Mitra / Schmidpeter Mandated Corporate Social Responsibility

Evidence from India
1. Auflage 2019
ISBN: 978-3-030-24444-6
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 261 Seiten

Reihe: CSR, Sustainability, Ethics & Governance

This book examines the Indian mandate for Corporate Social Responsibility (CSR) and its implementations in various individual organizations. Although the mandate is applicable only to certain large and stable companies, many believe that India is poised to become the birthplace of social, economic and environmental transformation, given the immense size of the Indian population and its challenging socio-economic index. The book explores the various facets of CSR investigation and places special emphasis on the Schedule VII of the Indian Companies Act of 2013, which defines specific areas of intervention for these companies. In addition, it provides a wealth of first-hand case studies that exemplify the ongoing developments and the fundamental challenges and opportunities of mandated CSR.

Dr. Nayan Mitra comes with a rich mix of diverse professional experience, in which she straddles seamlessly between academics, social and corporate sectors. She has long years of experience in teaching and coaching undergraduate, post graduate students and corporate members; conducting International Summer School with participants from all over the world. She has been a resource person in eminent Institutions of higher learning in the areas of CSR and Corporate Governance; editor of the International Journal of Corporate Social Responsibility (Springer); Journal of Human Values (IIM, Kolkata); Academic Council member in International Conferences like the 8th International Conference on Sustainability and Responsibility; International Conference on CSR, Sustainability, Ethics and Governance; have important peer reviewed research publications to her credit in international and national Academic journals and books, such as the International Journal of Corporate Social Responsibility (Springer), Asian Journal of Business Ethics (Springer), International Journal of Business Ethics in Developing Economies, (All India Management Association) AIMA Journal for Management & Research; Chaired and presented at international and national conferences; Science Board member of CSR-Dialogforum (Austria). Her book, 'Corporate Social Responsibility in India: Cases and Development after the Legal Mandate' with co-editor, Dr. Rene Schmidpeter is the first ever book that charters the development of mandated Indian CSR from a multi-stakeholder perspective, bringing in over 15 authors, which was first launched in Cologne, Germany released in India by the U.S Consul General in Kolkata, Mr. Craig Hall. She spearheads the India CSR Leadership Interview Series by India CSR, where she has brought together distinguished CSR and Sustainability leaders. She works closely with some of the eminent Corporations and civil societies of India; is a pro-bono member of the Advisory Council and is in the Board of some of the eminent NGOs in India, whose work has received exemplary status in international and national circuits. Dr. Mitra was a finalist of the prestigious Chevening Gurukul Scholarship for Leadership and Excellence (2013), conferred by the FCO, British Deputy High Commission for her contribution; as well as the recipient of the prestigious Author Award at the Indian CSR Leadership Summit two years in a row: 2017 and 2018; and many other international awards for her contribution to CSR. In 2019, she was adjudged as one of the 25 most impactful CSR leaders in India. Her company, Sustainable Advancements broadly aims to promote the 5Ps of the Sustainable Development Goals (SDGs) or the Global Goals, viz. people, planet, profit, peace and partnerships (as laid down by the United Nations).
René Schmidpeter holds the Dr. Juergen Meyer Endowed Chair of International Business Ethics and Corporate Social Responsibility at Cologne Business School (CBS), Germany. He is director of the Center for Advanced Sustainable Management (CASM) as well as General Secretary of the World Institute for Sustainability and Ethics in Rising Economies (WISE). He is a series editor for Springer's CSR, Sustainability, Ethics and Governance books, a section editor of the Encyclopedia of Corporate Social Responsibility (ECSR) and an editor of the Dictionary of Corporate Social Responsibility (DCSR) as well as Editor-in-Chief of the International Journal of CSR (Springer). His research and teaching activities focus on the management of Corporate Social Responsibility, international perspectives on CSR, social innovation and sustainable entrepreneurship as well as the relationship between business and society. He is also founder of the www.M3TRIX.de sustainability consultancy.

Autoren/Hrsg.

