11 csr & competitiveness may 2014 by CSR & COMPETITVENESS

May 2014

Tata International

Turning Social into Sustainable Full Story on Page Nos. 10 - 15

Reliance Industries Spends over Rs 700 crore on CSR in FY’14 Leprosy in India- Addressing New challenges GVK – Revolutionizing Emergency Care Services INTERVIEW

CASE STUDY

ARTICLE

Issue 11

NEWS

Year 01

With Dr. Vineeta Shankar

EDITORIAL

CSR – A New Era of Hopes and Reality The new NDA government at the centre under the visionary leadership of Narendra Modi has started a new era of hopes and reality in the domain of CSR. The companies and the CSR professionals are looking forward to a favourable CSR Regime under the dynamic leadership of the new prime minister. The importance of the CSR domain area is increasing at an increasing rate and the companies and it’s people have started aligning their plans and policies in the light of the recent changes in the regulatory environment. The recently concluded CSITM-Nasscom Workshop on CSR witnessed excellent deliberations by leading luminaries from the CSR domain. One of the key discussion point was the outcome of comparative analysis of the financial statements of various companies which led to the conclusion that the IT and Communication sector recorded the lowest spending in comparison to various other sectors due to lack of clear notification giving clear stipulations. The most appreciable fact is the approval of the government for incubation centres. The incubation centres set up by the leading technology and management institutions in India on the lines of leading international institutions have started doing a splendid job. The opening of incubation centres in leading institutions has brought new era of hopes for students, academicians, researchers and professionals to incubate new businesses, commercialise innovative technological discoveries or inventions. This will facilitate the process of promotion of young talent, researchers, academicians and professionals to innovate new products and services, and to launch entrepreneurial ventures. It would not be out of place to mention that world’s largest search engine google.com was incubated by the promoters as a part of their doctoral program at university of Michigan. The leading doyens of the corporate world expressed their thoughts of optimism mentioning that the over 2 billion US dollars allocation for CSR is likely to bring about a real turnaround in the system, process and procedures of various organisations to ensure alignment with the changing regulatory environment. The leading companies of the world have started incorporating the CSR perspectives in their Strategic planning process. The changing times at international level and the changing model of governance in India with the punch line of ‘Minimum Government, Maximum Governance’ paves the path for a new era of hopes and reality in the domain area of CSR.

RUSEN KUMAR Editor & Director rusenk@indiacsr.in

The incubation centres set up by the leading technology and management institutions in India on the lines of leading international institutions have started doing a splendid job. This will facilitate the process of promotion of young talent, researchers, academicians and professionals to innovate new products and services, and to launch entrepreneurial ventures.

CSR & COMPETITIVENESS, MAY 2014

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CONTENTS

Pages No.

Advertisement: Get Recognized Your Innovative CSR Projects

Santosh Goenka SK Patra Sunil Ramdas Agrawal

Editorial

Advertisement: ICSM Launches MBA in CSR

Editorial Board

Index/Team

Rusen Kumar | Editor rusenk@indiacsr.in

Narendra Modi 15th Prime Minister of India, Hope of Billion Indians

Dr Rana Singh | Executive Editor ranasingh@indiacsr.in

Unilever Helps Families Live More Sustainably at Home

Rajeev R Mishra | Consulting Editor

Mahan Coal Empowering Women in Singrauli

Anil Jaggi | Executive Editor anil@indiacsr.in

Hindustan Zinc Adopts 152 Schools in Rajasthan

Dr (Prof.) Saurabh Mittal | Sub-Editor, New Delhi saurabh@indiacsr.in

Odisha Mining Corporation to Spend 5% on CSR

IICA & PHD Chamber Sign MoU To Collaboarte on CSR

Reliance Industries Spends over Rs 700 crore on CSR in FY’14

Tata Trusts Keen on Maharashtra’s Development

Cover Story: Tata International –Turning Social into Sustainable

10-15

Case Study: GVK – Revolutionizing Emergency Care Services

16-19

Advertisement: Announcing the launch of the

Triambak Sharma (Renowned Cartoonist) | Editor-Cartoon D.D. Mishra (Disability & Development Consultant) | Associate Editor dd@indiacsr.in B. Narayan | Layout Designer

Advisory Board Jatinder Singh | Secretary- Innovation, CSR, Education & Skill Development Committee PHD Chamber of Commerce and Industry

ICP-CSR (IICA Certificate Programme in CSR)

Rani Wemel | Co-Founder & COO LTT Global Communications Sdn. Bhd., Malaysia

Case Study: Ambuja Cement Foundation – Weapon for Weed Management

21-25

Vijay Shekar Peesapati | Country Director (India) MyMobileUni Sdn Bhd-Global

Leprosy in India- Addressing New challenges

26-27

Interview of Dr. Vineeta Shankar: Economic Empowerment of Leprosy Affected people is a Big Challenge

28-29

CRISIL FOUNDATION , Pragati – Progress through Financial Awareness

Fly Ash Conference on 11 June at Raipur

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Vijay Kapur | Eminent CSR Consultant & Author Director – Kohana CSR

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NEWS

Narendra Modi 15th Prime Minister of India

Hope of Billion Indians Narendra Modi was on May 26, 2014 sworn in as India’s prime minister, after his party won the biggest mandate in the last 30 years. Modi, 63, was administered the oath of secrecy and office by President Pranab Mukherjee, an impressive function held in the forecourts of Rashtrapati Bhawan. He was elected the head of the BJP parliamentary party. As he entered Parliament House to attend the party meet, Modi had knelt and touched his forehead to the ground in a freeze-frame moment that will undoubtedly become an iconic photo is years to come.

Dynamic, dedicated and determined, Narendra Modi arrives as a ray of hope in the lives of a billion Indians. His laser focus on development and his proven ability to deliver results have made him one of India’s most popular leaders. His promise is to build a nation that is strong, prosperous and inclusive, where each and every Indian can realize their hopes and aspirations. Narendra Modi made his mark on both the Indian and global stage as the chief minister of the western state of Gujarat for a record four terms. There, he brought about a paradigm shift in people's lives by delivering pro-citizen good governance, where the state served its people humbly and honestly. He transformed Gujarat, which was reeling from the aftereffects of a devastating earthquake, into a growth engine that made a strong contribution to India’s development. Always leading from the front and working towards all-round development, Modi built layers of infrastructure across the state, just as he restructured and simplified the bureaucracy of government to make it work efficiently, honestly and humanely. Under his leadership the Gujarat government won over 300 awards at the domestic and international level including those from bodies such as the UN. Narendra Modi has achieved all this thanks to hard work and the values instilled in his childhood. Born on 17 September 1950 in a small town in Gujarat, he grew up in a loving but poor family ‘without a spare rupee’. The initial hardships of life not only taught the value of hard work but also revealed to him the avoidable sufferings of the common people. That is why as chief minister, he lived his life by the principle of ‘Antyodaya’, of serving the last person in the queue. From a very young age he immersed himself in service to the nation, working with patriotic organisations. He is a ‘people’s leader’, dedicated to improving their wellbeing. Nothing is more pleasing to Modi than being among ordinary people, sharing their joys and alleviating their sorrows. His powerful, personal ‘connect’ on the ground is complemented by a strong presence online where he is known as India’s most techno-savvy leader, using the web to reach people and bring about change in their lives. He is very active on social media, including Facebook, Twitter, Google+ and other forums. Beyond politics, Narendra Modi enjoys writing and is the author of several books, including poetry. His day always begins with yoga, which centres him and instills a sense of calm in an otherwise fast-paced routine. This is the man, an embodiment of courage, compassion and conviction, on whom the nation has bestowed its mandate, hoping that he will rejuvenate India and make it a bright beacon to the world.

CSR & COMPETITIVENESS, MAY 2014

NEWS

Unilever Helps Families Live More Sustainably at Home New Sunlight Living Challenge calls on Mumbai residents to reduce water usage at home to help create a brighter future for children MUMBAI: A new programme from Unilever is challenging Indian families to live more sustainably to create a brighter future for children, while having fun together. The Sunlight Living Challenge forms part of Unilever’s Project Sunlight, a long-term initiative to motivate millions of people to live more sustainably. The Sunlight Living Challenge calls on people of all ages to help protect the health of the planet by taking small, positive steps towards building a ‘greener’, more sustainable lifestyle in their own homes. Over the next three months, a group of 10 families from across Mumbai will be trying to do exactly that by reducing unnecessary water usage. The children from these participating families are being urged to become water saviours and focus on saving water in their homes, through small everyday actions. Children will lead this challenge, by spreading awareness about ideas to save water

and coming up with water-saving innovations. The families will be quizzed on their Water IQ and their daily progress and experiences will be monitored. At the end of the campaign, the most responsible family will win the ‘Water Champions Award’ and a prize. The launch of the Sunlight Living Challenge is the second phase of Project Sunlight, an ongoing Unilever initiative that has seen millions of people go online and pledge an ‘act of sunlight’: a promise to change their lifestyle to help preserve the planet for generations to come. The Sunlight Living Challenge is supported by the release of a new Unilever film, ‘The Way Kids See It’. The film brings to life the hopes, dreams and plans for a better world that are nurtured by our children. These children’s stories will motivate families – especially adults – to live more sustainably. The Sunlight Living Challenge is open to everyone. Those wishing to take part can do so in three simple steps: 1. Visit www.projectsunlight.co.in to SEE ‘The Way Kids See It’ film and read about the different activities available as

part of the Sunlight Living Challenge 2. ACT by choosing an activity to complete and, in doing so, take small, positive steps to a more sustainable lifestyle at home 3. JOIN a like-minded community of individuals sharing their personal stories and tips to inspire others to take part using #brightfuture It also follows international research showing that 70% of children know ‘a lot’ or ‘something’ about four or more of the major global issues, such as climate change and world hunger. The findings revealed that 75% of parents view activities that help protect the environment as a good way to spend time with their kids, while, eight out of 10 children were found to be eager to do more ‘green’ activities together with their family, particularly if they are fun. The Mumbai challenge follows a similar initiative that took place in the UK last year. It saw 12 families from different parts of UK significantly reduce their household waste and cut their weekly shopping bills just by taking small, everyday steps to live more sustainably.

