Assignment- Social Connect

Program-BBA (E & FB)

TRIMESTER V

Academic Year 2024-25

Submitted by

RACHIT PUJARA

Roll No: B028

SAP ID: 80952300097

Division: B

Guided by

PROF. Ahmed Mohd Khalid

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 INDEX

Sr No. Particulars Page No.

1 Title Page 1

2 Index 2

3 Component 1 3

4 Component 2 7

5 Component 3 11
6 Component 4 16

7 Component 5 23

8 Plagiarism Report 34

Component 1

To create an organization in India that operates beyond the government and

especially in taking care of helping people, then you have three primary structural
options to choose from:

1. Trusts: These are registered under Indian Trust actions Legislations. Trusts are
established purely to aid in the provision of services for example education,
health, and alleviation of poverty.
This is a good option, especially if you want to work in any or all of these areas.

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 2. Societies: It is marked that a ’society’ is non- profit and it is registered under the
Societies
Registration Act. More appropriate for working together for purposes of welfare,
research and philanthropic activities. Something similar to a cooperative society, but
with an administrative team voted for or appointed to run the business projects.

3. Section 8 Companies: These are non-profit companies, registered under the

Companies
Act, 2013. They operate like ordinary companies but have a charitable purpose. No
dividends will be declared to any of the shareholders as everything is aimed at
helping the society.

Steps to Register an NGO:

. Choose a Name: Begin with coming up with the name that is available and not
contrary to
public policy.

. Put Your Documents in Place: For instance, in creating the Section 8 company, you
will be drawing its MOA (Memorandum of association) and AOA (Articles of
Association). In the case of
Trusts, you will be making a Trust Deed.

. Following this, one should file for registration : The procedure requires the

submission of these papers to relevant entities which may include the Registrar of

Societies, Charity
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 Commissioner, or Registrar of Companies as per the type of the NGO being formed.

. Tax registrations : Remember, it is also necessary to obtain your PAN and TAN,
both of which are required when dealing with taxes as well as obtaining the 12A/80G
certificates which would enable taxation exemption for your NGO and also allow
tax benefits to your donors.

. Foreign Funding : In case you wish to receive funds in the form of donations from

overseas, then you must get yourself registered under the Foreign Contribution

Regulation Act (FCRA).

World over, not just the developing countries but developing countries all have a
sizable number of Non-Governmental Organizations (NGOs) and India is no
exception having as many as 1.87 lakhs (187000) through the NITI Aayog’s NGO
DARPAN portal, as of the year 2023. NGOs in Uttar Pradesh are the highest in
number with more than 27000 NGOs followed by NGOs in Maharashtra nearly
reaching 25000. A significant number are also found in Delhi and West Bengal
constituting 43.7% of the total NGOs across India.

What Do These NGOs Focus On?

Within the Indian context, the majority of the development related organizations are
active in more than one specific sector, including but not limited to the following:

. Education ~20% of all NGOs

. Health and Sanitation ~15%
. Women Empowerment ~10%

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. Welfare of the Children ~10%
. Environment and Climate Change ~8%
. Social and Legal Rights ~7%
. Eradication of Hunger and Employment Generation ~15%
. Miscellaneous sectors (such as art and culture, relief work, etc.) account for the rest
~15%
How NGOs Help in Achieving Global Aims

When it comes to achievement of the Sustainable Development Goals (SDGs) by

the United Nations in India, Indian NGOs are active in this area in many ways:

1. On-the-Ground Work: Works directly carried out by NGOs at the projects’

sites, especially devoted to education, gender equality, and poverty alleviation
(SDGs 4, 5 and 1 respectively).

2. Spreading Awareness: They generate support for sustainability and motivate

people
to practice green and sociable users of resources practices

3. Training & Capacity Building: There are a lot of misconceptions that NGOs
only provide assistance to the people. In fact, these non-governmental
organizations also provide education to the people and the local authorities which
helps in the enhancement of practices in the long term.

4. Partnerships: Many NGOs join forces with public sector entities and private

organizations in reach of greater outcomes.

