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INDEXSr.NoTopicPage No

Chapter1Corporate social responsibility5-20

1.1Introduction5

1.2CSR Policy As Per Companies Act 20138

1.3Core Elements9

1.4Implementation Guidance11

1.5Issues And Challenges12

1.6Cost Benefit Analysis15

1.7Triple Bottom Line16

1.8Brand Differentiation16

1.9CSR In India17

1.10CSR Strategies Focusing On Protection Rather Than Competitive Advantage19

Chapter2Corporate Social Responsibility In Amul21-37

2.1Introduction Of Amul21

2.2History 22

2.3Corporate Social Responsibility Held By Amul24

2.4CSR Sensitive Organization Structure24

2.5CSR Sensitive Business Philosophy26

2.6CSR Oriented To Distributors & Retailers26

2.7Earnings Of GCMMF28

2.8CSR Oriented To Staff29

2.9Blood Donation29

2.10Amul Relief Trust30

2.11Tree Plantation31

2.12Tribhuvandas Foundation33

2.13Rural Sanitation36

2.14Swarnajayanti Gram Swarozgar Yojana (SGSY)37

Conclusion 39

Bibliography 40

CORPORATE SOCIAL RESPONSIBILITYINTRODUCTION

Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship or sustainable responsible business/ Responsible Business) is a form of corporate self-regulation integrated into a business model. CSR policy functions as a self-regulatory mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards and international norms. With some models, a firm's implementation of CSR goes beyond compliance and engages in "actions that appear to further some social good, beyond the interests of the firm and that which is required by law." CSR aims to embrace responsibility for corporate actions and to encourage a positive impact on the environment and stakeholders including consumers, employees, investors, communities, and others.The term "corporate social responsibility" became popular in the 1960s and has remained a term used indiscriminately by many to cover legal and moral responsibility more narrowly construed.

Proponents argue that corporations increase long term profits by operating with a CSR perspective, while critics argue that CSR distracts from business' economic role. A 2000 study compared existing econometric studies of the relationship between social and financial performance, concluding that the contradictory results of previous studies reporting positive, negative, and neutral financial impact, were due to flawed empirical analysis and claimed when the study is properly specified, CSR has a neutral impact on financial outcomes. Critics questioned the "lofty" and sometimes "unrealistic expectations" in CSR or that CSR is merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over powerful multinational corporations.Political sociologists became interested in CSR in the context of theories of globalization, neoliberalism and late capitalism. Some sociologists viewed CSR as a form of capitalist legitimacy and in particular point out that what began as a social movement against uninhibited corporate power was transformed by corporations into a 'business model' and a 'risk management' device, often with questionable results. CSR is titled to aid an organization's mission as well as a guide to what the company stands for to its consumers. Business ethics is the part of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. ISO 26000 is the recognized international standard for CSR. Public sector organizations (the United Nations for example) adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to similar principles, but with no formal act of legislation.

DEFINITIONS 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. Operating a business in a manner that meets or exceeds the ethical, legal, commercial and public expectations that society has of business.

CSR POLICY AS PER COMPANIES ACT 2013

CORE ELEMENTSThe CSR Policy should normally cover following core elements:1. Care for all Stakeholders: The companies should respect the interests of, and be responsive towards all stakeholders, including shareholders, employees, customers, suppliers, project affected people, society at large etc. and create value for all of them. They should develop mechanism to actively engage with all stakeholders, inform them of inherent risks and mitigate them where they occur.2. Ethical functioning: Their governance systems should be underpinned by Ethics, Transparency and Accountability. They should not engage in business practices that are abusive, unfair, corrupt or anti-competitive.3. Respect for Workers' Rights and Welfare: Companies should provide a workplace environment that is safe, hygienic and humane and which upholds the dignity of employees. They should provide all employees with access to training and development of necessary skills for career advancement, on an equal and non-discriminatory basis. They should uphold the freedom of association and the effective recognition of the right to collective bargaining of labour, have an effective grievance redressal system, should not employ child or forced labour and provide and maintain equality of opportunities without any discrimination on any grounds in recruitment and during employment.4. Respect for Human Rights: Companies should respect human rights for all and avoid complicity with human rights abuses by them or by third party.

5. Respect for Environment: Companies should take measures to check and prevent pollution; recycle, manage and reduce waste, should manage natural resources in a sustainable manner and ensure optimal use of resources like land and water, should proactively respond to the challenges of climate change by adopting cleaner production methods, promoting efficient use of energy and environment friendly technologies.6. Activities for Social and Inclusive Development: Depending upon their core competency and business interest, companies should undertake activities for economic and social development of communities and geographical areas, particularly in the vicinity of their operations. These could include: education, skill building for livelihood of people, health, cultural and social welfare etc. particularly targeting at disadvantaged sections of society.