Mahan Coal Promotes Child Education in Singrauli District As part of the CSR initiative, Mahan Coal Ltd has renovated three government schools in Amiliya, Budher and Suggu village that were in a dilapidated condition with leaking roofs and broken floors. SINGRAULI: Dressed in crisp, bright school uniforms and carrying their school bags, over 250 other students from the three villages in Singrauli district of Madhya Pradesh – Amiliya, Budher and Suggu – attend the nearby Government School adopted by Mahan Coal Ltd. Kismatiya Prajapati, mother of one of the beneficiary children 8 years-old Sumitra Prajapati, who earns a monthly widow pension of Rs 1,000 from Mahan Coal, had never dreamt of educating her child in a

CSR & COMPETITIVENESS, MAY 2014

school with no leaking roof, working fans or cemented classroom floors. However, Mahan Coal has made that happen. Her daughter is today learning to read and write in a good and well-equipped environment. “I want to educate my child properly and my desire is to see her become a doctor or an engineer. Before Mahan Coal Ltd adopted the school, it lacked basic amenities and proper infrastructure. My daughter enjoys going to school now and I see my dream coming true,” says Kismatiya. CEO Ramakant Tiwari said, “Child education is one of the essential pillars for the overall development of society.” However, these three villages – Amiliya, Budher and Suggu – lacked the basic educational facilities for children. We have tried to fill in this gap by collaborating with the government and adopting the schools in

these villages. “Our collaboration aims at improving the quality of education to underprivileged children across rural pockets and lays special importance on education for the girl child and children from marginalized communities.”, he added. As part of the CSR initiative, Mahan Coal has renovated three government schools in Amiliya, Budher and Suggu village that were in a dilapidated condition with leaking roofs and broken floors. Construction of the boundary wall, redoing of the entire roofing and flooring with cement and concrete, putting up new fans, doors and locks has led to better environment for both teachers and students. Also, the free supply of uniforms, schools bags and shoes has instilled a sense of purpose and confidence among the children.

NEWS

Hindustan Zinc Adopts 152 Schools in Rajasthan 112 schools were adopted earlier and the work is in progress, MoU for additional 40 schools signed UDAIPUR: To improve the infrastructure in government run rural schools Hindustan Zinc signed an MoU with the District Education Department, Government of Rajasthan to adopt another 40 Government schools, including only Girls’ Schools in Udaipur District, covering Udaipur City (10), Zawar (12), Maton (8) and Debari (10) areas. The company had recently adopted 112 government schools in Bhilwara (72), Chittorgarh (20) and Rajsamand (20) to improve infrastructure facilities in these schools. The infrastructure work in these schools is already in progress. With signing of MoU to improve infrastructure in 40 schools in Udaipur, Hindustan Zinc shall be improving infra-structure in 152 schools with a cost of over Rs 5 crore. Many studies have pointed out that in order to improve the enrolment in government run schools there is a dire need to improve the infrastructure, which includes not only repairs of the building but also sitting facilities, black-boards, electricity fittings and teaching aids. Through this project, Hindustan Zinc is

providing basic infra-structure facilities like construction of boundary wall, class rooms and labs, installation of hand pumps, ceiling fans, coolers, construction of toilets, playground and furniture. Besides, scholarships to meritorious students will also be given and to keep up the green belt in schools, special plantation drives would be conducted. “Hindustan Zinc is quite please with the progress of the work already initiated in 112 schools and looking forward to complete the work at the earliest. This project under the PPP model is expected to improve the quality of education in these schools”, said Pavan Kaushik, Head of Corporate Communication. CSR Mehta Head Corporate Relations spoke about the necessity to improve the infrastructure in the schools but also emphasized that the project should also monitored by Principals to ensure timely execution. The MoU was signed by Sushma Sharma, CSR Head on behalf of Hindustan Zinc and from Education Department by Krishna Chauhan, District Education Officer (Secondary) and Bhupendra Jain, District Education Officer (Elementary).

Odisha Mining Corporation to Spend 5% on CSR B H U B A N E S WA R : O d i s h a M i n i n g Corporation (OMC) Chairman and Managing Director Saswat Mishra declared that the corporation intends to spend 5% of its funds on CSR activities. It is significantly more than the 2% stipulated by the New Companies Act 2013, he said. He was speaking at the “New Companies Act and the CSR Symposium 2014” organised by the Indian Chamber of Commerce here on May 6 to discuss issues regarding the Corporate Social Responsibility related provisions of the Companies Act 2013. Mishra was critical of the Schedule VII of the Act which contains the permissible activities of what would be construed as CSR activities. He said the items mentioned in the schedule are strongly biased in favour of the Centre. While contributions to the Prime Minister’s Relief Fund are permissible, such

contributions to the Chief Minister's Relief Fund are not. Similarly, the Act accepts the contributions to technology incubators of Central Universities as acceptable expenditure but not those to State Universities, he pointed out. Mishra requested the ICC to bring to the notice of the concerned authorities these anomalies and the lopsided tax benefits for the contributions to such activities. ICC Odisha Chapter Chairman Vishal Agarwal identified the OMC, Nalco and Tata Steel as some of the corporates which have made significant contributions on the CSR. Agarwal said that CSR has been practised in India long before it became a global buzzword, but the globalisation of the Indian economy has led to shift in approach to CSR activity from an act of philanthropy to an essential responsibility which called for a more professional approach.

IICA & PHD Chamber Sign MoU To Collaboarte on CSR The MoU also stipulates that the IICA and PHD Chamber will also collaborate to conceptualize and develop agenda, course content and modules and award certificate in the area corporate governance and CSR on mutually agreeable terms and conditions. NEW DELHI: Indian Institute of Corporate Affairs (IICA) and PHD Chamber of Commerce and Industry on May8, 2014 signed a Memorandum of Understanding (MoU) to establish collaboration in the areas of corporate social responsibility, environment and sustainable business practice. The MoU was signed between Director General & CEO (IICA) Dr. Bhaskar Chatterjee and Executive Director PHD Chamber Mr Saurabh Sanyal in the presence of President PHD Chamber Sharad Jaipuria and Co-Chairman Task force on CSR, PHD Chamber Vinod Bansal. In a press statement issued here, President of the PHD Chamber, Mr Jaipuria said that the MoU also aimed at facilitating towards advancement of knowledge on the basis of reciprocity, mutual benefits and frequent interactions. It also so provides that the two bodies would undertake joint workshops, seminars and conferences as also organize certified courses in the area of CSR from time to time and corporate governance and its sustainability. The MoU also stipulates that the IICA and PHD Chamber will also collaborate to conceptualize and develop agenda, course content and modules and award certificate in the area corporate governance and CSR on mutually agreeable terms and conditions.

CSR & COMPETITIVENESS, MAY 2014

NEWS

Reliance Industries Spends over Rs 700 crore on CSR in FY'14 The company said during the reporting year, its CSR activities benefitted over 1 million lives, spanning over 5,500 villages and urban locations. It also benefitted over 407,000 farming households under which it has formed over 460 village farmer associations. MUMBAI: India’s largest private sector enterprise Reliance Industries has spent over Rs 700 crore of its net profit on corporate social responsibility last fiscal and significant sums went into healthcare and rural development initiatives. According to the FY14 annual report, Reliance’s CSR spend carried out through Reliance Foundation –stood at 3.24% of its net profit, which is amongst the highest in the country. While 59% of the Rs 712 crore sum was spent on healthcare of the beneficiary population, 23% were utilised for rural development, 11% per cent on education under which it sponsors poor

children for higher education, and 7% on other activities. The new Companies Act, enacted last fiscal, mandates every company with a net worth of Rs 100 crore to set aside minimum 2% of their three-year average annual net profit for CSR activities. RIL is the first private enterprise to cross the Rs 4 lakh crore sales mark last fiscal at Rs 4,01,302 crore. It has a credit rating that is two notches above the sovereign from S&P, making it the only Asian energy firm to have such a rating. It is also one of the most profitable companies in the country. It contributed 14.7% of the country’s exports of a little over $ 312 billion in the fiscal at $ 46 billion. Exports formed 69% of its sales. The company said during the reporting year, its CSR activities benefitted over 1 million lives, spanning over 5,500 villages and urban locations. It also benefitted over 407,000 farming households under which it has formed over 460 village farmer associations. RIL carries out its CSR activities through Reliance Foundation, headed by

chairman Mukesh Ambani’s wife Nita, while executive director Nikhil Meswani and three independent directors – Dharam Vir Kapur, Yogendra Tridevi and RA Mashelkar – also oversee the work. The company said during the reporting year, its CSR activities benefitted over 1 million lives, spanning over 5,500 villages and urban locations. It also benefitted over 407,000 farming households under which it has formed over 460 village farmer associations.

