sm mcom part 2 koms

8/18/2019 sm mcom part 2 koms

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CHAPTER 1

INTRODUCTION

INTRODUCTION

The telecom network in India is the fifth largest network in the world meeting up with global

standards. Presently, the Indian telecom industry is currently slated to an estimated contribution

of nearly 1% to India’s G P.

The Indian Telecommunications network with 11!.!1 million connections is the fifth largest in

the world and the second largest among the emerging economies of "sia. Today, it is the fastest

growing market in the world and represents uni#ue opportunities for $. . companies in thestagnant global scenario. The total subscriber base, which has grown by &!% in '!!(, is

e)pected to reach '(! million in '!!*.

"ccording to +roadband Policy '!!&, Go ernment of India aims at - million broadband

connections and 1 million internet connections by '!!*. The wireless subscriber base has

/umped from 00. - million in '!!& to '.(* million in 23'!!&4 '!!(. In the last 0 years, two out

of e ery three new telephone subscribers were wireless subscribers. 5onse#uently, wireless now

accounts for (&. % of the total telephone subscriber base, as compared to only &!% in '!!0.6ireless subscriber growth is e)pected to bypass '.( million new subscribers per month by

'!!*. The wireless technologies currently in use are Global ystem for 7obile 5ommunications

8G 79 and 5ode i ision 7ultiple "ccess 85 7"9. There are primarily - G 7 and ( 5 7"

operators pro iding mobile ser ices in 1- telecom circles and & metro cities, co ering '!!!

towns across the country.

Major Players:

There are three types of players in telecom ser ices:

tate owned companies 8+ ;< and 7T;


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Pri ate Indian owned companies 8=eliance Infocomm, Tata Teleser ices9

2oreign in ested companies 8>odafone4?ssar, >odafone Tele4>entures, ?scotel, Idea

5ellular, +P< 7obile, pice 5ommunications9

India@s mobile telecom sector is one of the fastest growing sectors. $nlike in the 1--!s when the

mobile phone was an elitist product, mobile operators now tap a mass market with mass

marketing techni#ues. A$nified licensingA rules allow basic and mobile operators into each

other’s territory, and ha e ushered in perhaps the final phase of industry consolidation. It seems

that only companies with deep pockets can effecti ely compete as primary operators mobile

markets. ?conomies of scale, scope, and end4to4end presence in long4distance as well as local

telecom, are desirable.There are, besides, new challenges. Bperators ha e to find new growth

dri ers for the wire line business. There are problems of getting broadband to take off, of

technology choice, of when to introduce new technologies, and of de eloping a iable business

model in an era of con ergence.

Growth of mob le te!h"olo#y:

India has the fastest growing mobile markets in the world. The mobile ser ices were

commercially launched in "ugust 1--( in India. In the initial (4 years the a erage monthly

subscribers additions were around !.!( to !.1 million only and the total mobile subscribers base

in ecember '!!' stood at 1!.( millions. Cowe er, after the number of proacti e initiati es

taken by regulator and licensor, the monthly subscriber additions increased to around ' million

per month in the year '!!04!& and '!!&4!(.

"lthough mobile telephones followed the ;ew Telecom Policy 1--&, growth was tardy in theearly years because of the high price of hand sets as well as the high tariff structure of mobile

telephones. The ;ew Telecom Policy in 1---, the industry heralded se eral pro consumer

initiati es. 7obile subscriber additions started picking up. The number of mobile phones added

throughout the country in '!!0 was 1 million, followed by '' millions in '!!&, 0' million in


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'!!( and ( million in '!! . The only countries with more mobile phones than India with

1( .01 million mobile phones are 5hina D &! million and $ " D 1*! million.

India has opted for the use of both the G 7 8global system for mobile communications9 and

5 7" 8code4di ision multiple access9 technologies in the mobile sector.

The mobile tariffs in India ha e also become lowest in the world. " new mobile connection can

be acti ated with a monthly commitment of $ E ( only. In '!!( alone 0' million handsets were

sold in India. The data re eals the real potential for growth of the Indian mobile market.