IMPLEMENTATION GUIDANCE The CSR policy of the business entity should provide for an implementation strategy which should include identification of projects/activities, setting measurable physical targets with timeframe, organizational mechanism and responsibilities, time schedules and monitoring. Companies may partner with local authorities, business associations and civil society/non-government organizations. They may influence the supply chain for CSR initiative and motivate employees for voluntary effort for social development. They may evolve a system of need assessment and impact assessment while undertaking CSR activities in a particular area. Independent evaluation may also be undertaken for selected projects/activities from time to time. Companies should allocate specific amount in their budgets for CSR activities. This amount may be related to profits after tax, cost of planned CSR activities or any other suitable parameter. To share experiences and network with other organizations the company should engage with well established and recognized programmes/platforms which encourage responsible business practices and CSR activities. This would help companies to improve on their CSR strategies and effectively project the image of being socially responsible. The companies should disseminate information on CSR policy, activities and progress in a structured manner to all their stakeholders and the public at large through their website, annual reports, and other communication media.

ISSUES & CHALLENGESMany companies think that corporate social responsibility is a peripheral issue for their business and customer satisfaction more important for them. They imagine that customer satisfaction is now only about price and service, but they fail to point out on important changes that are taking place worldwide that could blow thebusiness out of the water. The changeis named associal responsibility which is an opportunity for the business. Some of the drivers pushing business towards CSR include: The Shrinking Role of Government: In thepast, governments have relied on legislation andregulation to deliver socialand environmentalobjectives in the business sector. Shrinking government resources, coupled with a distrust of regulations, has led to the exploration of voluntary and non-regulatory initiatives instead. Demands for Greater Disclosure: There is a growing demand for corporate disclosure from stakeholders, including customers, suppliers, employees, communities, investors, and activist organizations. Increased Customer Interest: There is evidence that the ethical conduct of companies exerts a growing influence on the purchasing decisions of customers. In a recent survey by Environics International, more than one in five consumers reported having either rewarded or punished companies based on their perceived social performance. Growing Investor Pressure: Investors are changing the way they assess companies' performance, and are making decisions based on criteria that include ethical concerns. The Social Investment Forum reports that in the US in 1999, there was more than$2 trillion worth of assets invested in portfolios that used screens linked to the environment and socialresponsibility. A separate survey by Environics International revealed that more than a quarter of share-owning Americans took into account ethical considerations when buying and selling stocks. (More on socially responsible investment can be found in the 'Banking and investment' section of the site.) Competitive Labour Markets: Employees are increasingly looking beyond paychecks and benefits, and seeking out employers whosephilosophies andoperating practices match theirown principles. Inorder to hireand retainskilled employees, companies are being forced to improve working conditions. Supplier Relations: As stakeholders are becoming increasingly interested in business affairs, many companies are taking steps to ensure that their partners conduct themselves in a socially responsible manner. Some are introducing codes of conduct for their suppliers, to ensure that other companies' policies or practices do not tarnish their reputation. Dr Ratnamsaid the concept of CSR haddifferentmeanings depending on thestakeholder andthat depending on the specific situation of the enterprises expectations can also vary. A CSR project can begin in response to a crisis or adverse publicity that a company may suffer. The motive for launching CSR can vary betweenphilanthropy ornotions ofcorporate citizenship. InIndia, over time,the expectations ofthepublic hasgrown enormously with demands focusing on poverty alleviation, tackling unemployment, fighting inequality or forcing companies to take affirmative action. Lack of Community Participation in CSR Activities:There is a lack of interest of the localcommunity in participating and contributing to CSR activities of companies. This islargely attributableto the fact that there exists little or no knowledge about CSR within the local communities as no seriousefforts have been made to spread awareness about CSR and instil confidence in the local communitiesabout such initiatives. The situation is further aggravated by a lack of communication between thecompany and the community at the grassroots. Need to Build Local Capacities:There is a need for capacity building of the local non-governmentalorganizations as there is serious dearth of trained and efficient organizations that can effectivelycontribute to the ongoing CSR activities initiated by companies. This seriously compromises scaling upof CSR initiatives and subsequently limits the scope of such activities. Issues of Transparency: Lack of transparency is one of the key issues brought forth by the survey.There is an expression by the companies that there exists lack of transparency on the part of the localimplementing agencies asthey do notmake adequate efforts to disclose informationon their programs,audit issues, impactassessment and utilization of funds.This reported lack of transparency negativelyimpacts the process of trust building between companies and local communities, which is a key to thesuccess of any CSR initiative at the local level. Non-availability of WellOrganized Non-governmental Organizations: It is also reported that thereis non-availability of well organized nongovernmental organizations in remote and rural areas that canassess and identify real needs of the community and work along with companies to ensure successfulimplementation of CSR activities. This also builds the case for investing in local communities by wayof building their capacities to undertake development projects at local levels.