Tata Trusts Keen on Maharashtra's Development Maharashtra Chief Minister Prithivraj Chavan and other government officials including state Chief Secretary J.S. Saharia to explore sectors in which Tata Trusts could invest as part of their CSR initiative. MUMBAI: Tata Trusts, which controls over $100 billion in assets of the Tata Group, have shown keen interest for the overall development of Maharashtra and are considering fund allocation. In this front, Ratan Tata, Chairman of Tata Trusts and Tata Group Chairman Emeritus called on Maharashtra Chief Minister Prithivraj Chavan and other government officials including state Chief Secretary J.S. Saharia to explore sectors in which Tata Trusts could invest as part of their CSR

CSR & COMPETITIVENESS, MAY 2014

initiative. During the meeting, Tata assured the chief minister that Tata Trusts would participate in developing various sectors. What exactly transpired at the meeting could not be ascertained immediately. “Tata has assured investing in fields such as education, employment development and health as a part of their corporate social responsibility,” an official from the Chief Minister’s office said. Tata officials declined to quantify any amount planned to be allocated but a media report had stated that the Tata Trusts would pump in Rs 50,000 crore into development of various sectors in Maharashtra. However, analysts found this figure beyond the means of the Tata Trusts. A core com-mittee comprising representatives of the State Government and the Tatas will be

Ratan Tata meeting Maharashtra Chief Minister Prithviraj Chavan in Mumbai. set up to decide the areas and types of investment to be made. “Tata’s meeting with the Chief Minister and government officials was to explore the scope of overall development of Maharashtra,” said a Tata Group official.

COVER STORY

Tata International

Turning Social into Sustainable CSR & COMPETITIVENESS RESEARCH Tata International Limited (TIL) green focus has seen 200,000 trees being planted at the leather factory at Dewas, Madhya Pradesh apart from a reforestation plan of the Tekri hillock plan that has been initiated. At the new ladies footwear manufacturing plant, the complete end-to-end operations are managed by 2000 women, who are trained to manufacture footwear by FDDI trainers. Woven around this factory are the stories of women whose lives have been transformed by Nav Chetna, an initiative for women under TIL's Affirmative Action platform. More than 6000 people from different communities were trained including more than 1900 Dalit women â&#x20AC;&#x201C; this represents TIL's successful efforts at creating an inclusive society across classes where mainstreaming of women is a key goal. Of the trained while 374 are employed at the TIL factory and 117 have been placed with ancillaries, more than 500 women are working across 10 village centres.

CSR & COMPETITIVENESS, MAY 2014

COVER STORY

Stringent goals for the reduction of its carbon footprint and greenhouse gases in the leather factory, coupled with empowering and enhancing the livelihoods of the local communities in equal measure, are TIL's objective for a better tomorrow.

ithout doubt Corporate Social Responsibility (CSR) is the need of the hour in the crossroads to development that India now finds itself in. Why crossroads? Firstly, initiatives towards socio-economic development in India are going on for many decades now. While we have achieved some significant milestones and are constantly striving harder, a number of goals remain elusive. Secondly, across the globe, realities on the ground and failed interventions point to one and only one startling fact, that is, the need for more participation from all quarters. Organizations and individuals who have extensive experience in development planning and implementation reaffirm the need for greater participation of all stakeholders, especially the business community and companies – as institutions with capital, as employers, as manufacturers or as service providers. CSR is now seen to be a game changer with legal and corporate mandates, giving private sector the unique opportunity to respond to the development needs and aspirations of an entire country. However certain corporates have long been engaged in community development and in some cases have been pioneers. The Tata group, has, consistently adhered to the practice of CSR for years. The group has initiated the process of the triple bottom line, consisting of benchmarking with global practices. Jamsetji Tata, Father of Indian Industry, said in a letter to son Dorab about his vision for the township that would eventually become Jamshedpur - “Be sure to lay wide streets planted with shady trees, every other of a quick-growing variety. Be sure that there is plenty of space for lawns and gardens. Reserve large areas for football, hockey and parks. Earmark areas for Hindu temples, Mohammedan mosques and Christian churches.” It was this spirit that formed the genesis of Corporate Social Responsibility (CSR) within the Tata Group. Over the years, there has been a transition from pure

CSR & COMPETITIVENESS, MAY 2014

philanthropy practiced by Companies for ‘feel good’ PR to Corporate Social Responsibility (CSR) where organizations believe that engaging with the commu-nity is not merely a good thing but the right thing to do and have now graduated to the next level – ‘Corporate Sustainability’– emphasis on holistic and inclusive approach to community development based on the ‘triple bottom line’ approach. In the long run, it is worthwhile for an enterprise to play the game of business according to rules, even if their competitors do not. In effect, while this benefits society at large, it also helps build the community’s faith in the company. Tata International Limited (TIL), for one, can illustrate this from its own business experiences. In true TATA spirit, for over half a century, TIL has been deeply committed to giving back to the society – and its engagement predates any mandate that necessitated corporate entities to undertake CSR activities. Every initiative at TIL is guided by the Tata Code of Conduct, reflecting an ethical, stakeholder stance rather than just returns to the shareholder. “Tata International’s CSR initiatives are in keeping with the Tata spirit of giving back to society. It is a Tata way of approach – enunciated by the company’s Mission –to be the most reliable global network for customers and suppliers, that delivers value through products and services, and above all, to be a responsible value creator for all our stakeholders,” says a company spokesperson. TIL’s corporate social responsibility is about sustainability. CSR and corporate sustainability represent the way companies achieve enhanced ethical standards and a balance of economic, environmental and social imperatives addressing the concerns and expectations of their stakeholders. Corporate governance reflects the way companies address legal responsibilities and therefore provide the foundations upon which CSR and corporate sustainability practices can be built to enhance responsible business operations.

COVER STORY

In true TATA spirit, for over half a century, TIL has been deeply committed to giving back to the society – and its engagement predates any mandate that necessitated corporate entities to undertake CSR activities.

TIL has a triple bottom-line approach to addressing sustainability issues, embracing the larger community to share best practices and building competencies through skills training and empowering work force, that leads to upliftment at various levels. Additionally, CSR in the TIL context has also been significant in areas of energy conservation, environment protection, waste reprocessing etc. especially as the leather business that TIL has pioneered as the only organized player in India currently, is perceived to be a polluting industry. The triple bottom line, a three-fold manifesto, constitutes a company’s environmental obligation, its social responsibilities, and its financial bottom line while also addressing the need for a company to assume responsibility towards environment and society. Traditionally, companies have followed a stringent reporting system of its financial position, whereas environmental and social obligations have been pushed onto the back burner. But as many would be aware, the Tata group has been practising the triple bottom line way before it became a norm with corporate houses worldwide. TIL’s commitment to sustainable development is second to none and is reinforced by the pioneering environment protection, ecological conservation measures in and around its facilities, the constant research and updating their application of sustainable manufacturing processes for reduced environmental impact.

TIL undertakes heavy reforestation and creation of new water resources in the form of ponds and wells for the surrounding communities. One of India’s largest solar thermal water heating systems at the Dewas leather factory. TIL works on a wide range of green initiatives, encouraging its employees to think green. “When the factory was started in the 70’s there was only one mango tree in the entire 100 acres areas. We have since planted more than 2 lakh trees in this area to build a mini forest,” says the team at TIL Dewas involved in R&D But what one has to account for is the waste that is associated with leather manufacturing. TIL’s green focus has seen 200,000 trees being planted at the leather factory at Dewas, apart from a reforestation plan of the Tekri hillock plan in Dewas that has been initiated. Five ponds of 10,000 cu.mtrs have been excavated in the factory for water harvesting & utilisation. Children’s parks have been created with the excavated earth. Waste and its disposal is a hard reality of the leather manufacturing process, but TIL has managed to dramatically soften its impact on the environment; almost all the waste generated is recycled. “We convert non-bio-degradable waste into bio-degradable and we make biogas out of it. We are generate many other chemicals like fertilizers, amino acids, enzymes from recycling.” says a company spokesperson.

CSR & COMPETITIVENESS, MAY 2014

COVER STORY

CHRIS HANSEN Global Head- Leather Tata International Ltd.

“We have to play a big role in the management of waste from the leather industry because we can afford the R&D. Waste is the inefficiency of the production process so most of our R&D effort is towards recycling, making impossible thing into possible. This is a step towards completely green technology. We ensure that the facilities uphold a zero discharge principle.”

The leather factory in Dewas has a sophisticated effluent treatment plant in place along with a reverse osmosis plant for liquid waste. Research & development projects like processes for chrome free leather, process changes study for eco labelling of leather products are also being followed. Tata International also has one of India’s largest solar thermal water heating systems at the leather factory in Dewas. “We have to play a big role in the management of waste from the leather industry because we can afford the R&D. Waste is the inefficiency of the production process so most of our R&D effort is towards recycling, making impossible thing into possible. This is a step towards completely green technology. We ensure that the facilities uphold a zero discharge principle”, says Chris Hansen, Global Head – Leather at Dewas. TIL has not limited its sustainable initiatives to recycling. The company has touched the lives of many across locations. Education has been a focus area with the construction and adoption of school buildings enabling complete class room infrastructure, computers, and training of teachers. Financial assistance has been made available to several NGOs in the areas of education, healthcare, medical research and social welfare in the towns where it operates. Students from weaker sections are helped by distributing study material to help boost the confidence of the children studying for the exams.

CSR & COMPETITIVENESS, MAY 2014

Continuing its efforts in promoting education, TIL has adopted and upgraded ITI institutes and offers their promising students employment. Continuous vocational training at the school, college and adult level is given to both men and women, to make them employable in the footwear trade and beyond. TIL has initiated and developed skills training programme in the area of leather articles for the Indore jail inmates as part of proactive support towards rehabilitation of these prisoners and offer alternative livelihood options. The company has also collaborated with the Madhya Pradesh Handicraft Development Board (India) and the World Bank to run formal training courses for the Leather & Jute Training Centre at Indore that gives meritorious students employment at its leather factory. Employment generation Tata International has set up co-operatives and self-help groups (SHGs) at Indore, Dewas and Mhow to generate leather industry-related employment for women, by providing formal training to women in the manufacture of leather articles, footwear and its components. The company, in collaboration with the Madhya Pradesh Handicraft Development Board and the World Bank, runs formal training courses for the Leather & Jute Training Centre at Indore, and gives meritorious students employment at its leather factory.