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CHAPTER $

PRO%I&E

'ODA%ONE

'o(afo"e I"( a &t() is the second largest mobile network operator in India by subscriber base,

after "irtel . It is head#uartered in 7umbai, 7aharashtra . It has appro)imately 1 ( million

customers as of Fune '!1(. It offers both prepaid and postpaid G 7 cellular phone co erage

throughout India with better presence in the metros. >odafone India pro ides ser ices on basis of

-!! 7C and 1 !! 7C digital G 7 technology. >odafone India launched 0G ser ices in the

country in the FanuaryD7arch #uarter of '!11 and plans to spend up to E(!! million within two

years on its 0G networks.It has already launched its &G ser ices in 7umbai from 2ebruary,'!1

and plans to e)pands its network to arious cities from 7arch '!1 .>odafone is the second

largest player in telecom operator in India after "irtel, with a market share of 1 .&'%

"t >odafone India, customers are at the heart of e erything we do. That’s why o er 1 ! million

Indians ha e chosen to stay connected with odafone.

knowledge of global best practices along with odafone deep e)posure to local markets has made

them leaders in the telecommunications industry. ince commencing operations in '!!*, they

ha e consistently been awarded for our best4in4class network, powerful brand, uni#ue

distribution and unmatched customer ser ice. 6hether an indi idual or enterprise, our customers

always recei e world4class ser ices that cater to their needs.

https://en.wikipedia.org/wiki/List_of_mobile_network_operators_of_Indiahttps://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/Bharti_Airtelhttps://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttps://en.wikipedia.org/wiki/Prepaid_mobile_phonehttps://en.wikipedia.org/wiki/Prepaid_mobile_phonehttps://en.wikipedia.org/wiki/GSMhttps://en.wikipedia.org/wiki/GSMhttps://en.wikipedia.org/wiki/Cellular_phonehttps://en.wikipedia.org/wiki/3Ghttps://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/Bharti_Airtelhttps://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttps://en.wikipedia.org/wiki/Prepaid_mobile_phonehttps://en.wikipedia.org/wiki/GSMhttps://en.wikipedia.org/wiki/Cellular_phonehttps://en.wikipedia.org/wiki/3Ghttps://en.wikipedia.org/wiki/List_of_mobile_network_operators_of_India


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M ss o":

>odafone is primarily a user of technology rather than a de eloper of it, and this fact is reflected

in the emphasis of our work program on enabling new applications of mobile communications,

using new technology for new ser ices, research for impro ing operational efficiency and #uality

of our networks, and pro iding technology ision and leadership that can contribute directly to

business decisions.

' s o":

odafones >ision is to be the world’s mobile communication leader D enriching customers’ li es,

helping indi iduals, businesses and 5ommunities be more connected in a mobile world.


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HI*TOR+

Cutchison 7a) Telecom


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Holkata. In these densely populated urban areas it was able to establish a robust network,

well4known brand and large distribution network D all ital to long4term success in India.

Then it also targeted business users and high4end post4paid customers which helped

Cutchison ?ssar to consistently generate a higher " erage =e enue Per $ser 8"=P$9

than its competitors. +y adopting this focused growth plan, it was able to establish

leading positions in India@s largest markets pro iding the resources to e)pand its footprint

nationwide. In 2ebruary '!!*, Cutchison Telecom announced that it had entered into a

binding agreement with a subsidiary of >odafone Group Plc to sell its *% direct and

indirect e#uity and loan interests in Cutchison ?ssar


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CE&&U&AR *ER'ICE PRO'IDER*:

"s on "pr '!!* India has 1 * million mobile phone subscribers. But of this 1'( million are

G 7 users and &1 million 5 7" users. + ;odafone >B "2B;?, Cutch, Idea, "ircel,

pice and 7T;< are the main G 7 pro iders in India. =eliance 5ommunications and Tata

Indicom are the main 5 7" pro iders in India.

'o(afo"e 'ODA%ONE

>B "2B;? is pro iding cellular ser ices in elhi, 7umbai, Holkata, 5hennai, "ndhra

Pradesh, Gu/arat, Caryana, Cimachal Pradesh, Fammu and Hashmir, Harnataka, Herala, 7adhyaPradesh, 7aharashtra, Goa, Brissa, Pun/ab, =a/asthan, Tamil ;adu, $P and 6est +engal.