COST-BENEFIT ANALYSISIn competitive marketscost-benefit analysisof CSR initiatives, can be examined using aResource-Based View(RBV). According to Barney (1990) "formulation of the RBV, sustainable competitive advantage requires that resources be valuable (V), rare (R), inimitable (I) and non-substitutable (S)."A firm introducing a CSR-based strategy might only sustain high returns on their investment if their CSR-based strategy could not be copied (I). However, should competitors imitate such a strategy, that might increase overall social benefits. Firms that choose CSR for strategic financial gain are also acting responsibly. RBV presumes that firms are bundles of heterogeneous resources and capabilities that are imperfectly mobile across firms. This imperfect mobility can produce competitive advantages for firms that acquire immobile resources. McWilliams and Siegel (2001) examined CSR activities and attributes as a differentiation strategy. They concluded that managers can determine the appropriate level of investment in CSR by conducting cost benefit analysis in the same way that they analyze other investments.Reinhardt (1998) found that a firm engaging in a CSR-based strategy could only sustain an abnormal return if it could prevent competitors from imitating its strategy.

TRIPLE BOTTOM LINE"People, planet and profit", also known as the triple bottom line form one way to evaluate CSR. "People" refers to fair labour practices, the community and region where the business operates. "Planet" refers to sustainable environmental practices.Profitis the economic value created by the organization after deducting the cost of all inputs, including the cost of the capital (unlike accounting definitions of profit). This measure was claimed to help some companies be more conscious of their social and moral responsibilities.However, critics claim that it is selective and substitutes a company's perspective for that of the community. Another criticism is about the absence of a standard auditing procedure. BRAND DIFFERENTIATIONCSR can help build customer loyalty based on distinctive ethical values.Some companies use their commitment to CSR as their primary positioning tool, e.g.,The Co-operative Group,The Body ShopandAmerican Apparel.Some companies use CSR methodologies as a strategic tactic to gain public support for their presence in global markets, helping them sustain a competitive advantage by using their social contributions as another form of advertising.

CSR IN INDIACSR is not a new concept in India. Ever since their inception, corporates like the Tata Group, the Aditya Birla Group,and Indian Oil Corporation, to name a few, have been involved in serving the community. Through donations and charity events, many other organizations have been doing their part for the society. The basic objective of CSR in these days is to maximize the company's overall impact on the society and stakeholders. CSR policies, practices and programs are being comprehensively integrated by an increasing number of companies throughout their business operations and processes. A growing number of corporates feel that CSR is not just another form of indirect expense but is important for protecting the goodwill and reputation, defending attacks and increasing business competitiveness. Companies have specialised CSR teams that formulate policies, strategies and goals for their CSR programs and set aside budgets to fund them. These programs are often determined by social philosophy which have clear objectives and are well defined and are aligned with the mainstream business. The programs are put into practice by the employees who are crucial to this process. CSR programs ranges from community development to development in education, environment and healthcare etc. For example, a more comprehensive method of development is adopted by some corporations such as Bharat Petroleum Corporation Limited, Maruti Suzuki India Limited. Provision of improved medical and sanitation facilities, building schools and houses, and empowering the villagers and in process making them more self-reliant by providing vocational training and a knowledge of business operations are the facilities that these corporations focus on. Many of the companies are helping other peoples by providing them good standard of living.Also, corporates increasingly join hands with non-governmental organizations (NGOs) and use their expertise in devising programs which address wider social problems.CSR has gone through many phases in India. The ability to make a significant difference in the society and improve the overall quality of life has clearly been proven by the corporates. Not one but all corporates should try and bring about a change in the current social situation in India in order to have an effective and lasting solution to the social woes . Partnerships between companies, NGOs and the government should be facilitated so that a combination of their skills such as expertise, strategic thinking, manpower and money to initiate extensive social change will put the socio-economic development of India on a fast track.

