A

Project Report

ON

“A COMPARATIVE ANALYSIS OF TOP 3

COMPANIES UNDERTAKING CSR ACTIVITIES
IN INDIA”

In the partial fulfillment of the degree of

Masters in Management Studies

Under

University of Mumbai

Ms. SALAMWADE SHRUTI PRABHAKAR

MMS Semester IV Roll No: - 18109

Specialization: - Human Resource

Batch: - 2018 – 2020

Under the Guidance of

Dr. Girish Pawar

Assistant Professor

Oriental Institute of Management

Vashi, Navi Mumbai-400703
 DECLARATION

This is to declare that I Shruti Prabhakar Salamwade, student of Oriental

Institute of Management (OIM), Vashi MMS Specialization batch 2018 – 2020,
has given original data and information to the best of my knowledge in the
project report titled “A comparative analysis of Top 3 companies
undertaking CSR activities in India” is a record of independent work carried
out by me under the guidance and supervision of the Dr.Girish Pawar towards
the partial fulfillment of requirement for the M.M.S degree course under
University of Mumbai

I also agree in the principal not to share the vital information with any
other person outside the organization and that I have submitted it for any award
or any other title degree or diploma.

Date:-

Place: - Navi Mumbai

Name:-

Roll No:-

Specialization:-

Batch:-

CERTIFICATE
This is to certify that the project entitled “A comparative analysis of Top 3
companies undertaking CSR activities in India Understanding the Talent
Management practices in MNCs in & around Mumbai A comparative analysis
of Top 3 companies undertaking CSR activities in India submitted to
Oriental Institute of Management, Navi Mumbai in the partial fulfillment of the
requirements for the award of the degree of the Master in Management Studies
of University of Mumbai embodies the results of bonafide project work carried
out by Ms. Shruti Salamwade under my guidance and supervision.

To the best of my knowledge the results embodied in this project have not been
submitted to any other university or institute for the award of Degree or
Diploma. The assistance and help received during the course of this
investigation has been duly acknowledged.

Project Guide Director

Date:-

Place:-
 ACKNOWLEDGEMENT

This project Report was undertaken for the fulfilment of MBA Programme
pursuing at “Mumbai University” I would like to thanks my institute and my
Guide Dr.Girish Pawar Designation and “Oriental Institute of Management” for
his invaluable help and guidance throughout my work. He kindly evinced keen
interest in my work and furnished some useful comments, which could enrich
the work substantially.

In fact it is very difficult to acknowledge all the names and nature of help and
encouragement provided by them. I would never forget the help and support
extended directly or indirectly to me by all.

SHRUTI PRABHAKAR SALAMWADE

Table of Contents
A comparative analysis of Top 3 companies undertaking CSR activities in India________
Executive Summary________________________________________________________
1.1. Introduction to the Industry_______________________________________________
1.2 Introduction to the Project___________________________________________________
____________________________________________________________________________
Chapter 2________________________________________________________________
2.1 Literature Review________________________________________________________
Chapter 3________________________________________________________________
3.1 Research Methodology____________________________________________________
3.2 Scope and Limitations____________________________________________________
Chapter 4________________________________________________________________
4.1 Data Analysis & Findings____________________________________________________
Chapter 5________________________________________________________________
5.1 Conclusions_____________________________________________________________
 Executive Summary

Corporate social responsibility is a broad concept that can take many forms depending on the
company and industry. Through CSR programs, philanthropy, and volunteer efforts,
businesses can benefit society while boosting their own brands. As important as CSR is for
the community, it is equally valuable for a company. CSR activities can help forge a stronger
bond between employee and corporation; they can boost morale and can help both employees
and employers feel more connected with the world around them.

In order for a company to be socially responsible, it first needs to be responsible to itself and
its shareholders. Often, companies that adopt CSR programs have grown their business to the
point where they can give back to society. Thus, CSR is primarily a strategy of large
corporations. Also, the more visible and successful a corporation is, the more responsibility it
has to set standards of ethical behavior for its peers, competition, and industry.

Corporate social responsibility (CSR) is a self-regulating business model that helps a

company be socially accountable — to itself, its stakeholders, and the public. By practicing
corporate social responsibility, also called corporate citizenship, companies can be conscious
of the kind of impact they are having on all aspects of society including economic, social, and
environmental. To engage in CSR means that, in the normal course of business, a company is
operating in ways that enhance society and the environment, instead of contributing
negatively to them.
 Chapter 1
1.1.Introduction to the Industry
Corporate social responsibility (CSR) is also often referred to as business responsibility and
an organisation's action on environmental, ethical, social and economic issues. The terms in
the area can seem confusing if you don't know the jargon - but don't be put off by this. You
need to think of CSR simply as ensuring that your business is aware of its impacts, is
accountable for its actions, and that it undertakes these actions in a responsible manner.
Furthermore, a well-run business is transparent in its decision-making and processes and this
makes for good governance.

CSR can be described as an approach by which a company does the following:

 Recognizes that its activities have a wider impact on the society in which it operates,
and that developments in society in turn impact on its ability to pursue its business
sustainably.

 Actively manages the economic, social, environmental and human rights impact of its
activities both locally and across the world, basing these on principles which reflect both
international values and the organizations own values (ethics), reaping benefits for both its
own operations and reputation as well as the communities in which it operates.

 Seeks to achieve these benefits by working closely with other groups and
organisations – local communities, civil society groups, other businesses and home and host
governments.

Where did it come from? 

In the 1970s and 80s environmental concerns such as loss of the rainforest and the effects of
pollution led to a recognition that something had to be done to change the way we were using
the planet resources. As a result, heads of state came together at Rio, Brazil in 1992 for what
was called the Earth Summit.
At Rio, governments pledged action to stop the unsustainable use of resources and to promote
sustainable development. Put simply, sustainable development is about society growing in
such a way that future generations are not compromised and have access to the same
resources that we have.

For this to happen social, environmental and economic considerations should be assessed
together and not in isolation. The Earth Summit produced various United Nation conventions
including conventions on biological diversity and climate change. CSR is now sometimes
considered as the business response to the challenge of sustainable development.

The 1990s saw social concerns come to the fore. Poverty and disease became global
concerns, as did examples of poor business practice in dealing with social issues such as child
labour, bribery and corruption that were exposed by the media. Society began to recognize
that governments alone could not solve these problems.

Indeed the outcomes from the Earth Summit's successor – the World Summit for Sustainable
Development in 2002 – focused on partnerships. There appeared to be a role for everyone –
governments to provide fair and socially just laws, business to behave responsibly and
consumers to think about their actions by reducing waste or asking questions about how and
where their goods came from.