5. Accountability: Possibilities that NGOs are involved for monitoring the

implementation of programs related to ;

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Sustainable Development Goals in Asia and Europe. Do They Indicate Differences
And Similarities? Judging CSR And SDG.

Similarities:
This means both Corporate Social Responsibility (CSR) and what is (to) be done
with SDGs has one aspect – concern for the society and the respect towards the
relevant balance with business. These activities are also more or less dependent on
the synergies of other parties too – companies and NGOs or NGOs and governments
and local communities.

Differences:

Usually in CSR this or that company has to formulate a certain profile, and it
concerns primarily how that company’s activities can be useful for society or
community, whereas in SDGs this in practice within a time period all countries have
to achieve those goals by

It was compulsory in India to small and the average sized CSR contributing
companies, whereas other companies on its own have the option of complying with
the CSR SDG programme. o CSR concepts often also involves endogenous
philanthropy through its ‘philanthropy’ towards the community but the SDGs policy
are focused on the development that is sustainable; social, economic and
environmental.

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The Most Influential Charities In India

If you wish to extend your support or want to participate in some activities, we bring
to you some of the most known charities of the nation:
1. Team Everest
2. CRY ( Child rights and you )
3. Giveindia Foundation
4. HelpAge India
5. Smile foundation
6. Akshya patra Foundation
7. Goonj
8. Project Nanhi Kali
9. Pratham
10. Save the Children

Component 2

1. NGO Identification, Objectives, Market Image, and SDG Contributions

 Nirmal Foundation:

o Objectives: Likely dedicated to addressing public health issues, focusing on

hygiene, sanitation, and clean water access, particularly in rural or underserved
urban communities. The foundation’s objective may be to reduce waterborne
diseases, promote better sanitation practices, and provide education on hygiene.

o Market Image: Known as a grassroots health-focused NGO, Nirmal

Foundation’s image would likely highlight its commitment to improving
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 community health standards. It might be seen as a trusted name in sanitation and
hygiene, recognized for providing tangible, impactful solutions.

o SDG Contributions:

 SDG 3 (Good Health and Well-being): By promoting hygiene and

preventive health, it could reduce diseases caused by poor sanitation.

 SDG 6 (Clean Water and Sanitation): Focuses on ensuring communities

have access to safe water sources and improved sanitation.

 SDG 4 (Quality Education): Provides educational programs, particularly

for children, on hygiene and health practices.

 Impact: Successfully installed water purification systems, built latrines in

multiple communities, or reduced the incidence of sanitation-related
illnesses could be among their recorded achievements.

 Odisha Rising Foundation:

o Objectives: Likely centered on holistic community development within Odisha,

focusing on poverty reduction, regional economic growth, cultural preservation,
and disaster preparedness (given Odisha's vulnerability to cyclones).

o Market Image: Known regionally for supporting vulnerable and marginalized

groups, the foundation’s market image would be one of resilience and
community empowerment. It may be perceived as an advocate for Odisha’s
unique cultural identity, working at the grassroots level.

o SDG Contributions:

 SDG 1 (No Poverty): Through income-generating programs and skill-

building initiatives, it could aim to elevate socio-economic status.

 SDG 11 (Sustainable Cities and Communities): Works on creating

sustainable and resilient communities, especially in disaster-prone
regions.
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  SDG 8 (Decent Work and Economic Growth): Provides skill
development to enable job creation, especially in rural areas.

 Impact: Some documented impacts might include thousands trained in

vocational skills, establishment of local cooperatives, and economic
recovery plans post-natural disasters.

2. Organizational Structure (National, International, Regional)

 Nirmal Foundation: Operates primarily on a regional level but may collaborate

nationally with similar NGOs or governmental health departments. Their structure
could include:

o Field Offices: Located in target communities.

o Central Office: Where program planning, management, and fundraising are

coordinated.

o Staff Structure: Includes a Board of Directors, Program Managers (overseeing

sanitation and hygiene initiatives), Health Educators, and Field Officers who
conduct community visits and workshops.