CSR STRATEGIES FOCUSING ON PROTECTIONRATHER THAN COMPETITIVEADVANTAGEA CSR strategy that is focused on avoiding regulatory liability and maintaining a license to operate in the current business will neither lead to current competitive advantage nor an imagination of future business models. Managing regulations, risk and legitimacy (license to operate) is also reflected in the main capabilities emphasized by the respondents: ethical behavior, social accountability and stakeholder engagement.In order to leverage its CSR/sustainability strategy for competitive advantage, an organization needs the advanced capabilities of organizational learning and sustainable innovation. These two capabilities are building sustainable business models that will lead to future sustained competitive advantage.An Article On Corporate Social Responsibility In India:Putting Social-Economic Development on a Fast Track by Ramya Sathish mentioned that many CSR initiatives are executed by corporate in partnership withNon-governmental organizations (NGOs) who arewellversed inworkingwiththe local communities andare experts in tackling specific social problems. For example, SAP India in partnership with Hope Foundation, an NGO that works for the betterment of thepoorandtheneedy throughoutIndia,hasbeenworkingonshortandlong-termrebuilding initiativesforthe tsunami victims. Together, they also started The SAP Labs Center of HOPEin Bangalore, a home for street children, where they provide food, clothing, shelter, medical care and education. CSR has come a long way in India. From responsive activities to sustainable initiatives, corporate have clearly exhibited their ability to make a significant difference in the society and improve the overall quality of life. In the current social situation in India, it is difficult for one single entity to bring about change, as the scale is enormous. Corporate have the expertise, strategic thinking, manpower and money to facilitate extensive social change. Effective partnerships between corporate, NGOs and the government will place Indias social development on a faster track.An Article On Trust And Corporate Social Responsibility:Lessons from India, authors mentioned Spirituality and Corporate Social Responsibility have had a deep-rooted connection in India. A phenomenon that has preceded the coining of the term CSR, the link between the karma as espoused by sacred Indian texts and initiatives anchoring corporate as responsible citizens has been amply evident in India since the early days.This is widely divergent from the perspective of corporate social responsibility in Western economies as reflected in the observation by Arthur Page, vice president of public relations at AT&T for around 20 years and former advisor to the US President: all business in a democratic country begins with public permission and exists by public approval .Viewed from this perspective, public relations professionals are the custodians of trust for the corporate world. While the global spotlight today focuses on debates on corporate trust, India can proudly flaunt a head start in this arena. Yet, before we present Indias case, lets briefly scan some recent happenings, particularly in the US, that led to an erosion of trust in Corporate Inc. worldwide.Education is the most preferred area of CSR for Indian companies, with 85% of the companies surveyed engaged in it, followed by health (67.5 per cent) and rural development and livelihoods (57.5 %).

CORPORATE SOCIAL RESPONSIBILITY IN AMULINTRODUCTION OF AMUL

Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat, India. The word AMUL is derived from the Sanskrit word Amulya, meaning rare, valuable. The co-operative was initially referred to as Anand Milk Federation Union Limited hence the name AMUL.Formed in 1946, it is a brand managed by a cooperative body, the Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF), which today is jointly owned by 3 million milk producers in Gujarat. Amul spurred India's White Revolution, which made the country the world's largest producer of milk and milk products. In the process Amul became the largest food brand in India and has ventured into markets overseas.Dr Verghese Kurien, founder-chairman of the GCMMF for more than 30 years (19732006), is credited with the success of Amul.

HISTORYAmul the co-operative registered on 1 December 1946 as a response to the exploitation of marginal milk producers by traders or agents of the only existing dairy, the Polson dairy, in the small city distances to deliver milk, which often went sour in summer, to Polson. The prices of milk were arbitrarily determined. Moreover, the government had given monopoly rights to Polson to collect milk from mikka and supply it to Bombay city. Angered by the unfair trade practices, the farmers of Kaira approached Sardar Vallabhbhai Patel under the leadership of local farmer leader Tribhuvandas K. Patel. He advised them to form a cooperative and supply milk directly to the Bombay Milk Scheme instead of Polson (who did the same but gave them low prices). He sent Morarji Desai to organise the farmers. In 1946, the milk farmers of the area went on a strike which led to the setting up of the cooperative to collect and process milk. Milk collection was decentralized, as most producers were marginal farmers who could deliver, at most, 12 litres of milk per day. Cooperatives were formed for each village, too. The cooperative was further developed and managed by Dr.Verghese Kurien with H.M. Dalaya. Dalaya's innovation of making skim milk powder from buffalo milk (for the first time in the world) and a little later, with Kurien's help, making it on a commercial scale, led to the first modern dairy of the cooperative at Anand, which would compete against established players in the market. Kurien's brother-in-law K.M. Philip sensitized Kurien to the needs of attending to the finer points of marketing, including the creation and popularization of a brand. This led to the search for an attractive brand name. In a brainstorming session, a chemist who worked in the dairy laboratory suggested Amul, which came from the Sanskrit word "amulya", which means "priceless" and "denoted and symbolised the pride of swadeshi production." The trio's (T. K. Patel, Kurien and Dalaya's) success at the cooperative's dairy soon spread to Anand's neighbourhood in Gujarat. Within a short span, five unions in other districts Mehsana, Banaskantha, Baroda, Sabarkantha and Surat were set up.To combine forces and expand the market while saving on advertising and avoid competing against each other, the GCMMF, an apex marketing body of these district cooperatives, was set up in 1973. The Kaira Union, which had the brand name Amul with it since 1955, transferred it to GCMMF. In 1999, it was awarded the "Best of all" Rajiv Gandhi National Quality Award. Adding to the success, Dr. Madan Mohan Kashyap (faculty Agricultural and Engineering Department, Punjab Agricultural University Ludhiana), Dr. Bondurant (visiting faculty) and Dr Feryll (former student of Dr Verghese Kurien), visited the Amul factory in Gujarat as a research team headed by Dr. Bheemsen. Shivdayal Pathak (ex-director of the Sardar Patel Renewable Energy Research Institute) in the 1960s. A milk pasteurization system at the Research Centre of Punjab Agricultural University (PAU) Ludhiana was then formed under the guidance of Kashyap.