How and why is it relevant

As CSR is all about values and accountability then it is also about the behavior of your
people and the behavior of your suppliers. In this sense virtually everything that is found
within the HR remit - from training, recruitment, staff retention, policies, procedures and
strategy - involves CSR.
Traditionally HR and CSR have been led by the need for compliance and keeping up with
new laws on employment as well as environmental, ethical and social issues. Increasingly HR
managers are crucial to the delivery of training to deal with these issues in terms of
organizational objectives and strategy.

Equally important is the importance CSR has to recruitment: 75% of UK professionals take
social or ethical considerations into account when changing
employment. Whilst over half of graduates will not work for companies they believe to be
unethical.

Corporate governance is a board level hot topic - you only have to look at how much
publicity the Higgs report on the role of non-executive directors received – and it will
continue to develop, as there is increased recognition that how an organisation is run is key.
This can cover many areas such as financial integrity, transparency and accountability,
leadership from the board and being employer of choice.

It is central to the implementation of policies and programmes. Having good corporate

governance means that these areas are embedded in the organisation and deliver to the
business and to stakeholder objectives, and are not just nice-to-have. The HR manager has
become central to this role in helping deliver culturally open and transparent organisations
where dialogue is celebrated not feared.

For a business being CSR compliant is also an exercise in future-proofing its business as risks
and opportunities are identified. Quite often changes lead to performance improvements such
as increased staff retention and customer satisfaction. Adding this value is one of the main
reasons why CSR is of increasing relevance to the HR manager.

CSR is a crosscutting topic under which numerous issues can be grouped including training
and education, capacity building, leadership, health and safety, working conditions, human
rights, stakeholder engagement and corporate governance. Large multi-national companies
were the first to identify CSR as a potential tool to improve performance and now through
their supply chain they are asking suppliers to comply to their standards.

It is here to stay. In the UK there is a minister responsible for CSR within the Department for
Trade and Industry and there are a plethora of guidelines, indices, benchmarks, standards and
legal codes. The HR function is becoming central in the delivery of CSR and governance in
organisations, and this series will help you understand why.
1.2 Introduction to the Project
Objectives:

1. To analyse the areas where the top 3 companies have spent their total CSR budget.

2. To carry out a comparative analysis between the 3 companies.

Geographic priority and non-priority States for
Companies
Top 20 Companies' (By Estimated Prescribed CSR fund) (2018 - 19) 
Sector: Refineries
International Origin: No
Company Type: Exchange Listed (BSE, NSE)

About The Company

Reliance Industries is an Indian conglomerate holding company headquartered in Mumbai,
Maharashtra, India. The company operates in five major segments: exploration and
production, refining and marketing, petrochemicals, retail and telecommunications. The
group is present in many business sectors across India including petrochemicals,
construction, communications, energy, health care, science and technology, natural resources,
retail, textiles, and logistics. RIL is the second-largest publicly traded company in India by
market capitalisation and is the second largest company in India by revenue after the state-run
Indian Oil Corporation. The company is ranked No. 99 on the Fortune Global 500 list of the
world's biggest corporations, as of 2013 and contributes approximately 14% of India's total
exports. 
 CSR Foundation Description
Reliance Foundation
Reliance Industries Limited (RIL), through Reliance Foundation, has significantly
contributed to and made measurable progress toward its vision of an inclusive India.

Moving well beyond its business activities, the RIL Group contributes to a positive societal
impact through diverse community engagement initiatives.
Led by Smt. Nita M Ambani, Reliance Foundation was set up in 2010 to provide impetus to
various philanthropic initiatives of RIL. The efforts of the group have already touched the
lives of more than 12 million people across India in more than 10,500 villages and 50 urban
locations.
The Foundation has a comprehensive development approach. Its prime objective is to create
and support meaningful activities through innovative institutions to address some of India’s
most pressing developmental challenges.
Reliance Industries Limited (RIL), through Reliance Foundation, has significantly
contributed to and made measurable progress toward its vision of an inclusive India. Moving
well beyond its business activities, the RIL Group contributes to a positive societal impact
through diverse community engagement initiatives.
Led by Smt. Nita M Ambani, Reliance Foundation was set up in 2010 to provide
impetus to various philanthropic initiatives of RIL. The efforts of the group have
already touched the lives of more than 12 million people across India in more than
10,500 villages and 50 urban locations.
The Foundation has a comprehensive development approach. Its prime

objective is to create and support meaningful activities through innovative

institutions to address some of India’s most pressing developmental challenges.
 Project 
Water Harvesting (2017-18)

Project Budget: INR 31.40 Cr

 
 
Project Sector: Environmental Sustainability
 
Implementing Partners:  Reliance Foundation

Project Description

Under this project, More than 73 billion litres of water harvesting capacity has been created
since inception. As a result, 307 villages were made water source.
 

Project Location: Pan India.

 Project 
RF Young Champs (2017-18)

Project Budget: INR 2.48 Cr

Project Sector: Promoting national and rural sports, Paralympic, Olympics

Implementing Partners:  Reliance Foundation

 
Project description
 
RFYC is a unique, scholarship-based, full-time residential football and education programme.
It aims to provide India’s aspiring football talents the opportunity to hone their skills with
world-class facilities and best-in-class training.
During FY 2017-18, eight young football talents were awarded scholarships to develop their
football skills, taking the total to 48 scholarships. Under the programme, 30 Young Champs
were sent for international exposure trip to Spain where they got

an opportunity to play friendly matches, with teams including Real Madrid, Atletico de
Madrid, Valencia, Villarreal, Rayo Vallecano and Leganes.
The Young Champs Sports Academy has been accredited as one of the best in India by the
All India Football Federation. Reliance’s objective is to maintain this position; and also strive
towards the cherished milestone of achieving 5/5 grade.
RFYC is a unique, scholarship-based, full-time residential football and education programme.
It aims to provide India’s aspiring football talents the opportunity to hone their skills with
world-class facilities and best-in-class training.
During FY 2017-18, eight young football talents were awarded scholarships to develop their
football skills, taking the total to 48 scholarships. Under the programme, 30 Young Champs
were sent for international exposure trip to Spain where they got an opportunity to play
friendly matches, with teams including Real Madrid, Atletico de Madrid, Valencia, Villarreal,
Rayo Vallecano and Leganes.
The Young Champs Sports Academy has been accredited as one of the best in India by the
All India Football Federation. Reliance’s objective is to maintain this position; and also strive
towards the cherished milestone of achieving 5/5 grade.