Mitra, Nayan

Schmidpeter, René

Inhaltsverzeichnis

1;Foreword;6
2;Preface and Acknowledgements;8
3;Contents;10
4;Editors and Contributors;12
5;Abbreviations;16
6;Five Years of Mandated Corporate Social Responsibility in India (2014–2019);20
6.1;1 Introduction;20
6.2;2 Five Years of Mandated CSR in India;21
6.2.1;2.1 Formation of Own Foundations;21
6.2.2;2.2 Creation of a Funding Network;21
6.2.3;2.3 Supplement to Government Projects;22
6.2.4;2.4 Reducing Gap Between CSR and Social Enterprise;22
6.2.5;2.5 Increase in Social Awareness Campaigns;23
6.2.6;2.6 Aspiration to the MSME Sector;23
6.2.7;2.7 Increase in Capacity Building of CSR Professionals;23
6.2.8;2.8 Increase in Employee Volunteerism;24
6.2.9;2.9 Linking of CSR to the SDGs;24
6.3;3 Structure of This Book;24
6.4;4 Conclusion;25
6.5;References;26
7;Five Years of Mandated CSR in India—Observations and Learnings;27
8;India and Its Corporate Social Responsibility Mandate;28
8.1;1 Introduction;28
8.2;2 The Mandate;29
8.3;3 Effects of the Mandate;32
8.4;4 Criticism;36
8.5;5 Conclusion;38
8.6;Annexure: The ‘Chatterjee Model’;39
8.7;References;39
9;The Five Strategic Building Blocks of Mandated Corporate Social Responsibility (CSR);41
9.1;1 Introduction;42
9.2;2 The Five Strategic Building Blocks of mCSR;43
9.2.1;2.1 Shared Vision;44
9.2.2;2.2 Key Drivers;46
9.2.3;2.3 Dialogue;49
9.2.4;2.4 Impact Measurement;53
9.2.5;2.5 Governance;54
9.3;3 Conclusion;57
9.4;References;57
10;Narrative Analysis of Annual Reports—A Study of Corporate Social Disclosure in the Pre- and Post-Mandate Period;60
10.1;1 Introduction;61
10.2;2 Literature Review;62
10.2.1;2.1 Theme-Based Disclosure Studies;62
10.2.2;2.2 Studies on Determinants of CSR Disclosure;64
10.2.3;2.3 CSR Disclosure Index Studies;65
10.3;3 Objectives;67
10.4;4 Methodology;67
10.4.1;4.1 Data Source and Study Design;67
10.4.2;4.2 Extent of Responsiveness to CSR Disclosure Category;69
10.4.3;4.3 Selection of Companies;69
10.4.4;4.4 Method;70
10.5;5 Results and Discussion;71
10.6;6 Conclusion;93
10.7;References;95
11;A Study of Corporate Social Responsibility (CSR) and Sustainable Development Goal (SDG) Practices of the States in India;99
11.1;1 Introduction;99
11.2;2 Corporate Social Responsibility (CSR) and the Sustainable Development Goals (SDGS);101
11.3;3 Zone-Wise CSR Expenditure Fulfilling the SDGS;103
11.4;4 Research Outcome and Managerial Implications;105
11.5;References;107
12;CSR Implementation in India—Case Studies;109
13;CSR Mandate Versus Implementation: Case Study of Odisha Power Generation Corporation Limited (OPGC);110
13.1;1 Introduction;110
13.2;2 Research Questions;112
13.3;3 Research Design;112
13.4;4 Case Findings;113
13.4.1;4.1 OPGC’s CSR Strategy, Planning and Intervention Approaches Post the CSR Mandate;113
13.4.2;4.2 OPGC’s Various Efforts for Mandated CSR Compliance;114
13.4.3;4.3 Analysis of the Relevance of OPGC’s Efforts with Respect to the CSR Rules and Schedule VII;116
13.5;5 Limitations and Future Contributions;125
13.6;6 Conclusion;126
13.7;References;130
14;The CSR Practices of a Mining PSU: Implementation Challenges;132
14.1;1 Introduction;133
14.2;2 CSR in India;134
14.3;3 CSR Formulation and Implementation at Hindustan Copper Limited (HCL);135
14.3.1;3.1 Objectives of the Study;135
14.3.2;3.2 Methodology;136
14.3.3;3.3 Location-Based Data Analysis and Finding;137
14.3.4;3.4 Factors Determining Success and Failure of CSR Policy of HCL;147
14.3.5;3.5 Lessons Learnt and Concluding Remarks;147
14.4;References;150
15;Institutionalization of Corporate Social Responsibility (CSR) in India and Its Effects on CSR Reporting: A Case Study of the Petroleum and Gas Industry;153
15.1;1 Introduction;154
15.2;2 Conceptualizing CSR and CSR Reporting;155
15.3;3 Institutionalization of CSR;157
15.4;4 Evolution of CSR in India;159
15.5;5 Institutionalization of CSR: Isomorphisms Shaping CSR Reporting—A Three-Stage Model;160
15.5.1;5.1 Stage One: The Shielding Approach;160
15.5.2;5.2 Stage 2: The Enterprising Approach;162
15.5.3;5.3 Stage 3: The Imitative Approach;164
15.6;6 CSR Reporting Influenced by Institutional Pressures for Purposes of Gaining Legitimacy;165