CORPORATE SOCIAL RESPONSIBILITY HELD BY AMULCorporate social responsibility (CSR) has been defined as the commitment of business to contribute to sustainable economic development working with employees, their families, the local community, and society at large to improve their quality of life, in ways that are both good for business and good for development. To meet with the CSR it is expected that a business in its entire procurement-production-processing-marketing chain should focus on human development involving the producer, the worker, the supplier, the consumer, the civil society, and the environment. Indeed, a very tough task. Most businesses would certainly flounder in not being able to achieve at least one or many of those expectations. But AMUL has shown the way. CSR-SENSITIVE ORGANISATIONAL STRUCTUREAMUL is a three tier co-operative organisation. The first tier is the co-operative society at the village, of which; milk producers are voluntary members, managing the co-operative through a democratically elected 9-member managing committee, and doing business by purchasing milk from members and selling it to the district level co-operative. There are more than 11,000 co-operatives in villages of Gujarat. The second tier is the district co-operative that processes milk into milk products, markets locally and sells surplus to the state co-operative for national and international marketing. There are 12 district co-operatives each being managed by a 15-member board elected by the college comprising the nominated representatives or chairmen of the village co-operatives. Third tier is the state level co-operative - the Gujarat Co-operative Milk Marketing Federation (GCMMF) responsible for national and international marketing of milk and milk products produced and sold to it. The GCMMF is managed by the boar democratically elected by and from amongst the chairmen of the district co-operatives.The entire three-tier structure with the GCMMF at its apex, is a unique institution because it encompasses the entire chain from production of raw material to reaching the consumer with the end product. Every function involves human intervention: 23.60 lakh primary milk producers; 35,000 rural workmen in more than 11,400 village societies; 12,000 workers in 15 dairy plants; 750 marketing professionals; 10,500 salesmen in distribution network and 600,000 salesmen in retail network. Accumulation of human capital is sine qua non for the development and growth of any enterprise or economy. The GCMMF is sensitive towards CSR. It believes that technology and capital are replicable inputs but not the human capital. Since men are the basis for achieving the CSR, the GCMMF lays emphasis on their development into competent, courteous, credible, reliable, responsive communicators and performers.

CSR-SENSITIVE BUSINESS PHILOSOPHYThe first step towards discharging the CSR is the business philosophy of the GCMMF. It is two-fold: one, to serve the interests of milk producers and second, to provide quality products to consumers as value for money. Evolution of an organisational system has ensured that the corporate social responsibility towards the primary milk producers, village and the ecological balance is fulfilled. The milk producers are paid for their milk in accordance with market forces and realisation of value for their produce. Invariably the price paid to the member-producers in Gujarat is higher by 15 per cent than the national average.

CSR-ORIENTATION TO DISTRIBUTORS & RETAILERSThe GCMMF has identified the distributors and retailers are its important link in its vendor supply chain. Through surveys the GCMMF found that 90% of the distributors do not get any opportunity of exposure to latest management practices. The GCMMF realised that it was a corporate social responsibility to strengthen the core business processes of its distributors so as to keep them in mainstream business and compete with those with formal training in management. The GCMMF has developed and trained all its distributors through Value-Mission-Strategy Workshops, competence building, Amul Yatra, Amul Quality Circle meetings, computerisation, and electronic commerce activities. Competency Building Module of the GCMMF is meant to infuse professional selling skills by making the distributors and their salesmen aware of latest sales management tools and techniques; enhance their knowledge of products; positioning and segmentation strategies for various products. Under Amul Yatra the distributors and their salesmen are taken on a visit to Anand. During this visit they are shown dairy plants, their upkeep, international standards of hygiene and quality; the practices adopted for clean milk production, and above all the cooperative philosophy. Through one to one talk with the farmers, the distributors and salesmen realise AMUL is a large business of small farmers. The visit leaves an everlasting impression on their minds that by selling AMUL products, they are discharging a social responsibility towards a large number of poor farmers whose livelihood depends upon their skill and integrity. They feel proud that they are participants in development of rural society and thus in nation building.