Project Location:   Thane-Maharashtra

 Project 
Promoting Grassroots Sports  (2017-18)

Project Budget: INR 37.61 Cr

Project Sector: Promoting national and rural sports, Paralympic, Olympic sports

Implementing Partners:  Reliance Foundation

 
 
Project Description

RFYS provides a nation-wide unique platform for promoting grassroots sports. In 2007, the
programme continued with football and introduced athletics to further identify and encourage
sporting talent across the country.
 
 
Project Location: Pan India
 Project 
Tree Plantation (2017-18)

Project Budget: INR 86.11 Cr

Project Sector: Environmental Sustainability

Implementing Partners:  Reliance Foundation

 

Project Description
 
To promote biodiversity, over 7 million saplings were planted during FY 2017-18 (over 20
million saplings planted since inception). Reliance observed the World Environment Day and
motivated rural communities and employees to plant saplings. The event saw an enthusiastic
participation of 20,000+ people from over 150 villages across 12 states.
Company has planted over 7 million saplings this year to promote biodiversity (over 20
million since inception)
To promote biodiversity, over 7 million saplings were planted during FY 2017-18 (over 20
million saplings planted since inception). Reliance observed the World Environment Day and
motivated rural communities and employees to plant saplings. The event saw an enthusiastic
participation of 20,000+ people from over 150 villages across 12 states. Company has planted
over 7 million saplings this year to promote biodiversity (over 20 million since inception).
 
 
 
Project Location:   Andhra Pradesh, Ahmedabad-Gujarat, Shahdol-Madhya Pradesh,
Nagpur-Maharashtra, Hoshiarpur-Punjab.
 Project 
Promoting Education (2017-18)

Project Budget: INR 303.57 Cr

 
 
Project Sector: Education, Employability and Livelihoods Enhancement
 
 
Implementing Partners:  Reliance Foundation
 
Project Description

Reliance is working towards establishing a globally benchmarked, multi-disciplinary

university in Maharashtra. It will provide an enabling environment and cutting-edge research
facilities to students.
 
 
Project Location:   Raigad-Maharashtra,
 Project 
RF Bharat India Jodo (2017-18)

Project Budget: INR 37.50 Cr

Project Sector: Rural Development

Implementing Partners:  Reliance Foundation

 
Project Description
Reliance promotes alternative livelihood options to provide protection against uncertainties
and catastrophes that affect farm-based livelihoods. The Company encourages small farmers
to initiate goat-rearing, poultry, nursery raising and vermi-composting, among others. Till
date, ~9,500 rural families have benefitted from alternative livelihoods (over 7,000 families
during FY 2017-18).
 
 
Project Location:   Pan India
 Project 
Healthcare Initiatives (2017-18)

Project Budget: INR 24.74 Cr

Project Sector: Preventive Healthcare, Water and Sanitation

Implementing Partners:  Reliance Foundation

 
Project Description
The company has contributed some amount of money for community development projects
for promoting healthcare and preventive healthcare.
 
 
Project Location:   Hoshiarpur-Punjab, Ahmedabad-Gujarat, Mumbai-Maharashtra,
Udaipur-Rajasthan, Warangal-Telangana,
 Tata Consultancy Services Ltd
TCS House, Raveline Street, Fort, Mumbai - 400001,, Mumbai, Maharashtra

Sector: IT Software

International Origin: No

Company Type: Exchange Listed (BSE,NSE)

Estimated Prescribed CSR Budget FY 2018-19:  INR 608.9 Cr

Company’s Statement for unspent in FY 2017-18: Some of the large programmes in the

areas of healthcare, education and promoting employability are multiyear projects and could
not be completed in FY 2017-18.
About the Company:

Established in 1968, Tata Consultancy Services a member of the Tata Group has grown to its
current position as the largest IT services firm in Asia based on its record of outstanding
service, collaborative partnerships, innovation, and corporate responsibility.
It was founded by Jamsetji Tata in 1848 and it is one of India’s most respected institutions
today. Their mission reflects the Tata Group's longstanding commitment to providing
excellence. To help customers achieve their business objectives by providing innovative,
best–in–class consulting, IT solutions and services, and to actively engage all stakeholders in
a productive, collaborative, and mutually beneficial relationship.

TCS' ability to deliver high–quality services and solutions is unmatched. They are the world’s
first organization to achieve an enterprise–wide Maturity Level 5 on both CMMI and P–
CMM, using the most rigorous assessment methodology – SCAMPISM. Additionally, TCS’
Integrated Quality Management System (iQMS) integrates process, people and technology
maturity through various established frameworks and practices including IEEE, ISO
9001:2000, CMMI, SW–CMM, P–CMM and 6–Sigma.

It is largest IT employer in India. It provides services to wide range of segment like banking

& financial services, energy, resources & utilities, government, telecom, media &
information services, etc.

CSR Foundation Description

TCS has set up TCS Foundation as CSR project implmentation arm in 2015. Directors of Tcs
Foundation are Chandrasekaran Natarajan, Mukund Govind Rajan, Barindra Sanyal, Roopa
Purushothaman and Ajoyendra Mukherjee. t is classified as Non-govt company and is
registered at Registrar of Companies, Mumbai. Its authorized share capital is Rs. 40,000,000
and its paid up capital is Rs. 10,000,000.

Headquarter and Plant/Office Locations

Headquarter: Mumbai-Maharashtra

Plant/Office Locations: Andhra Pradesh, Guwahati-Assam, Bihar, Barpeta-Assam, Delhi,

Goa, Ahmedabad-Gujarat, Ahmedabad-Gujarat, Vadodara-Gujarat, Gujarat, Gurgaon-
Haryana, Arunachal Pradesh, Gurgaon-Haryana, Jamshedpur-Jharkhand, Kerala, Karnataka,
Nagpur-Maharashtra, Mumbai-Maharashtra, Maharashtra, Kochi-Kerala, Indore-Madhya
Pradesh, Odisha, Chandigarh, Tamil Nadu, Uttar Pradesh,
 Project 
Eradicating Hunger, Poverty & Promoting Healthcare & Sanitation  (2017-18)

Project Budget: INR 131.00 Cr

 
Project Sector: Eradication Hunger, Poverty, Malnutrition

Implementing Partners:  Tata Medical Centre, Cancer Institute, , AIIMS, Society for

