong>ted out, one of the key<br />

drivers of <strong>India</strong>n corporate social<br />

responsibility is found <strong>in</strong> the country’s

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