COVER STORY

Women working in factories was known to be taboo in Madhya Pradesh and hence it was important to create and brand this initiative as Nav Chetna, or new message. In a short while Nav Chetna has benefitted many lives and impacted livelihoods and made a difference to how women see themselves in traditionally male dominated areas.

At the new ladies footwear manufacturing plant in Dewas, the complete end-to-end operations are managed by 2000 women, who are trained to manufacture footwear by FDDI trainers. This is a further extension of Tata International’s commitment to provide opportunities to women and underprivileged sections of society. Affirmative Action: Nav Chetna The company practices Affirmative Action in employing a diverse work force and ensuring equal opportunities are given to all. In keeping with the Group’s values, the Company believes in economic and social empowerment of the disadvantaged society and plays a pro-active role in its upliftment and welfare. It’s Leather Business Unit (LBU) in Dewas, has undertaken several affirmative actions for the SC, ST and OBC communities of the state. Nothing highlights the Tata Philosophy of giving back to society as much as TIL’s initiative at Dewas. In 1974 the Tata group philosophy came to live in Dewas and continues to be the driving force behind many initiatives till date. A vision that stems from the group’s corporate philosophy of improving the quality of life in all its forms to the benefit of all. Tata International is one of the leading leather processing units in the world. Powered by a proud and passionate team, TIL has redefined production standards and have pioneered product breakthroughs that have leather industry around the world, take notice.TIL’s achievement have led alliances with some of the most revered names from the global leather industry – Gabor fashion, Manga, Samsonite, Bugatti. Some of the best leather products are exported across the globe from the facility at Dewas. Finished leather to designer garments, from chic accessories to trendy footwear and while creating leather for the world, they are also crafting an important revolution in Dewas at Tata International Limited,

lives are being crafted. Woven around this factory are the stories of women whose lives have been transformed by Nav Chetna, an initiative for women under TIL’s Affirmative Action platform. Subscribing to the view that a woman is the full circle who has within her the power to create, nurture and transform, TIL has identified and fostered the idea of women’s empowerment. The Nav Chetna initiative has helped overcome many challenges that women in the rural, backward areas of Dewas and some 10 villages around have faced. Women working in factories was known to be taboo in Madhya Pradesh and hence it was important to create and brand this initiative as Nav Chetna, or new message. In a short while Nav Chetna has benefitted many lives and impacted livelihoods and made a difference to how women see themselves in traditionally male dominated areas. Tara, a field worker, works in a TIL sponsored village centre at Dewas and earns precious additional income for her household. Malti, who is a widow getting on in years, was trained at one of the ten shoe-making centres and regards TIL as her ‘mother and father’. She feels proud of the fact that despite her age she gets to work and earn. Seema, popularly known as the China girl, was one among the 40 chosen by TIL to travel to China and enhance her skills. Most of these women are empowered and independent to contribute financially towards the welfare of their families. The scale and impact of this initiative is massive. More than 6000 people from different communities were trained including more than 1900 Dalit women – this represents TIL’s successful efforts at creating an inclusive society across classes where mainstreaming of women is a key goal. Of the trained while 374 are employed at the TIL factory and 117 have been placed with ancillaries, more than 500 women are working across 10 village centres.

CSR & COMPETITIVENESS, MAY 2014

COVER STORY

N MOHAN Head - Global Footwear Tata International Ltd.

“We expect that in Dewas alone, production will more than double in 2016. The required workforce will grow from 1,400 to 2,400 artisans”.

Mainstreaming of Dalit women has been one of the most critical outcomes of this initiative apart from increasing annual incomes of women by four fold, imparting skills training to the local population, promoting girls’ education and increasing savings in the families. Nav Chetna has helped create a footwear industry with new work culture and a base to support growth plans and to ensure continued participation from stakeholders. Expanding and extending this model across other locations will allow TIL to increase its engagement with the local communities and help improve their social circumstances. The road ahead The advantage of sustainable development is that is economic growth that does not compromise new generations. It can also provide work for locals. It involves local people and provides them with rewarding, immediate work, income, and education. It preserves functionality and diversity of system while providing a wide range of economic benefits to people as well as corporate entities. As more and more organizations are aligning their practices and processes to global norms on environment, work practices, people welfare, ethical practices to be able to stay ahead and build sustainable businesses, Tata International continues to be deeply committed to being a good corporate citizen by being a proactive, integral and responsible member of the community and the environment in which it operates. Stringent goals for the reduction of its carbon footprint and greenhouse gases in the leather factory, coupled with empowering and enhancing the livelihoods of the local communities in equal measure, are TIL’s objective for a better

CSR & COMPETITIVENESS, MAY 2014

tomorrow. Rehabilitating the right way A very important component of jail reforms is the creation of livelihood opportunities for its inmates. If prisoners are gainfully employed in jails, they will have the confidence to earn a living using their acquired skill sets when they go back into society. Taking CSR initiatives into jails is one way of giving prison inmates experience, which they may otherwise never have been able to get. Tata International began working with the Indore Jail to help the inmates look at options of rehabilitation and with the support of the authorities, have been able to teach the inmates how to craft small products in leather which can be sold in local markets. The initiative, which took off in June 2012, follows the tradition of working closely with the local communities. In the long term it hopes to be able to impact jail reform and make rehabilitation more skill based and market oriented. The initiative has been started with the purpose of enabling the inmates to look at new skill sets that could create a sense of self-worth and find alternative streams of livelihood. Tata International Ltd. firmly adheres to the Tata Group philosophy of ‘giving back to society many times over’. The firm aims towards long-term value creation for the immediate environment it works in by providing infrastructure support, education and training, scholarships, support for local economies and through sustainable partnerships with various stakeholders. Tata International’s social responsibility in the geographies it operates in is an extrapolation of the firm's deep rooted engagement with communities.

CASE STUDY

GVK EMRI

Revolutionizing

Emergency Care Services CSR & COMPETITIVENESS

GVK EMRI has handled over 26 million emergencies and saved over 0.95 million lives. GVK believes that its leadership stature goes beyond business success, in terms of numbers and figures. Believing in this, GVK has initiated its CSR initiatives through GVK foundation. GVK foundation has thus, extended initiatives in various areas like providing emergency services housing for underprivileged people, education, health and hygiene, community based programs, empowerment and entrepreneurship development, arts, music, sports and a number of other socio-economic and cultural activities. GVK EMRI's vision is to respond to 30 million emergencies, to save 1 million lives annually and to deliver services at global standards.

DR. GVK REDDY Founder Chairman & Managing Director GVK 16

CSR & COMPETITIVENESS, MAY 2014

CASE STUDY

Today, GVK EMRI is acknowledged as the most efficient, speedy, reliable and caring service provider in its category. It is the life saviour in 14 states and two Union Territories (Andhra Pradesh, Gujarat, Uttarakhand, Goa, Tamil Nadu, Karnataka, Assam, Meghalaya, Madhya Pradesh, Himachal Pradesh, Chhattisgarh, Uttar Pradesh, Rajasthan, Kerala, Diu Daman and Dadra Nagar Haveli).

arly this year, an academician identified a middle aged man who had collapsed on the road while riding his two-wheeler on the outskirts of Hyderabad and immediately dialed the toll free number108. Soon, an ambulance reached the spot with sophisticated medical equipment and an emergency technician immediately attended to the man. The man had suffered a stroke but with the timely response and care he survived. On an average, over 285,000 people in India face an emergency every day leading to 100 Million emergencies every year. 80% of them are medical emergencies, 18% are police emergencies and 2% are fire related emergencies with only 20-25% of all emergencies receive attention. The ‘Golden Hour’ as medical science calls it, is that critical period where medical help to an accident victim can become the difference between life and death. In such a scenario, the importance of reliable Emergency Services cannot be over emphasized, especially in India where the government has the responsibility of caring for a majority of the population. In addition, the diverse terrain, condition of roads and erratic transport system often lead to delays in transporting an emergency case to the nearest medical facility. The need for an emergency response mechanism like 911 services in USA was long been felt in India. It all changed in 2005 with the launch of Emergency Management and Research Institute (EMRI) in Andhra Pradesh. This is a service that coordinates every emergency through a single toll free number 108. The number when called ensures prompt communication and activation of a response that includes assessment of the emergency, dispatch of the ambulances along with a well-trained Emergency Medical Technician. GVK took over the reins of the service in 2009.

CSR & COMPETITIVENESS, MAY 2014

n GVK EMRI has attended over 26 million

emergencies and saved over 0.95 million lives n Maternal Mortality Ratio has reduced by nearly 15% in states where GVK EMRI services has been operational for 2-3 years. n GVK EMRI has handled more than 8 million pregnancy related cases and assisted in more than 0.3 million deliveries that took place in transit to a medical facility Today, GVK EMRI is acknowledged as the most efficient, speedy, reliable and caring service provider in its category. It is the life saviour in 14 states and two Union Territories (Andhra Pradesh, Gujarat, Uttarakhand, Goa, Tamil Nadu, Karnataka, Assam, Meghalaya, Madhya Pradesh, Himachal Pradesh, Chhattisgarh, Uttar Pradesh, Rajasthan, Kerala, Diu Daman and Dadra Nagar Haveli). Today, the service covers more than 750 million people, more than half of India's population – making it the world's largest integrated emergency service provider. Emergency Management requires the integration of three cardinal pillars: Sense, Reach and Care. It requires co-ordination with multiple institutions to provide quick and quality response. GVK EMRI has therefore aligned with Government and Private Hospitals for timely response in case of medical emergencies. The call centre is also in contact with the police control room for easy dispatch of police and fire brigade in case of Police and Fire emergencies. GVK EMRI’s vision is to respond to 30 million emergencies, to save 1 million lives annually and to deliver services at global standards. Improving health, quality of life and reducing poverty has been the larger vision behind inception of GVK EMRI.