Rehabilitation of Crippled Children,
 
 
Project Description
TCS has been providing IT solutions, logistics and operations support to Tata Medical Center
(TMC), Kolkata and Cancer Institute (CI) in Chennai to improve comprehensive cancer care
and research.
TCS’ Translational Cancer Research Centre is set up in partnership with TMC, to develop
technology for clinical trials, risk adapted treatment, predictive outcome and biomarkers –
driven by a strategy to strengthen the impact of cancer.
Digital Nerve Centre (DiNC), is an innovative platform that enables re-imagined access to
healthcare. It leverages digital technologies, to coordinate and connect hospitals, specialists
and patients. Using DiNC, TCS along with the Ministry of Health and TATA Trusts have re-
imagined patient interactions with the hospital system in four major cancer hospitals.
AIIMS (All India Institute of Medical Sciences) OPD Transformation project is another
social initiative where TCS introduced new technology and streamlined innovative processes
that will benefit more than 3 million patients visiting 21 OPDs at the hospital each year. The
process has helped eliminate overcrowding and reduce waiting time for patients, from six
hours on an average, to less than two hours.
TCS has been supporting the Society for Rehabilitation of Crippled Children (SRCC) with
the redevelopment of the children’s hospital. All funds raised by TCS at the Mumbai
Marathon are directed towards this cause. TCS has also supported the IT infrastructure and
application development process at SRCC.
 
 
Project Location: Pan India
 Project 
Education & Skill Development Initiatives (2017-18)

Project Budget: INR 86.00 Cr

 
Project Sector: Education, Employability and Livelihoods Enhancement
 
Implementing Partners:  Not Available
 
 

Project Description

The choice of education as a theme flows from TCS’ presence in the knowledge domain. The
standard of education is a key factor that plays into both growth and sustainability. It is an
integral component of development, and is critical to a community’s ability to compete in a
rapidly-changing technology landscape. This covers the entire life path of students from
school to Ph.D. as also skilling and adult literacy that enables livelihood. These contributions
through TCS’ varied education programs in India, impacted 440,000 beneficiaries in FY
2018.
The Adult Literacy Program delivers basic lessons in reading, writing and arithmetic through
TCS’ CBFL solution.
Often, there are societal barriers that crop up even before people can take a step towards
continued learning. TCS’ BridgeIT program uses digital tools to address such access and
competency gaps between marginalized communities and mainstream society.
The IT and BPS employability program seeks to enhance the employability of undergraduate
students from rural colleges. To enhance skills of its contract staff, TCS runs the Empower
program to provide them with functional spoken English, basic computers and soft skills
training. TCS volunteers conduct sessions within office premises for 25 hours, spread across
five weeks.
ACTC familiarizes visually impaired persons with both computer hardware and software to
enhance their employability.
TCS volunteers have been proactive in both leading and launching initiatives. A case in point
is the group Women of Waze (WoW), which is based in the Wazapur village of Raigad
district, Maharashtra. Launched in 2007, with the long-term objective of making women in
Wazapur financially independent, WoW trains them to make bags in different styles and
designs using jute, cotton, and other materials.
 
 
Project Location: Pan India
 Project 
Ensuring Environmental Sustainability (2017-18)

Project Budget: INR 1.00 Cr

Project Sector: Environmental Sustainability

Implementing Partners:  Direct Implementation

  
Project Description

TCS’ Environmental Sustainability strategy is aligned to mitigate the climate change related
risks by using scarce resources responsibly and doing more with less. The core to TCS’
environmental management is the strategy supported by process, performance and people.
TCS has been one of the pioneers in the IT-sector to be certified to the international standard,
ISO 14001, for its Environment Management System (EMS) in as early as 2003. Keeping up
the momentum, they successfully migrated to ISO 14001:2015 version of the standard this
year under the enterprise-wide certification covering 112 locations globally.
The TCS Energy Management program has witnessed rapid scaling up and further maturity
during the year. The program now covers over 135 facilities across India. The Internet of
Things (IoT) platform has been significantly enhanced to also acquire asset (chillers, air
handling units, etc.) level data which is analysed to improve asset efficiency and operations.
All their new campuses are built for 50% higher water efficiency, 100% treatment and
recycling of sewage, and rainwater harvesting. In FY 2018, consistent water management
measures have helped them sustain their water consumption performance nearly constant
levels compared to FY 2017.
Being an IT services and consulting organization, the waste coming out of their facilities is
limited to electronic and electrical waste, office consumables and municipal solid waste.
There is also a relatively smaller proportion of potentially hazardous wastes such as lead-acid
batteries and waste lube oil. TCS’ waste management practices seek to ensure that less than
5% waste is sent to landfills by 2020 by ensuring segregation at source, reuse and recycle
wherever possible.
 Project Location: Pan India
Project

Oil and Natural Gas Corporation Ltd (ONGC)

IDONGC IDT Campus, Kaulagarh Road, Dehradun- 248195, Uttarakhand, Dehradun,
Uttarakhand
 

Sector: Oil Drill Allied

International Origin: No

Company Type: PSU, Exchange Listed

Estimated Prescribed CSR Budget FY 2018-19:  INR 518.04 Cr

About the Company

ONGC, Indian multinational oil and gas Company headquartered in Dehradun, India is

a Public Sector Undertaking (PSU) of the Government of India, under the administrative
control of the Ministry of Petroleum and Natural Gas. It is India's largest oil and gas
exploration and production company. It produces around 69% of India's crude oil (equivalent
to around 30% of the country's total demand) and around 62% of its natural gas. ONGC was
founded on 14 August 1956 by Government of India, which currently holds a 68.94% equity
stake. It is involved in exploring for and exploiting hydrocarbons in 26 sedimentary basins of
India, and owns and operates over 11,000 kilometres of pipelines in the country. Its
international subsidiary ONGC Videsh currently has projects in 15 countries. ONGC has
discovered 6 of the 7 commercially-producing Indian Basins, in the last 50 years, adding over
7.1 billion tonnes of In-place Oil & Gas volume of hydrocarbons in Indian basins.