15.7;7 Conclusion;165
15.8;Annexure;166
15.9;References;167
16;Emerging Concepts from the CSR Mandate in India;170
17;Inclusive Business for Sustainable Growth;171
17.1;1 Introduction;171
17.2;2 Need for Inclusive Business;172
17.3;3 Inclusive Business and CSR Mandate in India;173
17.4;4 Current State and Opportunities for Inclusive Business in India;175
17.4.1;4.1 Azure Power: Rural Solar Mini-Grids;176
17.4.2;4.2 MCX Grameen Suvidha Kendra (GSK) Initiative;176
17.4.3;4.3 Tata Housing Development Limited: Construction Skill and Entrepreneurship Development Model;177
17.4.4;4.4 Raymond Limited: 4C (Capability, Capacity, Connect, Consumers) Tailoring Program;177
17.4.5;4.5 Essilors’ Inclusive Business Division—2.5 New Vision Generation (NVG);178
17.5;5 Future Opportunities;181
17.6;6 Conclusion;181
17.7;References;182
18;Corporate Social Responsibility as an Antecedent of Brand Valuation;184
18.1;1 Introduction;184
18.2;2 Chapter Orientation and Plan;185
18.3;3 Mandated CSR Regime and Indian Brands;186
18.4;4 A Critical Perspective of CSR Policy and Implementation in India;188
18.4.1;4.1 The Corporate Dilemma: Was Mandated CSR Not a Good Idea?;190
18.4.2;4.2 Practitioners’ Perspective Today;191
18.4.3;4.3 A New Look at Valuation: Looking Forward Through the Concept of Shared Value;192
18.5;5 Making of a Brand;192
18.5.1;5.1 Why Brands?—The Logic of a Brand;192
18.5.2;5.2 Brands and the Business Model;194
18.5.3;5.3 “Responsible” Brands;195
18.6;6 Brand Valuation—From Intangible to Tangible;198
18.6.1;6.1 Antecedents of Brand Value: A Review;199
18.6.2;6.2 CSR Role in Branding and Brands;201
18.7;7 Conclusion;202
18.8;References;202
19;Corporate Environmentalism, Epistemological Review & Ontological Position;208
19.1;1 Corporate Environmentalism and Themes: A Global Review;209
19.2;2 Theme Wise Literature Review;210
19.2.1;2.1 Corporate Environmentalism: Financial Lenses;210
19.2.2;2.2 Stakeholder Drivers;211
19.2.3;2.3 Voluntary Environmental Programs;212
19.2.4;2.4 14000/14001 Certification;213
19.2.5;2.5 Environmental Information Disclosures;214
19.3;3 Corporate Environmentalism: An Introduction to Indian Scenario;216
19.4;References;220
20;Employee Volunteering Programs: An Emerging Dimension of Modern Workplaces;223
20.1;1 Introduction;224
20.1.1;1.1 What Is Volunteering?;224
20.1.2;1.2 Why Employee Volunteering?;224
20.1.3;1.3 Current Landscape of the CSR Activities in India: The Indian Context of Employee Volunteering;225
20.2;2 The Importance of Employee Volunteering Programs;226
20.3;3 History of Volunteering in India;227
20.3.1;3.1 Corporate Volunteering;229
20.4;4 Philanthropy;229
20.4.1;4.1 Global Trends in Philanthropy;229
20.4.2;4.2 Indian Philanthropy;230
20.5;5 Possibility of Collaboration Between Corporations and NGOs in India;230
20.5.1;5.1 Availability of Talent;230
20.6;6 View of Millennial Generation Toward Their Work’s Relationship with Society;233
20.7;7 Impact of Employee Volunteering Programs;234
20.7.1;7.1 Corporate Reputation and Brand Building;234
20.7.2;7.2 Employee Engagement;235
20.7.3;7.3 Better Business Performance;236
20.7.4;7.4 Helping the Diversity and Inclusion (D&I) Agenda;236
20.7.5;7.5 Leadership Development;236
20.7.6;7.6 Positive Physical, Psychological, and Emotional Health of the Workforce;237
20.8;8 Mechanisms of Volunteering and Governance;238
20.8.1;8.1 Pro bono Delivery Models;238
20.8.2;8.2 Governance of Employee Volunteering Programs;239
20.9;9 Challenges in Running Corporate Volunteering Programs;240
20.9.1;9.1 Calculating the Cost-Benefit Analysis of Volunteering;240
20.9.2;9.2 Barriers for the Employee Volunteering Programs;240
20.10;10 Making Employee Volunteering Programs More Effective;241
20.11;11 Role of Technology;241
20.12;12 Conclusion;242
20.13;Annexure 1;243
20.14;Annexure 2;244
20.15;References;247
21;Appendix A Section 135 of the Companies Act, 2013 (with Updated Amends till July 31, 2019);252
22;B Schedule VII in the Companies Act, 2013 (Latest—Post Amend on May 30, 2019);254
23;C Format for the Annual Report on CSR Activities to Be Included in the Board’s Report;256
24;Index;258