CASE STUDY

GVK EMRI’s vision is to respond to 30 million emergencies, to save 1 million lives annually and to deliver services at global standards. Improving health, quality of life and reducing poverty has been the larger vision behind inception of GVK EMRI.

Spearheading the mission of Saving Lives and integrating the larger objective of GVK EMRI to provide the Right to Safety for common man, 108 project was founded to provide an end-to-end solution in the hour of need to the distressed. The role that specialized Emergency Medical Services can play in saving lives during times of calamity was highlighted during the floods in Uttarakhand last year. GVK EMRI services were instrumental in providing first level medical aid to those affected and played a critical role in supporting the Search and Rescue operations. A special call centre was setup to co-ordinate the movement of the ambulances for flood relief. This was only possible because the ambulances and personnel were strategically located and trained to respond in such situations. Nearly 1500 lives were saved by intervention of GVK EMRI services during the Flash Flood period. Life Changing Care In a country with a high Maternal Mortality Ratio (MMR), often caused by delay in transporting the pregnant women to a medical facility at the time of labour – GVK EMRI services have played a big role in reducing the MMR indicators. In the States where GVK EMRI services are operational for more than 2-3 years. MMR indicators have dropped by 15% or more after the introduction of GVK EMRI services. Today, more than 50% of the calls handled by GVK EMRI services relate to pregnancy related cases. GVK EMRI has handled more than 8 million pregnancy related cases and assisted in more than 0.3 million deliveries that took place in transit to a medical facility. Technology plays a pivotal role in the success of a centralized, responsive emergency management system working round the clock. GVK EMRI has integrated multiple technologies in its backbone to provide speedy response. These technologies involve a Computer Communication Toolkit (CCT), Geospatial Information System (GIS) Maps and Geographical Positioning System and Automatic Vehicle Locating technology (GPS/AVLT) for locating and directing ambulances in relation to the emergency’s location along with Mobile

Communications and Application Software for Sense, Reach and Care. Its fleet of over 7000 ambulances now includes ‘Janani Shishu Suraksha Yojana’ or ‘Mother & Child Drop Back facility’ where in dedicated vehicles for transporting new born babies and mothers to their homes in sterile conditions.. These vehicles are equipped with all necessary medical equipment and are insulated from the outside environment. These vehicles also carry a counsellor who educates the mother on infant care. Neonatal Ambulances specially designed to transport new-born babies requiring critical medical intervention have been launched. Managing such advanced critical care equipment requires the right set of skills. GVK EMRI has a world class Emergency Medicine Learning Center (EMLC) and a dedicated team of highly qualified Emergency medical professionals. GVK EMRI has collaborated with Stanford School to build, enhance and benchmark the training programs at international standards. Not stopping there GVK EMRI has been certified as International Training Centre (ITC) by the American Heart Association (AHA). Qualified medical professionals and specialists from emergency medicine, anesthesiology, pediatrics, public health, Certified AHA and ITLS Instructors are involved as resource persons in various training programs. The GVK EMRI service does not end where the road ends. In remote, inaccessible areas of the country – innovative solutions have been deployed to ensure that emergency medical care reaches the farthest corners. Specially designed Boat Ambulances in Assam and Uttarakhand cater to riverine areas or areas that are prone to floods. Portable ‘Doli-Palkis’ have been rolled out in hilly areas of Uttarakhand. With the aid of its proven technology and infrastructure, GVK EMRI has also entered the arena of protecting law and order in the society - Going a step further, GVK EMRI has now partnered with the Andhra Pradesh Police to set up an integrated emergency response service mechanism.

CSR & COMPETITIVENESS, MAY 2014

CASE STUDY

The ‘Project Dial 100’ aims to integrate best practices in emergency management and thus ensure efficient service delivery to the citizens of Andhra Pradesh. Under the project, the State Police along with GVK EMRI will build and operate a unified command and control centre for the State.

The ‘Project Dial 100’ aims to integrate best practices in emergency management and thus ensures efficient service delivery to the citizens of Andhra Pradesh. Under the project, the State Police along with GVK EMRI will build and operate a unified command and control centre for the State. This will cohesively coordinate for other emergency services like medical, fire and other disaster related response services. GVK believes that its leadership stature goes beyond

business success, in terms of numbers and figures. Believing in this, GVK has initiated its CSR through GVK foundation. GVK foundation has thus, extended initiatives in various areas like providing emergency services housing for underprivileged people, education, health and hygiene, community based programs, empowerment and entrepreneurship development, arts, music, sports and a number of other socio-economic and cultural activities.

A Man with Vision DR. GVK REDDY Founder Chairman & Managing Director GVK

CSR & COMPETITIVENESS, MAY 2014

Dr. GVK Reddy has been honoured with Padma Bhushan for his outstanding contribution to entrepreneurship and societal upliftment. When the vision goes beyond achieving business success, true change begins. At GVK, the inspiration always comes from the knowledge that besides the value it brings in its diversified presence across core verticals, its commitment extends to make this world a better place. GVK aspires to be the world’s premier infrastructure and utilities organisation that constantly strives to provide the highest standard of products and services and a sustainable quality of life for all stakeholders. GVK’s leadership stature goes beyond business success in terms of numbers and figures. It has always believed in giving back to the community by having an overall sustained development of the society. Beginning with the lesser privileged sections, GVK endeavours inclusive growth by implementing initiatives that are long-term, sustainable and measurable. Be

it operating India’s largest emergency response service, community development, education or helping sustain a green planet, GVK believes in being relevant and making that crucial difference, at every step. GVK Foundation runs many development programs on a national level like health and hygiene, community-based programs, empowerment and entrepreneurship development, arts, music, sports and various other socio-economic activities. GVK EMRI, one of the most significant social initiatives of GVK EMRI, is a nonprofit organisation that works on PPP model. This life saving initiative has gained huge momentum across the country with more and more states partnering with GVK EMRI in this worthy cause. Today, GVK EMRI operates as the world’s largest integrated emergency service provider. With the valuable support of State Govts and other technology partners, this service caters to over 750 million people across 14 states and two Union Territories.

CASE STORY BY AMITESH CHANDRA & PRABHAT KUMR MISHRA

Ambuja Cement Foundation

Weapon for

Weed Management Farmer's of Howrah district of West Bengal are using advanced methodologies and technologies in agriculture and reaping benefits. A CSR initiative by Ambuja Cement Foundation(ACF) proves that the corporate world can play a crucial role in addressing development issues like food security. ACF is the CSR arm of Ambuja Cement Limited. ACF is involved in people centred and participative community development activity since 1993. It is reaching out to more than 13 lakh peope in over 855 villages. A team of 423 dedicated professionals implement its projects and programs in 22 locations in 12 states across India. ACF works exclusively with rural communities on issues related to water resource management, agro & Sill-Based Livelihood generation, health, education, women empowerment and rural infrastructure development. CSR & COMPETITIVENESS, MAY 2014

CASE STORY

ACF supported the farmers with mechanized weeders, trainings and exposures under the System of Rice Intensification (SRI) programme. This has helped the farmers to reap benefits and the situation has significantly changed for the better.

INTRODUCTION The objective of this intervention by Ambuja Cement Foundation (ACF) is to provide support to the marginal farmers to grow paddy in a profitable manner by reducing the cost of cultivation and drudgery. Farmers who previously were unaware of the mechanized weeding practices have now accepted weeders as an indispensible friend. ACF supported the farmers with mechanized weeders, trainings and exposures under the System of Rice Intensification (SRI) programme. This has helped the farmers to reap benefits and the situation has significantly changed for the better. CONTEXT One of the oldest problems since the inception of agriculture is weed. It acts as one of the main limiting factors in crop production. Humans always perceive the weeds as useless plants and undesirable at a place where it grows. Major competition takes place for nutrients, space and light by uncontrolled weeds with the crop plants and they cause of some harmful effects by decreasing the quality and quantity of the main crop. The main stay of the economy of Howrah district is both industry and agriculture. Rice is the staple food of the people of Howrah district and rice is cultivated in 115.5 thousand hectares (gross) of land. Boundaries of the district are naturally determined by Rupnarayan River on west and south-west, and by Bhagirathi-Hooghly river on east and south-east side. On north side, the

boundary is an artificial one except for Bally Canal on north-east and Damodar River on north-west. The fertile and alluvium-rich soil of the area with flat alluvium plains, good rainfall of around 1582 mm and a moderate temperature ranging between 8.4 and 37.8 degree Celsius is favorable for growth of rich biomass. Like other paddy growing districts of West Bengal farmers here were facing acute problems from numerous species of weeds like grasses, broadleaved weeds and sedges. Controlling weeds were costing a lot of money, time and effort. Most of the farmers of Howrah district were ignorant of the fact that allowing weeds to grow unchecked in and around rice fields (i.e. on paddy bunds) can attract insects, pests and rodents, and can also act as hosts for diseases. Farmers here preferred to keep their field water logged only to control weeds. In order to save the labour cost use of harmful herbicides was a popular practice especially among the sharecroppers. Due to lack of awareness farmers were using some non-biodegradable herbicides which were very toxic. Often these herbicides are carried into streams by runoff rainwater and are leaching into underground water supply polluting them. Herbivores were eating the plants treated with herbicides and when carnivores were eating herbivores the toxic herbicides were passing up the food chain.

Amitesh Chandra (corresponding author), Project Executive, Ambuja Cement Foundation, Sankrail unit, West Bengal. He is an M.A. in Rural Development and involved with agro-based livelihood promotion and village institution building programs since last 5 years. E-mail: amitesh.chandra@ambujacement.com Prabhat Kumar Mishra, Area Programme Manager, Ambuja Cement Foundation, West Bengal and Chhattisgarh, is an M-Tech. and has over 15 years of experience in the field of Rural Development. E-mail: prabhat.mishra@ambujacement.com

CSR & COMPETITIVENESS, MAY 2014

CASE STORY

Initially the farmers were not very comfortable with the continuous hand holding support of ACF facilitators and with capacity building support the farmers overcame all difficulties. In several workshops and training the farmers were made aware on the benefits of timely weeding and of the harmful impacts of weeds on plant health.