Headquarter and Plant/Office Locations

Headquarter: Dehradun-Uttarakhand
 
Plant/Office Locations: Kakinada-Andhra Pradesh, Sibsagar-Assam, Goa, Ahmedabad-
Gujarat, Ankleshwar-Gujarat, Vadodara-Gujarat, Surat-Gujarat, Jorhat-Assam, Silchar-
Assam, Rajahmundry-Andhra Pradesh, Delhi, Jodhpur-Rajasthan, Mahesana-Gujarat,
Nagapattinam-Tamil Nadu, Agartala-Tripura, Kolkata-West Bengal.
 Project 
Support for National Cancer Hospital (2017-18)

Project Budget: INR 100.00 Cr

 
 
Project Sector: Preventive Healthcare, Water and Sanitation
 
 
Implementing Partners:  ONGC Foundation, WCL/Dr. Aabaji Thatte Sewa aur Anusandhan
Sanstha,
 
Project Description
The National Cancer Institute at Nagpur, will be 455 bed quaternary care oncology centre.
The centre will provide comprehensive cancer treatment, patient care and research through
sustainable charity. In addition to providing general cancer care, the institute will also
training courses for nurses, paramedical staff and medical fraternity including super specialty
training in Oncology and PhD programs. Your Company has extended support of `1,000
million for construction of first, second floor and procurement of medical equipment for radio
diagnostic facilities (like MRI, Citi scan, ultrasound, mammography, x-ray and bone marrow
density meter, etc.) for the hospital. The equipments have already been commissioned on the
ground floor of the hospital and are already being used for investigations of patients. Primary
beneficiaries of the project will be patients referred by NGOs, local physicians in and around
500 km radius of Nagpur. It is expected to benefit people from Vidharbha region of
Maharashtra, parts of Chhattisgarh, Madhya Pradesh and Andhra Pradesh.
 
 
Project Location:   Nagpur-Maharashtra.
 Project 
Construction of Toilets (2017-18)

Project Budget: INR 55.99 Cr

Project Sector: Preventive Healthcare, Water and Sanitation

Implementing Partners:  Sulabh International Social Service, ONGC Foundation,

Project Description

The company has contributed some amount of money for construction of 21,085 individual
household toilets.
 
Project Location:   Andhra Pradesh, Jorhat-Assam, Mehsana-Gujarat, Mangalajodi-Odisha,
Ariyalur-Tamil Nadu.
 Project 
Swachh Bharat Abhiyan (2017-18)

Project Budget: INR 76.59 Cr

Project Sector: Preventive Healthcare, Water and Sanitation

Project Description
The company has contributed some amount of money for swachh bharat abhiyan.

Project Location:   Pan India

 Project 
Education and Skill Development Initiatives (2017-18)

Project Budget: INR 30.00 Cr

Project Sector: Education, Employability and Livelihoods Enhancement

Project Description

Skill India is the vision of Hon’ble Prime Minister of India. In line with the Skill India
Mission, Ministry of Petroleum and Natural Gas has taken the initiative to set up 6 Skill
Development Institutes (SDI) across the country with funding from Oil sector PSEs.
Company was directed to set up a SDI at Gujarat. The first batch of 90 students has
successfully completed their training in 3 different courses in March 2018. All the 90
students were successfully placed in different companies located near Ahmedabad.
Considering the success of the first batch, the number of trades will be increased from three
to nine from next year onwards benefiting 780 youth. Company contributed an amount of
`136 million towards setting up these 6 SDIs across India.
Two separate projects were undertaken with CIPET for training economically
underprivileged youth in plastic technology at Bhubaneswar and Jaipur respectively. A total
of 217 youth have been trained in two different courses in tool room mechanic operator
and injection moulding machine operator. The total cost for both projects is `15 million.
After completing 6 months residential training, all 217 youth have been placed at different
companies related to plastic engineering thus ensuring 100% placement.

Project Location:   Pan India

 Project 
Support to KV Schools (2017-18)

Project Budget: INR 47.96 Cr

 
Project Sector: Education, Employability and Livelihoods Enhancement
 
Project Description

The company has contributed some amount of money for supporting KV schools.
  
Project Location:   Maharashtra, Gujarat, Assam, Uttarakhand, Andhra Pradesh,
 Project 
Environment protection (2017-18)

Project Budget: INR 15.24 Cr

Project Sector: Environmental Sustainability

Project Description

The company has contributed some amount of money for environment protection initiatives.

Project Location:   Delhi-Delhi, Maharashtra, Jharkhand, Rajasthan, Uttarakhand.

 1. Chapter 2
2.1Literature Review

 Aguinis, (2012) offers a multilevel and multidisciplinary theoretical framework that

synthesizes and integrates the literature on CSR at the institutional, organisational,
and individual levels of analysis. The framework includes reactive and proactive
predictors of CSR actions and policies and the outcomes of such actions and policies,
which they classify as primarily affecting internal or external stakeholders.
 Stephen, B., Gregory, J., & Matten, D, (2012) explained that historically, the
prevailing notion of CSR emerged through the defeat of more institutionalized forms
of social solidarity in liberal market economies. Meanwhile, CSR more tightly links
to the formal institutions of stakeholder participation or state intervention in other
advanced economies. The study further explained that institutional theory seems to
be a promising avenue to explore how the boundaries between business and society
are constructed in different ways, and improve our understanding of the effectiveness
of CSR, within the wider institutional field of economic governance.
 Conley & Williams, (2005) report that the legitimate concerns of a corporation
should include broader objectives on CSR such as sustainable growth, equitable
employment practices and long-term social and environmental well-being. Corporate
managers should consider not only their shareholders in making their decisions but
also a variety of “stakeholder” constituencies; including employees, residents of
communities affected by their activities, governments, and organisations advocating
for various social and environmental interests.
 Wu, (2006) analyses that CSP and CFP have been the focus of many prior studies
and there are no consistent linkages among CSP, CFP, and size. The Results revealed
that market-based measures are weaker predictors of CSP than other financial
measures. Perceptually based measures reported a stronger CSP-CFP relationship
than performance based measures.
  Berenbeim (2006) argued that most of the world does not distinguish between
Corporate Ethics and CSR, when it comes to determine what it means for a company
to be ethical. Despite the merging of ethics and CSR in the stakeholder mind and the
proliferation of writings and conferences on both subjects, conversation between
practitioners in these two areas is rare. Business ethics and CSR initiatives for the
furtherance of corporate purpose are also the product of different world views.
Cooperative relations with diverse stakeholder groups provide valuable social capital
that may be essential to the company’s long-term survival.
 Mohr and Webb (2005) examined the influence of CSR and price on consumer
responses. The study of national sample of adults indicates that CSR in both domains
had a positive impact on evaluation of the company and purchase intent. The study
found that in environmental domain, CSR affected purchase intent more strongly
than the price.
 Boxenbaum, (2006) examines the impact of societal context on the constructs of
CSR. The study suggests that the CSR construct is an institutional hybrid, a
combination of foreign and familiar institutions which makes a new CSR construct
innovative, legitimate, and continuous with existing practice in the business setting.
The paper proposes that CSR constructs are malleable institutional hybrids that are
most easily implemented if tailored to the social context. It concludes with
implications for managers who want to select, design and implement CSR constructs
in their own business settings.