>B "2B;? is the ;o.1 cellular ser ice pro ider in India using G 7 technology. >B "2B;?

has '0% market share in India with a total subscriber base of 0 million.

Rel a"!e Comm," !at o"s

=eliance has both 5 7" and G 7 networks and total subscriber base of '- million or 1*%

market share. It has G 7 network in "ssam, +ihar, Cimachal Pradesh, Holkata, ;orth ?ast,

7adhya Pradesh, Brissa and 6est +engal. =eliance has 5 7" networks in other states and

cities.

-harat *a"!har N #am & m te( .-*N&/

+ ;< is a state owned telecom company which has G 7 presence in almost e ery cities and

towns. + ;< has '* million subscribers with a market share of 1 %.


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'o(afo"e

>odafone is another emerging G 7 pro ider in India with co erage in Herala, 7umbai, elhi,

Holkata, 5hennai, Gu/arat, "ndhra Pradesh, Harnataka and Pun/ab with a total subscriber base of

'* million.

Tata I"( !om

Tata Indicom is a main 5 7" pro ider in India with 1 million subscribers all o er India. Tata

Indicom has presence in almost e ery state and cities in India.

'o(afo"e is a mobile network operator head#uartered in +erkshire, ?ngland, $H. It is the

largest mobile telecommunications network company in the world by turno er and has a market

alue of about L*( billion 8"ugust '!! 9. >odafone currently has operations in '( countries and

partner networks in a further &' countries.

The name >odafone comes from 'o !e (ata fo"e , chosen by the company to Areflect the

pro ision of oice and data ser ices o er mobile phones.A

"s of '!! >odafone had an estimated ' ! million customers in '( markets across ( continents.

Bn this measure, it is the second largest mobile telecom group in the world behind 5hina 7obile.

In the $nited tates, >odafone owns &(% of >eri on 6ireless.


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'ODA%ONE E**AR

>odafone ?ssar, pre iously Cutchison ?ssar is a cellular operator in India that co ers '1 telecom

circles in India. espite the official name being >odafone ?ssar, its products are simply branded

>odafone. It offers both prepaid and postpaid G 7 cellular phone co erage throughout India andis especially strong in the ma/or metros.

>odafone ?ssar pro ides 'G ser ices based on -!! 7C and 1 !! 7C digital G 7

technology, offering oice and data ser ices in '' of the country@s '0 licence areas.

Ow"ersh 0:

>odafone ?ssar is owned by >odafone ('%, ?ssar Group 00%, and other Indian nationals, 1(%.

Bn 2ebruary 11, '!!*, >odafone agreed to ac#uire the controlling interest of *% held by


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Pre o,s bra"(s:

In ecember '!! , Cutch ?ssar re4launched the ACutchA brand nationwide, consolidating its

ser ices under a single identity. The 5ompany entered into agreement with ;TT o5o7o to

launch i4mode mobile Internet ser ice in India during '!!*.

The company used to be named Cutchison ?ssar, reflecting the name of its pre ious owner,

Cutchison. Cowe er, the brand was marketed as Cutch. "fter getting the necessary go ernment

appro als with regards to the ac#uisition of a ma/ority by the >odafone Group, the company was

rebranded as >odafone ?ssar. The marketing brand was officially changed to >odafone on '!

eptember '!!*.

Bn eptember '!, '!!* Cutch becomes >odafone in one of the biggest brand transition e)ercises

in recent times.

>odafone ?ssar is spending somewhere in the region of =s '(! crores on this high4profile

transition being un eiled today. "long with the transition, cheap cell phones ha e been launched

in the Indian market under the >odafone brand. There are plans to launch co4branded handsets

sourced from global endors as well.

" popular daily #uoted a >odafone ?ssar director as saying that Athe ob/ecti e is to le erage

>odafone Group@s global scale in bringing millions of low4cost handsets from across4the4worldinto India.A

6hile there is no re ealing the prices of the low4cost >odafone handsets, the industry is abu

that prices might start at =s , undercutting =eliance 5ommunications@ much4hyped @=ang

+arse@ with cheap handsets beginning at =s ***.

