The measures that are made by an organisation to be aware of concerns to the
community surrounding it. It is reflected in a commitment to health and safety, civil and human rights and betterment of the community.
The idea of responsible business behaviour is far from new. But since the 1990s, increasing concern over the impacts of economic globalisation has led to new demands for corporations to play a central role in efforts to eliminate poverty, achieve equitable and accountable systems of governance and ensure environmental security. In essence, the approach is to view business as part of society and to find ways to maximise the positive benefits that business endeavour can bring to human and environmental well- being whilst minimising the harmful impacts of irresponsible business. The agenda that has resulted from these concerns has variously been called corporate citizenship, corporate social responsibility (CSR), corporate accountability or simply corporate responsibility. As we all know, Corporate Social Responsibility (CSR) is an expression used to describe what some see as a companys obligation to be sensitive to the needs of all to take account not only of the financial/economic dimension in decision-making, but also the social and environmental consequences. Sustainable Development ONE of the most significant developments in the field of CSR over the past few years has been the growth in public expectations that the companies not only make commitments to its stakeholders in its business operations. The principle is closely linked with the imperative of ensuring that these operations are sustainable, that is, that CSR is recognised as not only necessary but also develop systems to manage implementation and systematically assess and report on progress relative to those commitments. Corporate accountability encompasses the systems a company establishes to develop policies, indicators, targets and processes to manage the full range of activities. The scope of operations for which companies are expected to be accountable has increased dramatically in recent years to include not only companys own performance but also that of the business partners and other actors throughout the companys value chain. The mechanisms a company uses to demonstrate accountability are varied and inevitably need to change and grow as a company evolves; at the same time effective systems for increasing accountability generally allow the company to be inclusive, responsive and engaged with its stakeholders. Accountability in its basic sense implies render-ing of accounts and, by extension, indicate answer-ability to an external agency or group and, further, implies ensuring propriety, legality and safeguarding public interest in satisfaction of the expectations of the external agency or group. Social Accountability suggests accountability to the people; this is a core value in a democratic set-up. In a decentralised democracy the basic objec-tive is power to the people.
OVERVIEW Our Vision "To actively contribute to the social and economic development of the communities in which we operate. In doing so, build a better, sustainable way of life for the weaker sections of society and raise the country's human development index." Mrs. Rajashree Birla, Chairperson - Aditya Birla Centre for Community Initiatives and Rural Development Making a difference Before Corporate Social Responsibility (CSR) found a place in corporate lexicon, it was already textured into our Group's value systems. As early as the 1940s, our founding father Shri G. D. Birla espoused the trusteeship concept of management. Simply stated, this entails that the wealth that one generates and holds, is to be held as in a trust for our multiple stakeholders. With regard to CSR, this means investing part of our profits beyond business, for the larger good of society.
While carrying forward this philosophy, our legendary leader, Mr. Aditya Birla, weaved in the concept of 'sustainable livelihood', which transcended cheque book philanthropy. In his view, it was unwise to keep on giving endlessly. Instead, he felt that channelising resources to ensure that people have the wherewithal to make both ends meet would be more productive. He would say, "Give a hungry man fish for a day, he will eat it and the next day, he would be hungry again. Instead, if you taught him how to fish, he would be able to feed himself and his family for a lifetime." Taking these practices forward, our chairman Mr. Kumar Mangalam Birla, institutionalised the concept of triple bottom line accountability represented by economic success. Our community work is a way of telling the people among whom we operate that We Care. Our strategy Our projects are carried out under the aegis of the "Aditya Birla Centre for Community Initiatives and Rural Development", led by Mrs. Rajashree Birla. The Centre provides the strategic direction, and the thrust areas for our work ensuring performance management as well.
Our focus is on the all-round development of the communities around our plants located mostly in distant rural areas and tribal belts. All our Group companies Grasim, Hindalco, Aditya Birla Nuvo and UltraTech have Rural Development Cells, which are the implementation bodies.
Our partners in development are government bodies, district authorities, village panchayats and the end beneficiaries the villagers. The Government has, in their 5- year plans, special funds earmarked for human development and we recourse to many of these. At the same time, we network and collaborate with like-minded bilateral and unilateral agencies to share ideas, draw from each other's experiences, and ensure that efforts are not duplicated. At another level, this provides a platform for advocacy. Project identification mechanism All projects are planned in a participatory manner, in consultation with the community, literally sitting with them, and gauging their basic needs. We take recourse to "participatory rural appraisal", which is a mapping process. Subsequently, based on a consensus and in discussion with the village panchayats, we prioritise requirements. And thus a project is born. Implementation is the responsibility of the community and our team, as is the monitoring of milestones and the other aspects. Monitoring entails physical verification of the progress and the actual output of the project.
Village meetings are held periodically to elicit feedback on the benefits of our community programmes and the areas where these need to be beefed up. We try and ensure that while in the short term we have to do enormous hand-holding, the projects become sustainable by the beneficiaries over the long haul. Once this stage is reached, we withdraw. In this way we do not build a culture of dependence, instead we make the villagers self-reliant.
Model villages One of our unique initiatives is to develop model villages, so each of our major companies is working towards the total transformation of a number of villages in proximity to our plants. Making of a model village entails ensuring self-reliance in all aspects viz., education, health care and family welfare, infrastructure, agriculture and watershed management, and working towards sustainable livelihood patterns. Fundamentally, ensuring that their development reaches a stage wherein village committees take over the complete responsibility and our teams become dispensable.
Our project operations
The geographic reach, annual spends The footprint of our community work straddles 3,000 villages across the length and breadth of our country. We reach out to more than 7 million people annually. Over 60 per cent of these live below the poverty line and belong to scheduled castes and tribes. The Group spends in excess of Rs.130 crore annually, inclusive of the running of 18 hospitals and 42 schools. The Group transcends the conventional barriers of business and reaches out to the marginalised as a matter of duty and to bring in a more equitable society. Our focus areas Our rural development activities span five key areas and our single-minded goal here is to help build model villages that can stand on their own feet. Our focus areas are healthcare, education, sustainable livelihood, infrastructure and espousing social causes. Education Formal and non-formal education, adult education Scholarships for girls, merit scholarships and technical education for boys Distance education Girl child education Digital literacy / computer education Health care and family welfare Pulse polio programme Mobile clinics doctors' visits General and multispeciality medical camps, cleft lips Reproductive and child health care, supplementary nutrition / mid-day meal projects Safe drinking water, sanitation household toilets, community hospitals HIV / AIDS, cancer, TB awareness and prevention camps Blood donation Responsible parenting Social causes Widow re-marriage / dowry-less mass marriages Social security (insurance) Culture and sports Women empowerment Infrastructure development Community centres Schools in villages Health care centres and hospitals Roads Homes for the homeless Rural electrification Irrigation and water storage structures Sustainable livelihood Self-help groups (microfinance for women and farmers) Integrated agriculture development Integrated livestock development Watershed management Microenterprise development Skill development / vocational training through Aditya Birla Technology Park for integrated training programme and VT centres at most of our plants in collaboration with ITIs Our partners WHO, Australia India Council, Bill and Melinda Gates Foundation, Habitat for Humanity, CII, European Union (EU), British Council, City& Guilds (UK), Global Compact Network, International Rotary Club, NSDC, FICCI, NABARD, NACO, CARE, IGNOU, Aide et Action, SEWA, BAIF, MYRADA, Basix, CARD, Art of Living Foundation, Smile Foundation, Maya Foundation, Childline India Foundation, local NGOs, District Development Offices, Central and State governments.