 Verschoor, (2005) explored that CSR is recognised as the principal indicator of

nonfinancial performance as well as a factor that is associated with superior financial
results to shareowners, and that it is no longer viewed as a public relations exercise
designed to improve image. KPMG International Survey of CR Reporting maintains
that CR issues are being viewed less as isolated functions and more as the core values
of an entity and its business strategies. The study suggests that companies should
recognise their responsibilities to be accountable to society.

Galbreath, (2006) described the approach in developing a conceptualization of various CSR

strategic options. The study also incorporates key global
 considerations for moving home country CSR strategies to host country operations.
Thus, firms have several factors to consider with respect to choosing appropriate
CSR strategies. This paper offers four CSR strategic options from which managers
can explore the development of a CSR strategy. The paper suggests a number of 43
salient factors that can affect the movement of CSR strategies from a home to the
host country.
 Velde, Vermeir, & Corten, (2005) investigated the interaction between sustainability
and financial performance. The results indicate that, on a style adjusted basis, high
sustainability-rated portfolios have performed better than low rated portfolios.
Sustainability is a broad and multidimensional concept that cannot be attributed to
one specific theme or topic. The results also indicate that investors are ready to pay a
premium for companies with good management of their relations with shareholders,
clients and suppliers. The paper shows the relevance of socially responsible investing
when one adjusts for style differences within the portfolio.
 Chiu, Lai, Yang, & Pai, (2010), discuss CSR from customers’ viewpoints by taking
the sample of industrial purchasers. The study investigated the effects of CSR and
corporate reputation on industrial brand equity; the effects of CSR, corporate
reputation, and brand equity on brand performance; and the mediating effects of
corporate reputation and industrial brand equity on the relationship between CSR and
brand performance. The empirical results indicate that CSR and corporate reputation
have positive effects on industrial brand equity and brand performance. In addition,
corporate reputation and industrial brand equity partially mediate the relationship
between CSR and brand performance
 AL Mohammad, (2010) opined that the adoption of the social identity theory shed
the light on how practicing CSR, will lead to society but also provides companies
with a more identification for the firm by enhancing its identity attractiveness.
Moreover, the study showed how CSR initiatives influence brand equity. The results
of this study revealed that good CSR is not only good for competitive advantage by
acquiring loyal consumers in their marketplace.
  Sharma & Kiran, (2012) mentioned that CSR is emerging as a new field in the
management research. In India many firms have taken initiatives of CSR practices.
The study attempts to understand the status, progress and initiatives made by large
firms of India in the context of CSR policy framing and implementation. Based on
the information and discussions, the author mentioned a matrix of various policy
factors. The results of the study depict that IT and auto Industries are taking up CSR
initiatives to a greater extent while the FMCG sector has focused too much into
social responsibility initiatives. Although India has entered or taken a
transformational change by involving into new CSR initiatives, still a lot has to be
done in this area.
 Misani, (2010) tries to explain why many socially responsible firms appear to
converge on a standard set of CSR practices instead of striving to differentiate
themselves from rivals and achieve competitive advantage. In this paper three
explanations of this convergence are presented, namely Herd behaviour, Institutional
Isomorphism and Strategic cooperation. The study found that social practices of
firms are very often driven by pressures to conform, instead of pressures to perform.
Even firms that want to be innovative may be forced by stakeholder requests to adopt
passive and initiative behaviour. The study suggests that there are 2 types of CSR,
namely convergent and divergent. Firms need to establish the type of CSR that best
fits their needs before they address the issues raised by stakeholders.
 Ali, (2011) examines the influence of CSR on development of corporate reputation
and purchase intentions in the cellular industry. The study found significantly
positive influence of CSR on building corporate reputation. The study provides
useful recommendations for the policy makers in the corporate world.
 Graafland, Eijffinger, & Smid, (2004) investigated the possibilities and problems of
benchmarking CSR. After a methodological analysis of the advantages and problems
of benchmarking, the author develops a benchmark method that includes economic,
social and environmental aspects as well as national & international aspects of CSR.

Chien and Magali, (2010) explained that aggregation of CSP metrics poses a major challenge
to researchers and practitioners. The study provides a critical
 evaluation of current aggregation approaches and proposes a new methodology based
on Data Envelopment Analysis (DEA) to compute a CSP index. The study presents
the first application of the DEA model for CSP, ordinal data and opens up a new path
for future empirical CSP research.
 Wolf, (2013) explains that organisations devote a great deal of resources towards
applying a 'positive psychology' approach in the workplace. CSR is an important
factor in strengthening an employee's positive outlook, as it involves himself in
giving and contributing to the community, provides personal fulfillment and
increases his job satisfication. Positive psychology reinforces action in the
framework of CSR, which is so highly recommended in organisations and companies
today.
 Bhal, (2013) accessed that CSR has grown in popularity all over the globe. In the
developing countries like India, there are various formal and informal ways in which
a business can contribute towards CSR practices. The study is confined to various
dimensions, features and the impact of CSR on the Indian corporate sectors. The
outcomes of the study showed that the companies are following the CSR practices in
many fields like education, community development, environmental protection,
energy conservation, waste material management, health management, water
management etc. and are trying to increase CSR awareness among different parts of
the society.
 Rourke, (2004) examined current trends in CSR reporting that may be voluntary or
mandated. Current CSR reporting discloses information on environmental
performance, labour rights, health and safety practices, human rights, community
economic department, social impacts, corporate governance, corporate payments to
governments, stakeholder engagement, supply chain management, Corporate
planning and policies. Author explains that by starting with a small set of core
indicators, verifying that they are material to stakeholders, evaluating uses of the
information and soliciting feedback on the quality of the data; it would be possible to
gradually expand and deepen CSR indicators. By having the reporting driven by local
concerns and capabilities, it would also be possible to gradually connect to and
compare with GRI.
 Blumenthal & Bergstrom, (2003) established key reasons for integrating CSR under
the umbrella of the brand which are; recognizing the magnitude of the brand promise
maintaining customer loyalty, maximizing investment that would be 46 placed in
CSR regardless of the brand and avoiding conflict with shareholders. The study
explained that CSR must be mentioned as another concept that is influencing the
development of brands nowadays, especially corporate brands. Both branding and
CSR has become crucially important.
 Husted, Allen, & Rivera, (2003) opined that CSR refers to the consideration of and
response to issues beyond the narrowly economic, technical, and legal requirements.
A firm has to accomplish social benefits along with traditional economic gains.
Author explained this with an example, CSR governance structure is a collaborative
scheme, which involves a partnership between the firm and an organisation in which
the firm transfers resources to the organisation in order to carry out CSR activities
jointly.
 James, (2012) examines the relationship between CSR ratings, financial parameters
and age of the firm, by using the data of companies in India and it was found that
there exists a statistically linear relationship between the financial parameters and
CSR rating.
 Kotler & Zaltman, (1971) introduced the concept of social marketing, which became
a new framework for planning and implementing changes in the society. The
boundaries of social marketing are wide, and it became an important tool to influence
the acceptability of new ideas.
 Warhurst and Alyson (2001), opined that the major element of CSR is product use
which focuses on good corporate governance and also gives high importance for the
environment well-being and equity which tries for distribution of profits equitably
across different societies.
 Jones, (1995) applied institutional and classical economic theory to CSR and
explained that companies are involved in repeated transactions with stakeholders on
 the basis of trust and cooperation. The cooperation is motivated to be honest,
trustworthy and ethical because the return to such behaviour is high.