7eanwhile, >odafone ?ssar sources said there would be no discounts or subsidi ed handset

offers 44 rather handset4bundled schemes for customers.

Incidentally, 5hina@s JT?, which is looking to set4up a manufacturing unit in the country, is

e)pected to pro ide se eral >odafone handsets in India. ?arlier this year, >odafone penned a

global low4cost handset procurement deal with JT?.


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*2OT ANA&+*I* O% 'ODA%ONE

*2OT A"alys s is a strategic planning method used to e aluate the * trengths, 2 eaknesses,

O pportunities, and Threats in ol ed in a pro/ect or in a business enture. It in ol es specifying

the ob/ecti e of the business enture or pro/ect and identifying the internal and e)ternal factors

that are fa orable and unfa orable to achie ing that ob/ecti e. The techni#ue is credited to "lbert

Cumphrey, who led a research pro/ect at tanford $ni ersity in the 1- !s and 1-*!s using data

from 2ortune (!! companies.

I"ter"al

*tre"#ths 2ea3"esses

odafone within the telecommunications market lies in its brand image andrecognition. >odafone, ha ing established a global presence and ha ing in ested highly in

marketing a differentiated image by promoting a >odafone life style, currently en/oys a

differentiating ad antage that, if e)ploited properly, can offer a lead in competition. The

presence of >odafone in numerous countries within ?urope as well as in all part of the world


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enhances this image. It allows customers to tra el and en/oy easily the ser ices of their home

country operator. In the few countries that >odafone is not physically present 8e.g. ;orway9 it

has well established strategic alliances which allow for a better ser ice of mobile clients.

2ea3"esses:

The e)pansion of >odafone has been completed at the e)pense of direct control of its operations.

The company grew through a process of ac#uisitions of national telecommunications companies

8e.g. the ac#uisition of the third biggest 5 ech mobile phone operator, 5esky mobile9 rather than

organic growth. This increased its subscribers’ base #uickly, offering direct market knowledge

and immediate additions of customer bases at the e)pense of direct effecti e control of the

subsidiaries. "t the same time though, it implicitly imposed a centrali ed operational structure

for the group, nominating the $H head#uarters as the leading business unit running a much

centralised marketing and handset procurement at group le el. This has resulted in the neglect of

local markets and local differences, allowing market share to be gained by smaller local

competitors. ue to the highly saturated 6estern ?uropean market this has resulted in an

increase in the price elasticity of demand, with consumers becoming continuously price oriented.

This has resulted in high customer churn rates reaching the le el of 0'. % in the $H compared

to B'’s '&%.

O00ort," t es:

The telecommunications market, e en though highly saturated in some regions offers great

potential due to the ageing population and the sophistication of the consumers. It offers great

opportunities through a careful market segmentation and e)ploitation of particular profitable

segments. ifferent strategies should be pursued D simple phones and simplified pricing plans to

the ageing population and more updated, sophisticated solutions for younger generations. The

e)panding +oundaries of the market could pro ide further opportunities by allowing >odafone to

enter more aggressi ely into fi)ed ‐line ser ice and to better en/oy the benefits of its high

in estment in 0G technology. 7oreo er the company has undertaken its first steps in establishing


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strategic alliances to de elop customi ed solutions for end ‐users: >odafone recently announced

two new partnerships, one with supermarket group " " to launch an " " branded mobile

ser ice in the $H, and another with electrical retailer G International to pro ide mobile

solutions to small businesses. This could further be enhanced to a oid being a late ‐entrant in this

new method of distribution which offers access to a wide potential customer base.

Threats:

The ?uropean part of >odafone’s market is characteri ed by e)isting high le els of competition.

7a/or brands such as B' and T ‐7obile are e)ploiting the price sensiti ity of customers and in

this way they are building a stronger image and presence in the market. Indirect competition isalso increasing further, through the presence of kype and other related 8not only oice9 Internet ‐

based ser ices. This combined with the upcoming ?uropean legislati e measures is e)pected to

limit further the tariffs for the network pro iders imposing further need for price cuts which

could harm the bottom line profitability of the company.