EARNINGS OF GCMMFNurturing its primary members - the milk producers - is the first mission of the GCMMF. Discharge of this responsibility is reflected in the manner in which the GCMMF conducts its business and shares its earnings. The milk from the village co-operatives is purchased at an interim price. So as to maximise the earnings of the milk producers the GCMMF changes the product profile during the fiscal and directs its sales and marketing activities towards those products that would bring in maximum returns. True! Every business organisation follows the same principle. But the GCMMF follows it with the central interest of the producers. During the fiscal, as the GCMMF finds that from its earnings it is possible to pay more to the producers for milk, the final price is declared higher than the interim price being paid. Before the GCMMF closes its financial accounts the co-operatives are paid price difference, the amount between the interim price and the final price. Thus profit of the GCMMF is very low. The net profit (PADT) of the GCMMF during 2003-04 was Rs 7.31 crore against a turnover of Rs 2,947 crore, a meagre 0.25%. Further out of the net profit of Rs 7.31 crore, Rs 4 crore was given as share dividend to the co-operatives. To fulfill its corporate social responsibility towards its milk producers and co-operatives the GCMMF works on razor thin profits and retention of funds.

CSR-ORIENTED TO STAFFThe GCMMF hires and trains people to take advantage over its competitors. It has developed in-house modules for training and competence building to improve and upgrade of their knowledge; communication skills to understand the customer, be responsive to customer requirements, and communicate clearly for trouble shooting of problems. They are expected to be courteous, friendly, respectful, and considerate to the customer. To improve the credibility and trustworthiness of the managers it is important they perform consistently and accurately every time and at all times. The structure of salary and perquisites is altogether different. The first and foremost the staff must get satisfaction from the job they. They are recognised for their contribution (Climate Survey) CSR-AMUL WAY.

BLOOD DONATIONAmul in association with the Indian red cross society aim to inspire, encourage and initiate humanitarian services to minimize, alleviate and prevent human suffering at all times to contribute for humanity to peace. Towards this objective Amul initiated blood donation campaign since 1987. Blood donation camps are organized regularly in rural areas through village dairy co-operative societies. Similarly camps are organized in Amul dairy campus wherein employees and their family members join in donating blood. In addition, Amul organizes donation of blood on emergency. Amul has made a trend in donating blood to the society.

AMUL RELIEF TRUST A devastating earthquake (Richter scale 7.9) hit Gujarat on 26th January 2001. The epicenter of the quake was located in Kutch district. It caused death of thousands of people, tens of thousands were injured, hundreds of thousands were rendered homeless and damage of billions of Rupees was done. GCMMF formed a specific organization named "Amul Relief Trust"(ART) under the Chairmanship of Dr. V. Kurien in 2001 with a donation of Rs. 50 Millions for reconstruction of the school buildings damaged in the 2001 earthquake in the Kutch area. The Trust reconstructed 6 schools damaged by the above earthquake at a cost of Rs. 41.1 millions in Kutch area. Four of these schools started re-functioning from the last two academic sessions and the other two schools from the current session. A school reconstructed by Amul Relief Trust in the earthquake affected Ratadia Village in Mundra Taluka of Gujarat. A school reconstructed by Amul Relief Trust in the earthquake affected NanaAsalia Village in Mundra Taluka of Gujarat. A school reconstructed by Amul Relief Trust in the earthquake affected Devpar Village in Mandvi Taluka of Gujarat. A school reconstructed by Amul Relief Trust in the earthquake affected Toda Village in Mundra Taluka of Gujarat. A school reconstructed by Amul Relief Trust in the earthquake affected Moti Bhadai Village in Mandvi Taluka of Gujarat. A school reconstructed by Amul Relief Trust in the earthquake affected Kathada Village in Mandvi Taluka of Gujarat.