Soheli, (2012) analyzed the possible impact of CSR investment on sales of the few
company’s selected at random to see whether there is any significant 47

 correlation between the between the same and the study found that there is a
correlation between sales and CSR investment which improves goodwill and
profitability.
 Tewari and Dave, (2012) tried to understand CSR communication made through the
use of sustainability reports and to compare the CSR communication made by the
Indian companies and the MNC’s. Sustainability reports of top companies operating
in the information and technology sector in India were taken and content analysis
techniques were used to compare the performance of India and MNC’s in terms of
CSR disclosure. The study focused on IT sector and found that there are only few IT
companies who publish sustainability reports. But companies’ quality met global
standards and the international benchmarks of GRI.
 Gupta, (2012) opined that CSR and corporate sustainability represent enhanced
ethical standards, the balance of economic, environmental and social imperatives
addressing the concerns and expectations of the stakeholders. Corporate governance
reflects the way companies address legal responsibilities, and therefore provides the
foundations upon which CSR and corporate sustainability practices can be built to
enhance responsible business operations. Companies are recognizing that corporate
responsibility communications should be low tone and straightforward, reflected in
the actual behaviour of every member of the company, which is extremely difficult to
achieve before CSR is integrated into the company’s bloodstream.
 Kapoor and Sandhu, (2010) attempt to examine the impact of CSR on CFP in terms
of profitability and growth. Secondary data on CSR based on companies operating in
India have been analysed by applying content analysis of annual reports and
individual websites of the companies. The results indicate significant positive impact
of CSR on corporate profitability and insignificant positive impact on corporate
growth.
 Raman, (2006) aims to address how top management perceives and reports CSR.
Using the technique of content analysis this study looks at the chairman's 48 message
section in the annual reports of the top 50 companies in India to identify the extent
and nature of social reporting.

 Murthy, (2008) examined the corporate social disclosure practices of the top software
firms in India and found that the human resources category was the most frequently
reported CSR activity followed by the community development activities and the
environmental activities. The results indicate that firms had different motives for
reporting the different attributes. The shortage of skilled labour in the software sector
seems to have shaped the CSD practices in the human resources category.
 Chahal & Kumari, (2014) measured and validated the corporate reputation scale and
examined its factor structure in Indian banking sector. The study establishes
corporate orientation and emotional appeal as two significant dimensions of
corporate reputation.
 Dash & Padhi, (2011) analysed the scope and limits of media impact on corporate
governance of India and how the mass media can be upgraded and incorporated in
ensuring the governance reform agenda. The study brought together the problems
peculiar to the Indian situation indicating mass media’s scope for having some
impact on corporate ethics, regulators’ responsibility and public opinion in India.
 Caron & Fortin, (2014) investigated the relationship between organisational and
professional commitment and accountants' construction of CSR competencies. The
results show the dominance of normative commitment to the organisation and its
relationship with professional CSR training. Professional CSR training and
organisational training are also related to the professional's openness to CSR. This is
the earliest study to investigate the relationship between organisational and
professional commitment and accountants' construction of CSR competencies.
 Karen & Linh, (2013) analysed the different classifications of existing reference
documents related to CSR and proposed a complementary approach of this 49 subject
 in regard to ISO26000. The paper analysed four different classifications of existing
reference documents related to CSR in order to understand their approach.

Jennifer, Steve, & Oyvind, (2012) emphasized that communication as transmission and
meaning making and recommended to consider the communicative approaches to CSR. They
emphasised that while transmission

 models focus on highlighting responsibility, it is within the meaning making

approaches that opportunities for responsibility and irresponsibility emerge as
organisations and society negotiate the boundaries of organisational behaviours.
 Hadfield, (2014) explored CSR within the Indian context, focusing on the banking
sector. The study contributes to the literature on the operationalisation of CSR within
one of the world's fastest growing economies. The paper offers insight into four
levels of CSR engagement which currently exist in the day-to-day operations of
Indian companies. Of significance to debates on CSR trends and strategies, the paper
presents evidence to suggest that western CSR initiatives are influencing executives
in India; ultimately causing a reactive response of an ad-hoc nature.
 Donald, Minette, & Bridgette, (2004) suggest that a corporation’s socially
responsible behaviour can positively affect consumer’s attitudes towards the
corporation. The effect occurs both directly and indirectly through the behaviour’s
effect on customer–corporation identification. The study reports the results of four
studies designed to replicate and extend these findings.
 Yunanqiong & Lai, (2014) explored the indirect effects of different dimensions of
CSR on brand loyalty in a real business context. The study focuses on legal and
ethical responsibilities as two dimensions of social responsibility. The empirical
results indicate that consumers’ perceived legal and ethical responsibilities of brands
may improve brand loyalty through enhancing positive functional and symbolic
images. Moreover, corporate’s legally responsible behaviour helps to enhance a more
functional image perceived by consumers than a symbolic image, while ethically
responsible action impacts a symbolic image more than a functional 50 image. The
 result suggests that firms should focus on key dimensions of social responsibility
based on the expectations of consumers in their marketing programs.