CHAPTER 5


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THEORETICA& 'IE2

CORPORATE RE*PON*I-I&IT+ AT 'ODA%ONE

O'ER'IE2

"t >odafone, 5 = is a way of life. ?ach department and employee stri es to be sensiti e to the

stakeholders and en ironment within their work conte)t. >odafone encourages employees to take

decisions and design business4linked processes that are sensiti e to communities and

en ironment.

5orporate ocial =esponsibility 85 =9 in >odafone encompasses much more than only social

outreach programs. It is an integral part of the way >odafone conducts its business. The essence

of >odafone’s commitment to 5orporate ocial =esponsibility is embedded in the M5orporate

>alues’,

• To be responsi e to the needs of their customers.

• To trust and respect their employees.

• To continuously impro e their ser ices D inno ati ely and e)peditiously.

• To be transparent and sensiti e in their dealings with all stakeholders.

They encourage their employees to take decisions and design business processes, keeping in

mind the following:

• ?thics, fairness and being correct.

• 7eeting and going beyond compliances and legal re#uirements.

• howing respect and sensiti ity towards stakeholders and communities.

• ;urturing the en ironment.


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They practice their 5 = beliefs and commitments through a three4pronged approach:

• ?ngaging with stakeholders.

• ?nsuring stakeholder sensiti e policies and practices.

>B "2B;? sensiti es its employees towards 5 = issues at arious forums. They feel that it is

important that each employee should understand the importance of en ironmental, social and

economical aspects while taking business decisions. "t >odafone, each employee is sensiti ed

towards 5 = issues and thus operations at the ground le el are influenced. uch sensiti ation

e)ercises ha e resulted in many socially and en ironmentally sensiti e decisions on the ground.

2or e)ample, 5onfidence Plan for hearing impaired people, co ers noise4making G sets at

e)tra cost, in esting in consumer awareness campaigns to ensure safe use of mobile are some

e)amples of the abo e.

COMMUNIT+ INITIATI'E*


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O er ew

5orporate ocial =esponsibility is embedded in, and built upon, the stated M alues’ of >odafone D

the institution. These alues guide all their acti ities and each employee is encouraged to take

decisions and design business4linked processes that are sensiti e to communities anden ironment.

N6e ha e an obligation to fulfill to society and the communities in which we operate, and help

impro e the #uality of life for e eryone, today and in the future.O

+ased on the basic guidelines and direction pro ided in the 5ode of 5onduct, >odafone has

undertaken many community programs.

a9 >odafone’s contribution to society is structured through two channels, namely,

>odafone’s 5orporate ocial =esponsibility 85 =9 Initiati es, including initiati es

undertaken by way of employee mobili ation as well as running en ironment related

programs and

b9 >odafone 2oundation, a separate ehicle established in '!!! to lead the 5 = agenda of

>odafone Group of 5ompanies

c9 5 = Initiati es Q >odafone: >B "2B;? has a nation4wide presence that has grown at

an e)ponential rate in the recent years. ?ach local office undertakes special programs for

the local community, thereby reaching out to people. 7any pro/ects like material

collection dri e and blood donation camps are organi ed for the welfare of the

underpri ileged community. >odafone constantly searches for new, inno ati e ways of

reducing the consumption of resources, with the aim of lea ing a better and greener earth

for future generations.

d9 =esponse to isaster

• >odafone >B "2B;?’s response to Tsunami isaster: >B "2B;? undertook

the following initiati es for immediate relief and rehabilitation to Tsunami

ictims:


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• +uilt a mobile network in "ndaman K ;icobar islands in less than 0 months to

aid rapid rehabilitation of the island

• onated =s. 1 5rore to the Prime 7inister’s =elief 2und, in addition to

contributions from employees.

e9 >B "2B;? ?)perience 5entre by "ccess 7PR for the benefit of the benefit of

isually impaired people as well as people from depri ed section of society.

• 5reated '- >B "2B;? 5risis 5ommunications centres in Tamil ;adu.

