References: Dr. GALLIARA A .MEENA (2010). Study Material in Corporate Social Responsibility (CSR). GautamRicha‚ Singh Anju (2010) Corporate Social Responsibility Practices in India: A Study of Top 500 Companies‚ Global Business and Management B Arora‚ R Puranik (2004) A review of corporate social responsibility in India Bajpai‚ G.N. (2001)‚ “Corporate
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• Details of CSR of the top 500 companies o 3M India Ltd - Bangalore: Kar:Income -Rs 260 Cr :CSR -Pollution Drive‚sustainability solutions:CSR Rating:3/5 o Aarti Industries Ltd - Mumbai :Mah : Income -Rs 660 cr :Karmayog CSR Rating- 0/5 o Aban Loyd Chiles Offshore Ltd - Chennai‚TN:Income-Rs 300 cr :CSR-health‚upliftment‚disaster :CSR Rating- 2/5 o ABB Ltd - Bangalore‚ktk: Income -2300cr : CSR -environment ‚ Disability : CSR Rating -2/5 o Abbott India Ltd. - Mumbai‚ Mah:Income-Rs. 460
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continuously being revisited to understand how CSR programs can nurture and contribute to the growth of firms. While CSR issues are attracting a great deal of attention in the developed world‚ there is a need for more research into CSR in the developing world. This paper considers the CSR practices of a small sample of banks in Bangladesh to better understand this situation. 1.3 Objective of the Study The main objective of this study is to identify the nature of CSR practices in the banking sector of Bangladesh
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of Eicher Motors‚ which other CSR activities you would have undertaken that would have aligned well with the current CSR activities? The case study on Eicher Motors CSR activities manifests a lot about company’s sincere interest towards socio-economic development‚ environment and community upliftment. The Company seems to have promoted various initiatives through EMP program and formulated mitigation measures to address environmental concerns/risks. Current CSR initiative taken by Eicher Motors
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corporate policy‚ workplace practices and standards. To help meet these challenges‚ Porter and Kramer provide a holistic CSR approach for IHRM. The ‘inside-out’ approach maps the social impact of the HR activities value chain to identify positive and negative social impacts. The ‘outside-in’ approach diagnoses the social dimensions of a company’s competitive context to identify both CSR risks and opportunities. Additionally‚ by understanding cross-cultural nuances‚ alongside catering functional HRM activities
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Apple CSR Company Profile Michiel van Dijk & Irene Schipper Amsterdam‚ February 2007 Colofon Apple CSR Company Profile By: Michiel van Dijk & Irene Schipper February 2007 Stichting Onderzoek Multinationale Ondernemingen (SOMO) Centre for Research on Multinational Corporations This document is licensed under the Creative Commons AttributionNonCommercial-NoDerivateWorks 2.5 License. To view a copy of this license visit: http://creativecommons.org/licenses/by-nc-sa/2.5 SOMO‚ Amsterdam
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ICEVBM Project Report On CSR Practices followed in ITC Submitted To: Submitted By: - Section J Ms. Rachna Madaan Akshay Seth(PG20102448) Pankaj Wahi(PG20102500) Introduction “We believe that are corporate strategy which embraces societal development as an integral part of our mission of wealth creation
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5 Marketing’s Impact on Individual Consumers 5 Marketing’s Impact on Society as a whole 7 Corporate Social Responsibility 9 Definition of Social responsibility 9 Incentives of Corporate Social Responsibility for Businesses 11 Examples of CSR Initiatives in Egypt 12 Vodafone 12 Etisalat Egypt 13 Coca Cola 14 Chipsy 14 Telecom Egypt 15 Sodic 16 P&G 17 Henkel 18 References 19 Sustainable Marketing and Corporate Social Responsibility Introduction Sustainable Marketing:
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New Balance Developing an integrated CSR strategy 1. For each of the Corporate Citizenship Management Framework (CCMMF) dimensions‚ identify key strengths and weaknesses for New Balance. CCMF Dimension Key Strengths • An accepted and understood corporate culture of “doing good” throughout all vertical aspects of the company • History of attempting CSR activities throughout the company Key Weaknesses • No formal CSR strategy that guides the companies initiatives • No centralized method or metrics
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fact‚ 95 per cent of the 250 largest global companies now report on their CSR activities (KPMG‚ 2011). The main focus of this paper is to critically discuss corporate social responsibility initiatives of multinational corporations operating in global arena and to build around the idea that in order to stay competitive and at the same time remain as ‘responsible entity’ in the eyes of stakeholders MNCs ought to implement CSR initiatives as an integral part of their business strategies in the context
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