Chunya and Weiping, (2014), explored repair effects of CSR activities after the brand
scandal, such as improving product quality, philanthropy and donating money or equipments
to students in remote regions and protecting environment in order to repair brand trust and
consumption intention. The

 authors found that CSR activities had positive integrated effects on renewal brand
trust and consumption intention.
 Rahim, (2014) opined that synergy between CSR and CG has changed the
commercial environment. It has developed a complex and multidimensional
organisational phenomenon that could be defined as the extent and the way in which
a business corporation can pragmatically respond to its consumer and society. This
synergy has joined the political endeavours to make corporations more attuned to
public, environmental and social needs. It has standardized CSR principles and
created the agencies specialized in broader ethical considerations of business
corporations. The study assesses how the impact of CSR on CG has contributed to
the standardization of CSR principles and the rise of agencies specialized in
facilitating social responsibility performance of business corporations.
 Khosro, (2014) investigates the basis of conveying a socially responsible image of
organisations through a cause-related marketing approach. The findings of the
research indicate that cause- related marketing has the potential to improve an
organisations stand in the society and depict it as a socially responsible entity. One
major finding of the research study is that without an appropriate and relevant
‘strategic fit’, time and effort invested in cause marketing could prove futile. The
results clearly indicate the significant link between CSR and CRM and show that the
quality of an organisation’s image and reputation in the eyes of its stakeholders can
indeed be influenced by its CSR related initiatives. Nevertheless, the firm should
invest time and money to make this feasible, as many simply view it as a luxury. The
 absence of a strategic fit between a firm and its cause could prove to be
counterproductive in the society vis-à-vis its corporate image and reputation.

Guthey & Morsing, (2014) developed a framework for understanding how lack of clarity in
business press coverage of CSR functions as a mediated and emergent form of strategic
ambiguity. Many stakeholders expect CSR to exhibit clarity, consistency, and discursive
closure. But stakeholders also expect CSR to conform to varying degrees of both formal and
substantive rationality. Author suggests that CSR is best understood not as a clear or
consistent agenda, but rather as a forum for sense making, diversity of

 opinion, and debate over the conflicting social norms and expectations attached to
corporate activity.
 Naqvi, Ishtiaq, Kanwal, Ali, & Inderyas, (2013) opined that CSR has gained
extensive result. The study showed that in the recent years social responsibility
activities of a firm enhance its brand image as well as the general image.
 Rajpara, (2006) examines the distinct enforcing bodies at different levels that have
the capabilities and interest to implement CSR. These bodies at various levels are
multilateral organisations, intergovernmental bodies, the host nation-state of the
MNE, and the firm itself. After examining the capabilities and interests of
implementing CSR across these various levels, the study examined why CSR should
be implemented throughout the firm’s global operations through strategic
management. The results exhibit that governments have the monitoring and
enforcement capabilities. Others say that multilateral institutions are well positioned
to implement CSR, since they have the insight to standardize CSR and global
coordination capabilities through their collaborative nature. Author suggests that
effective CSR is internally derived from within the organisation.
 Rani and Hooda, (2013), reviewed the literature of different authors and detected that
today, the society and media increasingly request companies to consider social and
environmental problems while doing business activities. CSR has become one of the
catch phrases of the new millennium across the world and the corporates as well as
the government must take care of it.

Bahl, (2011) investigated to find out if any relationship exists between CSR activities and
brand value from the consumer's point of view. The study indicates 52 that the highest rating
has not been awarded so far to any company in India as no company has developed any
innovative ideas and practices of CSR. The sectors performing well in CSR activities are
paper industry, software, FMCG and banking. The sectors not well involved in CSR are
construction, mining, entertainment, media and retail. The study has revealed that most of the
companies are spending their profit on women empowerment, child welfare, community
welfare, energy conservation, water conservation. Environmental initiatives and healthcare
comes next. The study

 found that CA’s, academicians and managers are aware of the companies putting
efforts on CSR activities. Level of awareness among housewives and business
persons are quite low. Teachers are willing to pay more for the products and services
being offered by the companies doing CSR activities than the students. While going
through the ratings Hindustan Lever Ltd has the highest voting for all its brands. The
study also interprets that Infosys also enjoys the same status in terms of favour. This
study inferred that people bear a little knowledge about CSR activities especially
related to ecological and social welfare issues. But still CSR is not the deciding cause
in the minds of Indian consumers.
 2. Chapter 3

3.1 Research Methodology

Qualitative Research Methodology.

3.2 Scope and Limitations

i. Scope
 To analyse the areas where the top 3 companies have spent their total CSR
budget.
 To carry out a comparative analysis between the 3 companies.

ii. Limitations
 Data collected only for three companies which can restrict the scope of
analysis.
 Project is limited to the data collected only for the year 2017-18.
 4 Chapter 4

4.1 Data Analysis & Findings

CSR Activities Undertaken by Companies (2017-18)

ONGC Reliance TCS

Eradication Hunger, Poverty, Eradication Hunger, Poverty, Eradication Hunger, Poverty,

Malnutrition Malnutrition Malnutrition

Preventive Healthcare, Water Preventive Healthcare, Water Preventive Healthcare,

and Sanitation and Sanitation Water and Sanitation

Education, Employability
Education, Employability and Education, Employability and
and Livelihoods
Livelihoods Enhancement Livelihoods Enhancement
Enhancement

Gender, Equality and Women Gender, Equality and

Empowerment, Senior Citizens Environmental Sustainability Women Empowerment,
Care Senior Citizens Care

Heritage conservation,
Environmental Sustainability Promoting Art, Craft and Environmental Sustainability
Culture, Public Libraries

Heritage conservation, Promoting national and rural Promoting national and rural
Promoting Art, Craft and sports, Paralympic, Olympic sports, Paralympic, Olympic
Culture, Public Libraries sports sports

Technology incubation
Armed Forces Veteran Welfare Rural Development
(Central Government)

Promoting national and rural

Contribution to Central
sports, Paralympic, Olympic Rural Development
Government Fund
sports

Slum Area Development, Contribution to Central

Rural Development
Housing for poor Government Fund

Contribution to Central
Government Fund
 CSR Spending (In Crs)
2017-18 Spending 2018-19 Estimated Spending
816

745
608
518
503
400

Reliance TCS ONGC

Maximum Budget on CSR Spent on Activities by Companies

Reliance Promoting Education: 303.5 Crs

TCS Eradicating Hunger, Poverty & Promoting Healthcare &

Sanitation:131 Crs

ONGC Support for National Cancer Hospital:100 Crs

 1. Chapter 5
5.1Conclusions
 We can conclude from the data that CSR spending has gradually increased in the year
2018-19 as compared to the last year.
 The top 3 companies have increased their budget for the CSR activities.
 Maximum spending is towards Education & Healthcare.
 References

https://csrbox.org/
https://www.investopedia.com/terms/c/corp-social-responsibility.asp
https://www.management-issues.com/opinion/1944/csr-an-introduction/
https://csrbox.org/India_Company_Reliance-Industries-Ltd-Maharashtra_20
https://csrbox.org/India_Company_Tata-Consultancy-Services-Ltd-Maharashtra_16
https://csrbox.org/India_Company_Oil-and-Natural-Gas-Corporation-Ltd-(ONGC)-
Uttarakhand_27
https://csrbox.org/CSR-in-India