• =aised resources for Tsunami ictims by initiati es such as a M+enefit 5ricket

7atch’.

f9 ?mployees of >B "2B;? also contributed through a onation 5ollection ri e, with a

difference. "ll employees were not only gi en the freedom to choose the amount they

wished to donate, but also the agency they wished to donate to.

Bne of the most memorable actions was the heroic way in which >odafone employee re4

established connections after Tsunami hit Tamil ;adu. "fter being washed away by the

wa e, this employee went back to work on restoring connecti ity for the struck region.

6ord of his dedication spread within >odafone and he recei ed tremendous response

from his fellow >odafoneans. B er ! emails were addressed to him and presented to him

in recognition.

g9 >odafone >B "2B;?’s response to "ssam, +ihar and 6est +engal floods:

>B "2B;? also partnered with an ;GB to pro ide relief to the flood ictims in the

flood hit areas of "ssam, +ihar and 6est +engal. " M7aterial 5ollection ri e’ was

undertaken across >odafone offices, for collection of material such as clothes, utensils,

footwear, blankets, dry ration and monetary donations. (( cartons of clothes and ( kilos

of ration were dispatched, in addition to monetary contributions.

h9 >B "2B;? during 7umbai 2loods: >B "2B; ?employees climbed up the towers to

restore the networks so that their customers could con eniently reach its employees.


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/ >odafone >B "2B;?’s response to Hashmir earth#uake: >odafone >B "2B;?’s

M=apid =esponse Team’ responded to the Hashmir earth#uake by bringing more than

'!!! food packets and water bottles to the affected area. 7oney, clothes, woolens and

blankets were also collected from employees to distribute among earth#uake ictims )

CORPORATE *OCIA& RE*PON*I-I&IT+ PO&IC+

Ph loso0hy


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"s a conscientious corporate citi en, >odafone India recognises its role and responsibility to

address some of India’s most pressing challenges relating to education, health, e#uality and

access. they are committed to enable people and technology to dri e inno ation, disseminate

knowledge, and create shared alue to impro e li es. 6ith its nationwide network and

operations, >odafone India is committed to pro ide inno ati e, affordable and customer friendly

ser ices that enable people to connect and communicate with each other in a seamless manner.

+eing a leading player in the telecom industry, it aims to lead the path not only through products

and ser ices, but also ia sustainability and 5 = initiati es. The need to engage in responsible

practices is led by an intense desire to contribute positi ely towards the three pillars of

sustainability and 5 = D ocial, ?conomic and ?n ironmental. These three pillars are integral to

the way >odafone runs its business and designs its policies. The 7ission, >ision and >alues of

the organisation clearly reflect its commitment, not only to the direct stakeholders but also to thesociety, in which it operates. >odafone remains committed to act responsibly and ethically to

maintain the trust of its customers, its employees and other stakeholders. M>odafone 5ares’ is the

platform that integrates all the good that >odafone India does for the society, on one cohesi e

platform.

C*R PROGRAMME*

>odafones programmesSpro/ects areas shall be aligned with the national de elopment priorities

and the needs of the communities and will be in sync with schedule >II of ection 10( of the

companies "ct '!10. In all our 5 = programmes, they encourage use of mobile technology,

employee olunteerism, partnerships and inno ations.

1)Em0owerme"t

a9 ProgrammesSpro/ects that promote gender e#uality, support creation of opportunities and

facilitate employment for women, the differently abled and other weakersections of the society.


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b9 2acilitate financial support and pro ide educational materials, information and tools such as

books, periodicals, computer e#uipment to female customers with a iew to make them more

educated and thus socially and economically empowered

$) Health!are

a9 ProgrammesSpro/ects that help in reducing child mortality, impro ing maternal health, combat

and pre ent diseases, facilitate hygiene and sanitation etc.

b9 $tili e mobile technology solutions to promote healthcare education, raise awareness about

road safety, radiation etc. and share information and best practices in the area of health,safety and

well4being

5) E(,!at o"

a9 Promote access and #uality of education and foster research and de elopment through

creating infrastructure, promote scholarships, research grants among others in schools, colleges

and uni ersities.

b9 ProgrammesSpro/ects on ocational training for specially4abled people, socially and

economically backward, and other weaker sections of the society

6) E" ro"me"t

upporting programmesSpro/ects that focus on conser ation of the en ironment, encourage use

of renewable energy, ensure en ironmental sustainability, proper waste management, reducing

the carbon footprint and preser e the balance of ecology

7) D saster Rel ef

a9 ?ngage with not4for4profits to deli er programmesSpro/ects that organi e relief work in times

of natural calamities. upport use of mobile technology for reaching out to the communities with

news, updates, and warnings about the calamities.

b9 ProgrammesSpro/ects which contribute towards disaster preparedness and humanitarian aid.

