Toyota Kirloskar Motor Company Private Limited (TKM) was a leading car manufacturer in India, one engaged in a significant level of corporate social responsibility activities. TKM focused on health and hygiene issues in rural and semi-urban districts in India, as sanitation was a significant concern there. TKM’s efforts to facilitate the improvement of health and hygiene among its program beneficiaries had met with considerable success. The company was now looking to expand the project to increase its coverage. The ambitious multi-year program plan raised several questions: Could the number of targeted beneficiaries be achieved? What challenges were likely to arise? How should the company select an implementation partner?
The insights that form the foundation for this book come from a five-year study into India’s to companies’ sustainability and CSR activities, which highlights that while good governance and far-reaching policies are part of the answer, much more needs to be done. Companies now need to factor in a new reality where reputation, responsibility and risk are increasingly interconnected.
Balance with its blend of theory and real-life case studies looks at the responsibility strategies and frameworks of Indian and multinational firms to arrive at a new way of thinking about business. It builds on the premise that in a connected, globalised world, intent and action count.
PUBLICATION DATE: June 29, 2018
Hero MotoCorp Ltd. (HMCL) was the largest two-wheeler company in India, a country with one of the highest rates of road accidents in the world. HMCL realized that a cause marketing campaign around road safety could benefit the company in two ways-it could raise issues around road safety to benefit the greater society, and it could create a unique positioning for the company. HMCL created a multi-level campaign that created visibility and worked at the ground level to create behaviour change. HMCL’s multi-level cause marketing campaign reached a large section of the population, but challenges lay ahead in measuring the success of the road safety campaign. The head of corporate social responsibility at the company had to determine how to measure the success of the campaign and whether to continue it. Utkarsh Majmudar is affiliated with Indian Institute of Management Udaipur.
Available at: Harvard
PUBLICATION DATE: April 09, 2018
In 2013, the Indian government passed a new Companies Act that mandated a two per cent spend on corporate social responsibility (CSR). This amount needed to be spent on activities over and above the normal course of business. As a result, the senior vice-president of corporate affairs for Nestlé India was facing a complex problem. He needed to revisit all existing programs-the ones covered under the normal course of business and the ones that had no relationship with the normal course of business-and then decide which ones to extend further. Any decision to discontinue programs would have an adverse impact on the company and on the many people who had come to depend on them. What was he to do? Utkarsh Majmudar is affiliated with Indian Institute of Management Udaipur.
Available at: Harvard
India is one of the few countries in the world where corporate social responsibility (CSR) is mandatory by law. The Finolex case study highlights how companies need to create strategies for corporate giving based on the law and on their unique business and strategic contexts.