ACF has been working in the area since 2001. It has undertaken many need-based activities in the area and worked in partnership with the community. ACF has supported women to organize themselves into Self Help groups (SHGs), and also worked on health, education, infrastructure and income generation activities. Among youth, the work has focused on skill-training. As the ACF interacted with the rural population, they came to understand this dimension of paddy farmers and resolved to initiate some programme to improve the situation. INTERVENTION In order to address the problems discussed above, an intervention programme was designed. Farmers of Howrah district were already cultivating paddy but due to poor yield and increasing cost of cultivation they were unable to sustain their livelihood from this occupation. They opted for alternatives like working as daily-wage labourers in factories and railway yards. Some also worked as zari (work on sarees) workers. Consequently, they even started neglecting their field which contributed to more weeds and further decline in the quantity and quality of yield. Phase I – Piloting and learning: The first phase of working with the paddy farmers of Howrah district started in 2008. ACF’s strategy was to promote mechanized weeding under System of Rice Intensification (SRI) methodology among the paddy farmers. ACF wanted to have a grip over the issues and hence initiated discussion with the farmers. Many FGDs were done to assess the problems associated with paddy farming and also to find a way out, keeping the farmers view about the ground realities. The FGDs yielded information and an analysis of the

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same concluded that factors like soil fertility, water availability, climate and market demand being favorable to the paddy growers, the situation could be bettered if ACF acted on issues like introduction of improved agricultural practices for increase in yield, reduction in cost of cultivation and drudgery. SRI cultivation was promoted among 10 farmers on pilot basis in the Kharif season of 2008-09. They were provided 1 Japanese weeder and 1 rotary weeder machine for trial. The weeders were provided to the farmers in the ratio 5:1. The farmers found the rotary paddy weeder more convenient to use than the Japanese weeder. ACF facilitators guided the farmers in proper operation of the weeders. Several exposure visits and field days in the pilot plots were organized with the farmers from the nabouring villages. The farmers who visited the demonstration plots interacted with the farmers and tried their hands on the weeders. Phase II – Awareness, capacity building and expansion: Inspired by the success of the demonstration plots 63 farmers came forward to adopt this methodology in 12.4 hectares of land in the next season. As the area was scattered 30 more weeders were procured during the next season. The programme went on expanding with the financial assistance from NABARD. 3493 farmers of Howrah district have adopted this technology in 1160 hectares of land. These farmers were supported with 411 weeders. Initially the farmers could not handle the weeders comfortably but with the continuous hand holding support of ACF facilitators and with capacity building support the farmers overcame all difficulties. In several workshops and training the farmers were made aware on the benefits of timely weeding and of the harmful impacts of weeds on plant health.

CASE STORY It provides a favourable environment for the beneficial aerobic microbes and bacteria to multiply which in turn helps in improving the soil health. Hence with the help of weeder machines the unwanted weeds are now being used as a valuable organic input for agriculture. OUTCOME The work undertaken by ACF at Howrah district since 2008 has yielded some very positive outcomes and has quite reversed the situation. The very area where not so long ago, farmers were quitting agriculture and opting for other kinds of work, now presents a different picture with farmers going back to agriculture work. Previously, the cost of the inputs used by the farmers was too much for them, but ACFâ&#x20AC;&#x2122;s intervention has improved matters a great deal. Some of the outcomes of the intervention are listed below: Reduced cost of cultivation and labour dependency: With the use of weeders the farmers are now able to weed their land by themselves instead of depending on the agricultural labourers. In traditional method 60 labours are required for weeding 1 hectare of land twice where as under in SRI method with the use of weeder 11 man days are required. The prevailing labour rate in the

area for agricultural labours is Rs 140 per day. Hence under SRI method with the use of weeders Rs 6860 can be saved as weeding labour cost per hectare. At present weeders are procured at the rate of Rs 1573 each. Improving soil fertility and health: Farmers using weeder machine refrain from using harmful chemical herbicides. Hence the harmful effects of herbicides on environment can be avoided. Previously during hand weeding under traditional method of paddy cultivation the farmers use to throw away the weeds out of the agricultural land. But now with the help of weeders they are mixing the weeds into the soil which is decomposing into rich organic manure. With every weeding the soil is being loosened and aerated. It provides a favourable environment for the beneficial aerobic microbes and bacteria to multiply which in turn helps in improving the soil health. Hence with the help of weeder machines the unwanted weeds are now being used as a valuable organic input for agriculture.

Knowledge is Strength Modan Paul of Rudrapur village of Panchla block is a veteran farmer of 62 years old. He is associated with ACF since the Kharif season (2009) for SRI cultivation. In the first season being uncomfortable with the weeder machine he employed 11 labour for the first weeding and 9 more labours for second weeding in his 0.27 hectares of land which is almost equivalent to the labour requirement under traditional method. In the first season he got a moderate yield of 1440 kg from his 0.27 hectares of land which is 28.6% more than the traditional yield in his village. He gradually overcomes his difficulties with the hand holding support of ACF facilitators. ACF first exposed him and another 17 farmers like him to the SRI fields of an NGO at Gosaba block of Sunderban district. After observing their fields and interacting with their farmers our farmers learnt that they were committing some common mistake which is causing them the difficulty to use weeder machine. They understood that in order to reap the benefits from weeders they need to maintain a perfect straight line both horizontally and vertically. Here they learnt the technique. Previously our farmers were maintaining a straight line only in one side. They also learnt that they should not allow the weeds to grow too big and maintain proper space between the plants. Gradually with the help of weeder machine Modan Paul himself managed to complete the weeding in 3 days without hiring any labour from outside. In the second season he got a yield of 1600 kg which is 33.33% more than the traditional method in the boro season and his cost of cultivation was reduced by 36%. From 0.27 hectares he gradually expanded his area of paddy cultivation to 0.53 hectares. Initially, availability of skilled labour for transplantation and weeding was a constraint for him but now he has formed a small group with his fellow SRI farmers who have mutually agreed to contribute their labour to transplant each other's land and for weeding he is now self dependent. Inspired by his case more than 100 other farmers have adopted mechanized weeding in the surrounding areas. He says â&#x20AC;&#x153;now I have got the trick of cost saving and there is no need to depend on the agricultural labourers as their availability is scarce during the weeding season.â&#x20AC;?

CSR & COMPETITIVENESS, MAY 2014

CASE STORY

Most of them have adopted line sowing and using the weeder machine. Though these farmers are not directly involved in ACF’s SRI programme but yet weeder support is extended to them for encouragement.

Water saving: Previously farmers preferred to keep their paddy field water logged at all the stages of crop cycle only to control weeds. After using weeder machines the farmers try to keep as less water as possible as now they are not feared of weeds besides they have became aware of the benefits of keeping their field in moist condition. They only flood the field in critical stages. Farmers adopting line sowing in low lands: The farmers who cultivates paddy in the low land, where it is difficult to follow SRI, have also realized the benefits of weeding with the help of weeder machine. Most of them have adopted line sowing and using the weeder machine. Though these farmers are not directly involved in ACF’s SRI programme but yet weeder support is extended to them for encouragement. Increase in yield quality and quantity: Mechanized weeding is having a direct impact on the health of the plant which is resulting in increase in the quantity and quality of yield. Once Unknown Now Indispensible Farmers Nitai Patra, Sukumar Makhal and Sk Hanif of Sankrail block are applying 3 mechanical weeding at 15, 25 and 35 days after transplantation following paddy cultivation under SRI method. Each time after weeding they have observed that the plants are bearing many more new tillers. They realized that with weeding the soil is being aerated and loosened. This helps the plants in better root growth. Weed free agricultural plot is less susceptible to pest and diseases. With more number of tillers and less incidence of pest and disease the quality and quantity of yield is automatically improving. The farmers attribute 15% increase in yield only due to the use of weeders. The situation today seems to be proceeding as desired. The ACF team’s effort has paid off. The work seems now at a stage where the farmers and their institutions can take it to the next orbit.

CSR & COMPETITIVENESS, MAY 2014

LEARNING Working on the paddy weeding intervention programme has provided some important sets of learning for the practicing community. It is important that, when intervention s are designed and executed by other organisations, they look at some of these learning as these are likely to provide directions to others who wish to initiate such interventions. These are: n Technology transfer is sustainable if…: Only handing over the weeders to the farmers will not fulfil the objective. Initially the farmers were not very comfortable in using the weeder machine. The ACF facilitators identified the practical problems in the field and resolved the same with continuous hand holding support capacity building and exposures. n Building accountability for success: A single weeder is shared with at least 5 farmers but at times it has been observed that farmers tend to neglect the weeders as they were getting the service free of cost. Taking lessons from this experience the farmers clubs promoted by ACF are given the responsibility of managing the weeders and they are charging Rs 5 per day from the individual farmers as service charges. This has helped in proper maintenance of the weeders and an additional source of income for the farmers clubs. CONCLUSION The intervention on promotion of manually operated mechanized weeders has not been an easy task at Howrah district where farmers were used to using chemical herbicides. Asking them to stop using chemicals is not easy. However, in spite of all these difficulties, the intervention saw a manifold increase in the number of farmers and area under mechanical weeding. The intervention is likely to get enlarged in scope in days to come with the farmers clubs participating in the program and leading the drive.