 Odisha Rising Foundation: Structured to cater to the local needs of Odisha, but may
also have connections with national and even international organizations for disaster
relief and funding. Likely includes:

o Regional Offices: In each key district of Odisha.

o Partnerships: Collaborates with both national and international relief and

development organizations, especially for disaster response.

o Staff Structure: Community Leaders, Vocational Trainers, Program Directors

(for various initiatives like livelihood, disaster response, and cultural projects),
and Volunteer Teams working on grassroots mobilization.

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3. Number of People Working and Specific SDG Cells

 Nirmal Foundation:

o Workforce: Medium-sized with about 50–100 staff members, including part-

time health educators, full-time field staff, and administrative staff.

o SDG Cells: A specialized unit dedicated to sanitation and health, possibly

known as the "Health and Hygiene Cell," focusing on projects under SDGs 3
and 6.

o Roles: Program Managers, Health Educators, Data Analysts (to track health
impacts), and Field Coordinators.

 Odisha Rising Foundation:

o Workforce: Approximately 100–150 members, including part-time vocational

trainers, regional coordinators, and administrative support.

o SDG Cells: Divided by specific areas, e.g., a “Poverty Alleviation Cell”

focusing on SDG 1, “Livelihood Development Cell” focusing on SDG 8, and a
“Community Resilience Cell” for SDG 11.

o Roles: Community Organizers, Livelihood Specialists, Disaster Response

Coordinators, and Financial Advisors.

4. Work Areas and Specific SDGs Focus

 Nirmal Foundation:

o Work Areas: Rural sanitation projects, hygiene awareness campaigns in

schools, mobile health clinics.

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 o Achievements: Implemented “Community Health Days” where they provide
free health check-ups, achieved reductions in child illnesses related to
waterborne diseases, and established self-sustaining sanitation facilities
managed by local communities.

o SDG Focus: Primary focus on SDG 3, SDG 6, and SDG 4, with community-
based sanitation improvements and partnerships with local schools.

 Odisha Rising Foundation:

o Work Areas: Skills training in trades such as handicrafts, agriculture, and local
business development, as well as initiatives in disaster preparedness and cultural
preservation.

o Achievements: Created numerous small-scale businesses, provided training to

artisans, and developed disaster-resistant housing structures. It might also have
preserved traditional Odisha crafts, making them accessible to larger markets.

o SDG Focus: Strongly focused on SDGs 1, 8, and 11, achieving substantial

poverty reduction and enhancing resilience in cyclone-prone regions.

5. Challenges and Creative Solutions

 Nirmal Foundation:

o Challenges: Limited community engagement, infrastructure shortages, and

funding constraints for remote health services.

o Solutions:

 Community Involvement: Employing local leaders as hygiene

ambassadors to improve engagement.

 Technology: Using low-cost water purifiers and composting toilets.

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  Mobile Education Units: Traveling health education centers that allow
for wider reach without heavy infrastructure investment.

 Odisha Rising Foundation:

o Challenges: Natural disaster risk, cultural resistance to change, and inadequate

financial resources.

o Solutions:

 Disaster-Ready Facilities: Building cyclone-resistant community centers

that double as training hubs.

 Inclusive Financial Models: Partnering with microfinance organizations

to provide small business loans and supporting cooperatives.

 Cultural Integration: Incorporating local culture in development

programs to foster acceptance, such as celebrating local traditions in
educational workshops.

Component 3

1. Soumya Ranjan Pradhan – Social Entrepreneur

 Background and Motivation: Soumya Ranjan Pradhan grew up in a rural community

in Odisha, where he witnessed firsthand the lack of access to quality healthcare and
education. He observed that many children in his village dropped out of school early,
and preventable health issues were widespread. This drove him to pursue a career in
social work with a focus on healthcare and education.

 How He Started: Pradhan began his journey by volunteering with local organizations
in Odisha. Initially, he organized health camps and distributed educational materials in
his village. Realizing the scale of need, he expanded his work, securing small grants
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 from local donors and pooling resources to set up mobile health clinics and
educational programs.

 SDG Problem Addressed: Pradhan’s primary focus is on SDG 3 (Good Health and
Well-being) and SDG 4 (Quality Education). By addressing healthcare access and
improving educational quality in underserved areas, he aims to reduce health
inequalities and improve literacy rates in rural Odisha.

o Health: Addresses maternal and child health issues, common illnesses in rural
areas, and preventive health education.

o Education: Tackles low literacy rates, high dropout rates, and the lack of trained
teachers in rural schools.