TREE PLANTATION Green Gujarat Tree Plantation Campaign By Milk Producers Of Dairy Cooperatives Amul Co-ops plant more than 311.98 lakhs trees.Milk Producer members of Gujarat Dairy Cooperatives- better known as AMUL have been celebrating the nation's Independence Day in a novel manner by planting lakhs of saplings across Gujarat and have taken up an ambitious plan to save the environment by planting trees, making India green and thereby reducing the effects of global warming. The milk producers of Gujarat Dairy Cooperatives are conducting mass tree plantation drive every year on Independence Day for last five years. In last five years (2007 to 2011) the milk producers have planted around 311.98 lakhs trees). The most striking feature of these entire programmes was that it has been initiated by milk producer members of the dairy cooperatives. The unique fact about the programme was that the milk producer members took up the oath to protect tree saplings till it survives and grows into tree. Over the years, due to intensive agriculture and dairying various natural resources are getting consumed at faster pace in Gujarat state of India. The state level apex body of dairy farmers in Gujarat gave a serious thought in this direction and discovered a novel idea for giving back to nature. The idea was "one member one tree" plantation on our 60th Independence day - 15th August 2007.To put this idea in to the practice a design team constituting of representatives of member unions were formed. The team accepted the idea by heart and immediately decided to spread it among farmer members of village dairy cooperative societies. Then the idea was communicated to farmer members and they all welcomed it and enthusiastically agreed to implement the idea. For smooth implementation of the idea, the design team chalked out the road map for various activities. Execution teams were formed at district union level to give final shape and put the plan in action. Village level coordinators were identified and they were trained to streamline activity of tree plantation. Various awareness materials were prepared. Through various communication media farmer members were made aware of benefits of tree plantation and tree plantation activity schedule.The entire plantation activity was coordinated at all the three tiers of Anand pattern at village, district and state level dairy cooperatives. On 15th August, 2007, after the flag hoisting ceremony, each member took an oath to plant saplings and ensure that they grew in to trees. Then individually they planted sapling on their own at their identified locations like their farm, near their home, on Farm bunds, etc. They have taken necessary care to ensure that this sapling survives and they also reported regarding the survival to village level coordinator and district milk unions after five months. In this way, 18.9 lakh trees were planted on 15th August 2007. This was just the beginning. Henceforth, the Village Dairy Cooperative Societies of Gujarat as a mark of respect for our nation decided to conduct such event on every Independence Day and accepted 15th August (Independence Day) as a "Green Revolution Day by Afforestation to Protect Mother Earth from Pollution, Climate change and Global Warming".

TRIBHUVANDAS FOUNDATIONTribhuvandas Foundation is an Integrated Rural Health & Development Programme of Amul. Inspired by the great success of round the clock health care services to the livestock of dairy farmers of Kaira, Shri Tribhuvandas Patel, the Founder Chairman of Amul felt the need of such a service to the rural populace too as he could learn and experience the afflictions brought to them by absence of medical services in rural villages of Kaira. He donated the prize money of his Ramon Magsaysay Award and the fund he received from kaira farmers on his retirement, for his life time service to them, to set up this Foundation. Dr V. Kurien also played an active role in this set up. It was registered as a Charitable Trust under the Public Trust Act 1950, on July 1975.The Foundation derives its uniqueness from the fact that it is a need-based programme for villagers and is run by the villagers themselves. It fulfills the basic health care needs of the villages. Apart from providing primary treatment for various common ailments, the Foundation is also actively involved in promoting preventive health practices. It is headquartered at Anand with sub-centers spread over the district Anand and Kheda. The Foundation has a dedicated Team of Medical Officers, Nurses, Administrative staff, Dais (Traditional Birth Attendants) and Village Health Workers to provide the following services:Treatment of common ailments; Immunization through vaccination BCG, Triple Vaccine, Polio, Measles, Tetanus, Anti rabies at subsidised rate; Treatment of tuberculosis and anaemia ; Antenatal,postnatal care, neonatal and infant care ; Nutritional rehabilitation centers for undernourished children and vulnerable mothers; Identification of suspected cases of cancer and referrals ; Education and counseling on reversible and permanent methods of family planning, health education sessions and referral of critical cases to secondary and tertiary care centers; Building partnership with government for family planning programmes in rural areas; Distribution of contraceptive tablets and condoms through regular camps; Laparoscopic TL and minilap operations, insertion of Copper-T (IUD), and Tubectomy; Cancer awareness programme, detection camp and treatment at Shri Krishna Hospital, Karamsad; Balwadis (Day Care Centres) for pre-school play and learning activities for children of three to five years.It also provides continuous training and retraining to Village Health Workers who are chosen from villages with the help of the Dairy Co-operative Societies. This enables the Village Health Workers to carry out health education and primary health care from door-to-door, in groups and at the Dairy Co-operative Societies Centres with confidence. The training focuses on primary health care, waterborne disease, know your body, pregnancy and the delivery period, new born care and care of the weak child, growth monitoring, breast feeding, common disease of childhood, malaria, tuberculosis. Training is also imparted on other topics as the need arises.The Foundation has pioneered in large scale implementation of the concept of Safe Delivery Kit in India ensuring a hygienic and safe delivery of pregnant mother. The Foundation in partnership with Government of Gujarat, has made Safe Delivery Kits accessible to inhabitants of remote rural interiors who had been unable to access such services from state or private agencies. The Safe Delivery Kit is supplied to various health centres of the government of Gujarat The success of the initiative has been manifested by drastic fall in neonatal tetanus, and maternal, neonatal, and infant mortality.In association with Sankara Eye Hospital, the Foundation has helped in performing 2000 surgeries free of cost for the vision impaired patients. The efforts on to organise camps for detection and improvement of vision of the rural people. The Foundation has been identified by Government of Gujarat providing training inputs to members of Village Health and Sanitation Committees of Village Panchayats of all the villages of Umreth, Anklav and Anand talukas of Anand District and Balasinor and Virpur talukas of Kheda District for a period of one year from 2009-2010.Tribhuvandas Foundation has become one of Asias largest community healthcare service providers covering more than 700 villages. The Foundation still strives to extend its services to as much villages as possible.