ARTICLE BY RUSEN KUMAR

Leprosy in India- Addressing New challenges Leprosy affected people are often denied access to basic human rights. Services available to the common public are not available to them on account of the social stigma. Till such time as societal attitudes undergo the needed change, it is imperative that those affected by leprosy are assured of access to basic health, education and other public services and special efforts made to provide them alternative livelihood options other than charity and alms.

t is nine years now since Leprosy was officially declared eliminated as a public health problem in India. Yet the shadow of leprosy still looms large. Although the prevalence rate is now less than 1 per 10,000 population (which the WHO defines as elimination rate) India still accounts for the largest number of leprosy affected people in the world (58%) with 1,35,000 new cases being identified in 2012-13. The WHO, official reports received from 115 countries and territories highlighted the global registered prevalence of leprosy at the end of the first quarter to be 189,018 cases, while the number of new cases detected during 2012 was 232,857 (excluding the small number of cases in Europe). Brazil which accounts for the second largest population, (25%) the total number of new cases was only 33,303. LEPROSY Leprosy, also referred to as Hansen’s disease, is one of the oldest recorded diseases that primarily affects the nerves of the extremities (hands, feet, face), the lining of the nose, and the upper respiratory tract and if left untreated it can cause nerve damage, loss of feeling, paralysis and blindness. Leprosy is a chronic, progressive bacterial infection caused by the Mycobacterium Leparae that multiply very slowly and it could take 2-10 years before signs and symptoms appear. There is however some good news – over 90% of the people are naturally immune to the disease. Also contrary to general belief, leprosy is not transmitted

through touch, it is not contagious. WHO classifies it among the least infectious diseases which, may be contracted through prolonged and closed contact with an untreated patient. Once treated, with MDT (Multi Drug Therapy – a combination of antibiotics) – a patient becomes non infective within 24 hours of starting the treatment. The earliest sign of leprosy is a patch on the skin accompanied by a definite loss of sensation in the area. If left untreated it can lead to severe nerve damage and disabilities however if diagnosed at an early stage and treated adequately, disfigurement and disability can be prevented. Treatment is effective at all stages of the disease though disabilities cannot be reversed and need reconstructive surgery. In the past 20 years, 16 million people worldwide have been cured of leprosy (World Health Organisation, 2014). STIGMA ATTACHED TO LEPROSY Though easily treatable and completely curable, leprosy continues to strike fear in the minds of people who still believe it to be contagious and hereditary. The ensuing stigma and the discriminatory attitude by family/society is often described by those affected as worse than the disease itself. Not only do affected individuals face rejection and social exclusion but their families too have to put up with discrimination and loss of face. Families often abandon those members that have been affected by leprosy, forcing them to live on the streets and beg for their survival.

CSR & COMPETITIVENESS, MAY 2014

Education and trainings for livelihood are another area of concern. It is often found that leprosy affected people; especially those living in colonies have very poor levels of education. What is worse is that their children are denied access to good schools. While no government schools can deny admission, students often report that teachers make them sit separate and other children do not mix with them. Often those affected leave homes on their own, not wishing their family members to suffer the indignities that are heaped on them; and all of this because there is a huge deficit of accurate information about leprosy. Misconceptions, traditional views and misinformation combine to make the lives of those affected lonely and miserable. While government continues its efforts to reduce the burden of the disease, its work is stymied by the rampant stigma against the disease which prevents patients from seeking medical treatment till the disease can no longer be hidden. Delay in seeking medical help results in nerve damaging and other disabilities thus making social rehabilitation difficult. Early treatment and cure can prevent disabilities leaving no telltale signs of the disease and making rehabilitation easier. It is important to educate family members and the general public that leprosy can be cured and is not to be feared. Clearly a massive awareness campaign has to be mounted across the country. Tuberculosis too, used to carry a great deal of stigma but through persistent public awareness creation, there is a significant decline in the stigma against those affected by it. The same could and needs to be done for leprosy. Additionally there are many National, State and Local laws in India that have discriminatory provisions towards leprosy affected people. One of them is the marriage laws of India, which considers leprosy as grounds for divorce. Many States prohibit leprosy affected people from running in local elections. There are many more laws that are prohibitory and need to be repealed. STEPS TOWARDS ERADICATING LEPROSY Leprosy affected people are often denied access to basic human rights. Services available to the common public are not available to them on account of the social stigma. Till such time as societal attitudes undergo the needed change, it is imperative that those affected by leprosy are assured of access to basic health, education and other public services and special efforts made to provide them alternative livelihood options other than charity and alms. One of the most pressing needs of those affected by leprosy is access to general health services. While leprosy related medical services are available, they have nowhere to go for common ailments. Many report that even doctors in government hospitals are afraid of treating them and prefer not to CSR & COMPETITIVENESS, MAY 2014

ARTICLE

touch or examine them. Education and trainings for livelihood are another area of concern. It is often found that leprosy affected people; especially those living in colonies have very poor levels of education. What is worse is that their children are denied access to good schools. While no government schools can deny admission, students often report that teachers make them sit separate and other children do not mix with them. Education and trainings for livelihood are another area of concern. It is often found that leprosy affected people; especially those living in colonies have very poor levels of education. What is worse is that their children are denied access to good schools. While no government schools can deny admission, students often report that teachers make them sit separate and other children do not mix with them. Those who manage to go through school cannot afford higher education as begging is the only source of income for their parents. Access to scholarships would go a long way in supporting and encouraging the young in colonies to break out of the dependency mode which their parents have fallen into. Those who have been cured at an early stage and can work often donâ&#x20AC;&#x2122;t have opportunities to learn skills and trades that would enable them to work. They also lack access financial resources and services which would enable them to start a livelihood initiative on their own. CONCLUSION Leprosy, being one of the most misunderstood diseases of the world poses challenges in its control and elimination in India. Careful examination of the theoretical and practical approaches of the past provides insights for the future. To reduce the burden of leprosy in India, it is important to develop a holistic approach that includes ongoing education, sustainable livelihood programs and skills training workshops to generate employment, efforts to identify interventions to dispel stigma and mainstream the affected people. This requires the efforts from policy makers, doctors, lawyers and every member of the society. Each member has a vital role to play; each of us is an agent for change. Rusen Kumar co-authered this article with Arshiya Ahamad, New Delhi. She can be reached arshiahamad@hotmail.co.uk

INTERVIEW BY RUSEN KUMAR

Economic Empowerment of Leprosy Affected people is a Big Challenge Dr. Vineeta Shanker is the Executive Director of Sasakawa- India Leprosy Foundation (S-ILF). S-ILF is a registered independent Indian NGO and works exclusively for the social and economic upliftment of leprosy affected people and their families in India. Dr. Shanker is an economist with a Ph.D in Agricultural Economics from the Sorbonne, Paris. She taught at the JNU and at Delhi School of Economics before taking up economic journalism. On moving to the Philippines, she was a consultant and worked with World Bank, ILO, Plan and other international organizations. She was Project Director with the World Faiths Development Dialogue and conducted a study on 'Faiths and the Global Economic Order'. On returning to India she moved into the philanthropy sector and has been engaged with the setting up and running of Sasakawa India Leprosy Foundation since 2006. S-ILF is actively engaged in skilling leprosy affected people for self employment. S-ILF also supports skill trainings of children of leprosy affected people to make them employable. CSR & COMPETITIVENESS's Editor Rusen Kumar caught with Dr. Shanker, who believes that the corporate response has been lukewarm towards Leprosy. One of the main reasons for this is leprosy does not have a high visibility and that very few of them are aware of leprosy being a problem and of the extreme marginalization of those affected by it. Excerpts:

DR. VINEETA SHANKER Executive Director Sasakawa- India Leprosy Foundation (S-ILF)

What is the mission of Sasakawa- India Leprosy Foundation (S-ILF)? SILF's mission is to help mainstream leprosy affected people through their socio economic empowerment and by creating acceptance in society. According to you, what are the biggest challenges to address Leprosy elimination? Stigma against leprosy and those affected by it is the biggest challenge facing leprosy eradication. It is this stigma which prevents people from seeking early treatment which would make them non-infective and would also prevent the onset of disabilities. The stigma is based on fear arising out of misconceptions and misinformation. Creating widespread awareness in society is critical for the success of the medical program of early treatment and cure. The big challenge is economic empowerment of leprosy affected people who have had to rely on alms and donations

to make ends meet. Capacity building of those affected by leprosy and their children, who too face stigma and are denied opportunities for growth and development, is urgently required. By profession you the economist, what is motivation behind choosing ‘Service to Society’, a very challenging job? I think it was a combination of factors that led to my moving from academics and research into the social sector. I was at that time looking for a change from research and wanted to do something different, though I did not have a clear idea of what that ‘something different’ was. I had the good fortune of meeting Mr. Sasakawa and accompanying him to some of his visits to the leprosy colonies. I was very inspired by his interaction with the affected people, his empathy and affection for them as well as his lack of fear in touching them and examining their wounds.

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INTERVIEW

Our flagship program is livelihood generation. We work with leprosy affected people who want to give up begging and dependence on donations to start some income generating activities. Our work is to support them through trainings, mentoring and financial assistance so that they can make the transition to dignified livelihoods.

I thought to myself, if this gentleman can come all the way from Japan to help leprosy affected people in India, there is no reason why I couldnâ&#x20AC;&#x2122;t work for their welfare as well. Thatâ&#x20AC;&#x2122;s how I got into this sector. Our flagship program is livelihood generation. We work with leprosy affected people who want to give up begging and dependence on donations to start some income generating activities. Our work is to support them through trainings, mentoring and financial assistance so that they can make the transition to dignified livelihoods. What are your interventions towards social and economic upliftment of leprosy affected people and their families? Our flagship program is livelihood generation. We work with leprosy affected people who want to give up begging and dependence on donations to start some income generating activities. Our work is to support them through trainings, mentoring and financial assistance so that they can make the transition to dignified livelihoods. We also help to train and educate the children of leprosy affected people so that they can get skills that will make them employable. We have a Nursing Scholarship program which has been supported by Tata Trust and SBI under which we are supporting 25 girls from leprosy colonies to become nurses. The scholarship covers all costs both academic and those relating to boarding and lodging. This has been very successful in motivating girls to work hard in their schools so that they can qualify for the nursing program and scholarship. We also support youth from the colonies to learn skills that are in demand and will lead to employment. For this we work with National Skill Development Corporation and its partners.