8) Era( !at o" of Po erty


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a9 ProgrammesSpro/ects and initiati es to impart financial literacy to facilitate financial inclusion.

b9 ProgrammesSpro/ects that help income generation, skill trainings, and information

dissemination programs related to farming, agricultural practices and animal husbandry to

support farmers with an aim to encourage rural de elopment and reduce po erty and hunger.

9) Te!h"olo#y I"!,bators

upport a technology incubator with an ob/ecti e of institutionali ing employment generation

acti ities as well as encourage de elopment of inno ati e technologies, products, ser ices and

application in the digital and telecommunication space. These inno ations will help in e)tending

the 5 = agenda of the 5ompany.


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CORPORATE *OCIA& RE*PON*I-I&IT+ AND 'ODA%ONE

>odafone has recently de eloped a set of si) global goals, one of which is to be a liable business.

>odafone is dedicated to these goals, which celebrate the importance of corporate responsibilitywithin the >odafone business strategyTo make certain 5 = remains a top priority for the

business, they ha e de eloped strong 5 = management structures and systems. ocial,

en ironmental and ethical issues are also incorporated into the >odafone risk management

processes. The following paper re iews 5 = as a concept and its application by the >odafone

7anagement.

5orporate ocial =esponsibility 85 =9 generally refers to crystal clear business practices which

are based on ethical alues, agreement with international legal re#uirements and respect for people, communities and the en ironment. o beyond /ust making profits, companies are

accountable for the entirety of their impact on people and the planet on a whole.

5 = represents the reliability with which a company go erns itself, li es by its alues, engages

with its stakeholders, fulfils its mission, measures its impact and reports on its acti ities. It

describes a company’s obligation to be accountable to its stakeholders and primarily demands

that businesses manage the economic, social and en ironmental impacts of their operations to

ma)imi e the benefits and minimi e the downsides.

The key issues which 5 = includes in its portfolio are en ironmental management, go ernance,

stakeholder engagement, employee and community relations, social e#uity, labour standards,

responsible sourcing and basic human rights. It is not only about fulfilling a duty to society but

also bringing a competiti e ad antage. "n effecti e 5 = program or policy allows a company to:

harpen decision making and reduce risks.

$nco er pre iously hidden commercial opportunities, including new markets.

=educe costs.

Impro e access to capital.


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"ttract, retain and moti ate aluable employees.

?nhance the brand image.

Cence 5 = means a company’s liability to society should start with ensuring that it produces

high #uality products and completes the process with the smallest amount of en ironmental

impact, while pro iding benefits to all stakeholders employees, consumers, local community,

shareholders and others. 2urthermore, the responsibility must be e)ecuted in a sustainable

manner to allow for the recei ed benefits to remain for the long4term.

5 = is also be defined as a management concept whereby companies amalgamate social and

en ironmental concerns in their business operations and interactions with their stakeholders.

Generally, the process is understood as being the way through which a company achie es a

balance of economic, en ironmental and social imperati es, while at the same time addressing

the e)pectations of shareholders and stakeholders. This co ers a wide range of issues which

include: en ironmental management, eco4efficiency, responsible sourcing, stakeholder

engagement, labour standards and working conditions, employee and community relations,

social e#uity, gender balance, human rights, good go ernance, and anti4corruption measures.


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CHAPTER 6

CONC&U*ION


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-I-&IOGRAPH+

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http://www.infoindia.com/http://www.wikipedia.com/http://www.scribd.com/http://www.infoindia.com/http://www.wikipedia.com/http://www.scribd.com/


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