Abstract 1. Introduction 6 2. CSR practices in banking sector 6 3. CSR practices in Indian Banking sector 7 4.1 RBI guidelines on CSR 8 4.2 Initiatives by Indian Banks towards CSR 9 4.3 CSR Reporting Practices 10 4. CSR constraints 11 5. Recommendations 11 6. Conclusion 12 References 13 Abstract In recent years Corporate Social Responsibility (CSR) has witnessed a tremendous increase in awareness
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IMPORTANCE OF COMPANY’S CSR ACTIVITIES IN INDIA: IT’S EFFECT ON CONSUMER BUYING BEHAVIOUR For Business Research Methods Submitted to‚ Submitted By‚ Dr. Gunjan Malhotra Shrirang Jadhav (09FT-064) Mohd Afroze Ali (09FT-085) Mohd Asif (09FT-086) Nitesh Bhagchandani (09FT-185) Table Of Contents Abstract: 3 Keywords : 3 Introduction: 3 Literature Review: 6 Research Gaps: 8 Objective: 8 Research questions: 8 Research Hypothesis: 8 Methodology: 8 Discussion and observation: 9
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| | | CSR 2010 Details of Cipla Ltd.‚ Mumbai‚ Maharashtra | Cipla Ltd. - Corporate Social Responsibility Activities are as follows | Company Profile | Company’s Slogan | - | | Company’s Vision | - | | Company’s Mission | - | | Special Notes | As in the past‚ Cipla has made a special effort to produce this report at a low cost‚ without compromising its quality or contents leading to a saving of Rs 41 lakhs. This amount has been donated to Cipla Public Charitable
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Unlike USA‚ Europe has developed a variety of policies‚ which are very scalable. After the fall of the Berlin Wall and once past the time when the polarity communism / capitalism dominated relations in Europe‚ CSR model of the unified Germany seemed to be mostly represented as the European specificity. Driven by Germany and adopted by many countries of the European Union‚ this approach is characterized by a desire to combine economic efficiency and social justice. German model grants the state and
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References: 3. KPMG India. "Corporate Social Responsibility (CSR)"‚ 2010‚ 4 9. O ’Brien‚ Jim. “CSR Consulting”‚ 2009‚ (Diagram at Definition Section) 10 17. R.H. Gray‚ D.L.Owen & K.T.Maunders‚ Corporate Social Reporting: Accounting and accountability (He Hempsteameld: Prentice Hall‚ 1987) p. IX. 18. D. Crowther‚ Social and Environmental
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the social and environmental problems of society.In this technology time‚ it is so easy to reach the information whatever they want They always follow the daily news from the world and care about them.Due to the fact that paying for the strategies of CSR increases attention to the corporation.Companies’ understanding of social responsibility should always be the part of their investment strategy.They should regard the “Corporate Social Responsibility” as a business management philosophy not as a social
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“Creating Shared Value is built upon fundamental commitments to society‚ both to achieve the highest standards of compliance with laws‚ codes of conduct and our own Nestlé Corporate Business Principles as well as to protect the environment for future generations.” – Paul Bulcke‚ CEO Nestle To continue to prosper over the long term‚ we need to ensure that the communities we serve and in which we operate prosper too. We are determined to ensure that our global presence and operations bring benefits
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CSR Strategy in Sports Report 1. Major stakeholders In order to define good CSR strategy for the Sporting Good Companies‚ we need to identify the major stakeholders of the sector. Many actors are related and impacted by brands‚ but the following 10 stakeholders should be especially taken into consideration when developing a CSR strategy. Customers Provide products and services to consumers‚ who provide money in return. Suppliers Directly linked with the quality and perception of
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CSR Activities of Maruti Suzuki India Ltd. To achieve long-term sustainability and prosperity the company has nurtured a socially responsible behaviour towards its various stakeholders. It has proactively taken care of the needs and sustainable growth of its stakeholders and they in turn‚ have supported the company in achieving its vision and business results‚ year after year. As a result‚ sustainability has become an integral part of the company’s approach to business and decision making
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inorganic growth /strategic or non strategic investments Enhancing stake/repatriatio n Focus on core business /hiveoff of non core business /monetize Legislative framework of M&A Tax regulations Companies Act Accounting Implications Stamp duty Exchange Control Competition Act FDI Indirect tax SEBI Every M & A action has a tax/ regulatory reaction Multiple laws affect the business reorganization Page 4 Key M&A Concepts Page 5 Merger Concept
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