CSR & COMPETITIVENESS, MAY 2014

We engage in advocacy and awareness building and have been supported by the NHRC (National Human Rights Commission) in taking the message to children in government schools. Also we have a Forum of Parliamentarians to Free India of Leprosy where 51 Parliamentarians have pledged to do what they can to fight the stigma against leprosy and help rehabilitated those affected by the disease. What is the corporate response to Leprosy related issues? The corporate response has been lukewarm. One of the main reasons for this is leprosy does not have a high visibility and that very few of them are aware of leprosy being a problem and of the extreme marginalization of those affected by it. Also funding for livelihood generation is not an activity that the corporate sector easily engages in. Even so we have been able to raise some funds for trainings and skilling. How CSR can address the Leprosy issues? One of the areas where we need a big push is creating public awareness and bringing a transformation in how society views and interacts with leprosy affected people. This needs to be done at all levels from schools to medical doctors to employers and teachers, corporate and politicians, people in every walk of life need to be made aware that leprosy is not contagious and completely curable; being a bacterial disease it is not hereditary or a curse for past sins! The other is to train leprosy affected people and their children so that they no longer need to beg for their living. Children from a leprosy background do not have any physical scars but deep psychological ones. They need to be encouraged and supported to break out of their circumstances through education, skills and employment opportunities.

NEWS

CRISIL FOUNDATION Pragati – Progress through Financial Awareness

CRISIL is a knowledge-driven company geared towards making markets function better, based on strong intellectual capital. Driven by this explicit and overarching purpose, CRISIL’s work has fostered tremendous positive externalities. On March 6, 2013 the CRISIL Foundation was launched as the company’s Corporate Social Responsibility platform. Financial awareness is vital for wealth creation, and fostering financial awareness is a key component of CRISIL’s corporate social responsibility (CSR) agenda. As the leader in financial analytics, CRISIL believes that the best way to give back to society is by doing more of what we are good at. The financial awareness agenda fits perfectly with its strengths. Better awareness also enables the user to make informed decisions and this is in line with CRISIL’s objective of making markets function better. ‘Pragati – Progress through Financial Awareness’ CRISIL launched a national financial awareness initiative, ‘Pragati – Progress through Financial Awareness’ in 2012, which began with Assam in North East India. CRISIL used its extensive knowledge of finance and markets to

prepare the educational materials for the programme. Each programme under Pragati initiative involves comprehensive training in local languages, covering a wide range of topics such as financial planning, cash management, and savings, and introducing concepts such as insurance and risk management. The target group comprises people across social and demographic categories and includes members of self-help groups, students, and small entrepreneurs. CRISIL believes that the training imparted under Pragati has helped the participants make better financial and economic decisions, and also helped them spread financial awareness among their social and family networks. In light of the success of this initiative, in 2013, this was scaled up across two more North Eastern States- Sikkim and Tripura in addition to Assam and to Rajasthan in western part of the country. A high quality audio visual module has been developed to promote financial awareness among the rural poor about basic money management skills and practices. Concepts like money, cash inflow & outflow, household budgeting, savings, basics of banking transaction, loans and investment, when introduced through multiple

interactive tools makes learning very simple yet interesting for the audience. Till date PRAGATI has covered total 21 districts across Assam, Sikkim and Tripura, touching the lives of 4550 participants through community based trainings out of which more than 1700 were women participants (Self Help Groups and those who are engaged in micro livelihood promotion activities). In Rajasthan, PRAGATI was launched across Pali, Sirohi and Jalore districts. As you are aware there are 26 gender-gap districts in India and nine of them in Rajasthan. In these three districts only 15% of the children can read a simple story in Hindi and 68% of the girls are married before the legal age. Hence CRISIL decided to work in this area. To address the gap one of the programs identified for empowering these girls was improving their basic money management skills for household budgeting and savings orientation. A Financial Literacy programme will empower girls in handling the financial matters of their daily life in the most efficient manner. CRISIL trained 1508 volunteers out of which 392 were girls. Here a group of community youth volunteers known as ‘Team Balikas’ have been trained on financial literacy.

CSR & COMPETITIVENESS, MAY 2014

NEWS

Sesa Sterlite Ltd. Kitchen Waste Producing Cooking Gas and Creating Greenery in Lanjigarh LANJIGARH (Odisha): In a significant step towards decentralized waste treatment in the Plant area, Sesa Sterlite has established an eco friendly unit of Biogas at Lanjigarh, which can process 3 tons of waste daily. It was built at a cost of Rs 60 lakh, which includes operation and maintenance cost for two years. Waste Management is a statutory requirement as per SPCB and MOEF norms, Sesa Sterlite said in the statement. As we are ISO-14001 certified company, waste management and its utilization is very much essential to keep the surroundings neat and clean. As per the Waste Management Study, around 640 kg/day (along with 3600 lit/day rice slurry) of kitchen waste from MDM centralized kitchen is being used to

generate Biogas, which shall increase by over next few years. Even the waste from colony households are being collected for the same. TERI's enhanced Acidification and mechanization technique which has been patented, for treatment of organic solid waste is a ZERO waste technology and not only disposes off the organic waste generated but also converts the waste into fuel energy. Further, the waste residue is used as manure for the plantations within the premises as well as the surrounding. The plant can generate 75 cubic meter of high quality cooking gas daily. Further the gas is being used in the Mid day meal center which has been providing quality and hygienic food to 18000 students in Lanjigarh Block.

National Conference on Fly Ash Management in Raipur on June 11, 2014 RAIPUR (Chhattisgarh): CSR India Corporate Social Services Pvt Ltd (CSR India) in association with INDIACSR, India's largest Corporate Sustainability & Responsibility news network, will organize a day-long 2nd National Conference on Fly Ash Management, the compelling issue that necessitates prompt focus and concern, in Raipur at Hotel Celebration on June 11, 2014. The theme of the Conference is Fly Ash: Wealth from Waste. The mega symposium, will delve at length on the disposal and effective utilization of fly ash and to what extent the fly ash management has taken strides in India over the past few years. The emphasis of the Conference is aimed to provide a forum for the producers and the prospective consumers of Fly Ash along with the policy-makers and other stakeholders to talk about opportunities for maximum utilization of Fly Ash. Conference will incorporate significant talks and discussions addressing all pertinent issues relating to fly ash including regulation, disposal challenges and practical methods of fly ash management.”,

CSR & COMPETITIVENESS, MAY 2014

Rusen Kumar, Director, CSR India said. “The Conference will bring forth valuable information and knowledge on wider applications of fly ash for the fly-ash generating industries and those sectors who are the users for better fly-ash management in Chhattisgarh”, he added. The speakers, who are the industry's best, acquainted with sound understanding, study and rich experience is being invited to share and enlighten the eminent gathering. Listening to these speakers would not only be a sheer delight but would facilitate realization of facts with knowledge sharing and better insight on the issue that has emerged as one of utmost importance. The encouraging support from all the corners of the organizations to organize this event has been quite inspiring. It gives pleasure to inform that some of the well known personalities from corporate, academics & research institutes have kindly consented to be part of this occasion to discuss their observations, achievements, case studies and researches.Sustainable management and disposal of fly ash is becoming challenging job for Power plant producers

“Company has always been trying to create Zero waste Plant, as a result we have set up an eco-friendly system for treatment of waste by decentralization. This will generate cooking gas for local applications in future which can serve the community at a large.” Dr. Mukesh Kumar COO & President, Sesa Sterlite said. One of the Major benefits of the Plant is that the residual solid matters were high quality organic manure which could be put as Fertilizer in the Staff Colony and community towards creating greenery. The commissioning of the plant is not only to replace the need of 03 LPG gas cylinders per day but also obviate the need of disposition of garbage and hence save the surrounding from ill management of waste.

Sponsorship, Speakership and Partnership opportunities are available. Expression of interest can be addressed to Rusen Kumar, 9981099555 conference@indiaflyash.com

across India. Fly ash can become a wealth generator by making use of it for producing ‘green building’ materials, roads, agriculture etc. It is estimated that full utilization of the generating stock will provide employment potential for three hundred thousand people and result in a business volume of over Rs 4,000 crore. About the theme Fly Ash being considered a waste few years back, has converted itself into wealth, as a usable, valuable resource by establishing viable avenues for Fly Ash management. Previously Fly Ash was looked upon as a industrial waste and a pollutant. The perception has undergone considerable change over the past few years. Now Fly Ash -a ‘waste material’ considered a ‘resource material’. Fly Ash is now also being used as an admixture for structural mortar and concrete, for making bricks, blocks, filling of mines, making of embankments etc. Alternative building materials for construction industry for manufacture of items like doors, flooring tiles, false ceilings, etc have been developed using Fly Ash.

LIBRARY INSURES KNOWLEDGE FOR ALL Promote Book Reading and Public Library

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We Provide Complete Solutions to Establish Modern Library ABOUT US Society for Promotion of Public Libraries (SPPL) started in May 2011 by Library professionals initially at Visakhapatnam and it is extended to other parts of Andhra Pradesh and India. The Society started to promote public library in the state with the support from corporate bodies from state and central govt.

OUR OBJECTIVES n Strengthen the existing public library system with the assistance of cash or kind n Promotion of reading habits at all levels n Revamping the traditional public libraries as knowledge centers with network facilities n Organize national library day and week between 14 and 20 November every year n Act as a clearing house for ideas and information needs of public libraries n Promotion of rural and community information kiosks

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