RURAL SANITATION CAMPSAmul Dairy has launched a novel scheme for total rural sanitation and set a target for itself whereby not a single milk producer will attend to natures call in the open. The Dairy with the support of District Rural Development Agency (DRDA) will provide interest free loans to its milk producers in Anand and Kheda districts to set up pucca toilet blocks, which will not only help women milk producers avoid embarrassment but will also ensure hygiene.The mission is not just about bringing a cultural change by imbibing good habits among milk producers but also targeted towards encouraging hygienic practices in the milk supply chain.Amul has prepared a model low-cost toilet block that costs Rs.11,500 per unit. While DRDA will support this initiative through subsidy ranging between Rs.4500 and Rs.4600 for BPL/APL families, Amul will provide its members an interest free loan worth Rs.4300 returnable in four years time. A member can pay up this loan by getting Rs.100 per month deducted from his/her bill.

SWARNJAYANTI GRAM SWAROZGAR YOJANA (SGSY)Amul in its continued endeavor to improve the socio-economic conditions of rural people extended its expertise in implementation of the Swarnjayanti Gram Swarozgar Yojana (SGSY) of The Government of India (Ministry of Rural Development) on their Special Project on Improving Socio-economic Conditions of BPL Families of Kheda District through Animal Husbandry and Dairying DAIRYING AS A TOOL FOR POVERTY ALLEVIATION.The Swarnjayanti Gram Swarozagar Yojana is a holistic self-employment programme for the rural poor of India. The basic objective of the programme is to bring below poverty line families above poverty line by providing them in generating assets to become self-employed. The purchase of assets is facilitated through a mix of government subsidy and bank credit.It is a holistic self-employment programme as it supports all facets of self-employment like organizing them into Self Help Groups, helping them in selection of key activities, building their capacities, providing them appropriate training and exposure, building infrastructure, introducing them to new technology, and providing them marketing support. The programme is implemented through District Rural Development Agencies (DRDAs) with active involvement of Panchayati Raj Institutions, banks, line departments of the Government and development institutions.Amul has covered under this programme more than 8,755 beneficiaries to whom milch animals were distributed in the District of Kheda and stood as guarantor for the bank loans. These beneficiaries were then given membership of dairy co-operatives in order to bring these poor households into mainstream economy by transforming dairying into active income-generation enterprises. As part of this programme 12,647 women and men were trained in dairy husbandry in addition to construction of number of cattle sheds, development of green fodder plots, distribution of chaff cutters and stainless steel cans.To provide ground water availability, 56 bore wells were dug. More than 50 mobile Artificial Insemination units are pressed in operation for these farmers to deliver services at the doorstep. A Mobile Diagnostic Laboratory has also been put in operation to provide effective health services along with round the clock service of veterinary doctors. This initiative has considerably helped in improving the socio-economic conditions and quality of life of a large number of BPL families.

CONCLUSIONCorporate Social Responsibility (CSR) is about how companies manage the business processes to produce an overall positive impact on society. Thus companies consider the interests of society by taking responsibility for the impact of their activities on customers, suppliers, employees shareholders, communities and other stakeholders, as well as the environment. This is seen to extend beyond the statutory obligation to comply with legislation as organizations are voluntarily taking further steps to improve the quality of life for employees and their families as well as for the local community and society at large. If a company chooses to follow the way of CSR, it will integrate ethical concerns in its activities and in its interaction with all the stakeholders. This implies that the corporate units function in such a way that their CSR activities in alllikelihood actually reach out to the beneficiaries the society in general. It would be useless to even try to initiate action where the response generated would be negative. This is whyprior to corporate social responsibility lies the work of preparing the society for the same, which should be the joint efforts of corporates, non-governmental organisations and definitely the monitoring authority, that is the government. Such concerted efforts can expectedly produce the desired results. The groundwork is essential, since an unresponsive, obstructive unwilling, suspicious recipient, in this case the society, will actually deter all efforts directed towards development and cause unnecessary delay and confusion. Providing employment and spreading literacy will actually see the commencement of CSR.

BIBLIOGRAPHY http://en.wikipedia.org/wiki/Corporate_social_responsibility https://www.google.co.in/search?q=csr+companies+act+2013 http://en.wikipedia.org/wiki/Amul http://www.amuldairy.com/index.php/csr-initiatives www.amuldairy.com