 Engagement with NGOs:

o Pradhan has partnered with Odisha Rising Foundation, a regional NGO

focused on rural upliftment. This partnership allows him to leverage a larger
network of volunteers and resources, helping him extend his impact.

o He also collaborates with national health-focused NGOs like Smile

Foundation, which provides medical supplies and helps organize health camps,
further enhancing healthcare access in remote areas.

 Projects and Themes:

o Mobile Health Clinics: Pradhan’s mobile clinics visit remote villages weekly,
providing free consultations and basic medical treatments. They are staffed by
volunteer doctors and nurses, and they focus on educating locals about hygiene
and preventive care.

o Community Schools and Learning Centers: Pradhan has helped establish

learning centers that offer after-school programs. These centers provide study

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 materials and tutoring, particularly for children whose families cannot afford
formal schooling.

o Women’s Health Initiatives: Recognizing the need for women’s healthcare,

Pradhan launched programs focused on maternal health and family planning,
which are often overlooked in rural areas.

 Challenges and Solutions:

o Challenges: Limited funding, low awareness about health and education

benefits, and logistical difficulties in reaching remote communities.

o Solutions:

 To address funding shortages, Pradhan launched community fundraising

campaigns and built alliances with NGOs to pool resources.

 He recruited local volunteers as “Health Ambassadors” to help spread

awareness, making the communities more receptive to the health camps
and educational programs.

 To overcome logistical challenges, he relies on mobile units and

adaptable, low-cost medical supplies that are easier to transport and use in
rural settings.

 Achievements:

o Over the past few years, Pradhan’s initiatives have reduced school dropout rates
by 20% in the areas he serves, increased healthcare access for over 10,000
villagers, and led to higher hygiene awareness. His community health education
has decreased the incidence of diseases such as malaria and diarrheal diseases
significantly in several villages.

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2. Ranjan K Panda – Environmental Entrepreneur

 Background and Motivation: Known as the "Waterman of Odisha," Ranjan K Panda

has been a vocal advocate for water conservation and climate resilience for over two
decades. He grew up near rivers in Odisha and was affected by the cyclical droughts
and floods that disrupted communities. His commitment to sustainable water
management stemmed from witnessing the adverse effects of climate change on water
resources, agriculture, and local economies.

 How He Started: Panda began by working with farmers, helping them adapt to
changing weather patterns through water-saving techniques. He then founded Water
Initiatives Odisha (WIO), a platform dedicated to water conservation, sustainable
agriculture, and climate resilience. His work drew the attention of national and
international environmental NGOs, bringing him funding and partnerships.

 SDG Problem Addressed: Panda’s work is aligned with SDG 6 (Clean Water and
Sanitation) and SDG 13 (Climate Action). His initiatives tackle water scarcity, poor
water management, and climate adaptation in drought-prone areas of Odisha.

o Water Conservation: Focuses on conserving and managing water resources

sustainably.

o Climate Resilience: Prepares communities to withstand floods, droughts, and

other climate-related events.

 Engagement with NGOs:

o Panda collaborates with several national and international NGOs. Through

WaterAid India, he organizes workshops on water conservation and works on
restoring local water bodies.

o Partners with international environmental organizations, such as Oxfam India,

to conduct climate adaptation programs for farming communities, focusing on
sustainable agriculture and disaster preparedness.

 Projects and Themes:

o Revival of Water Bodies: Panda’s team works with local communities to

restore traditional ponds, wells, and rivers that have dried up. This includes

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 building check dams and small reservoirs to store rainwater and recharge
groundwater.

o Sustainable Agriculture: His programs train farmers in techniques like

rainwater harvesting, mulching, and crop rotation to reduce water usage.

o Community Education on Climate Resilience: Panda holds community

training on understanding climate risks, preparing for extreme weather events,
and adapting farming practices to climate change.

 Challenges and Solutions:

o Challenges: Climate challenges are complex, with droughts and floods

intensifying. Community resistance to changing traditional practices and limited
funding for large-scale projects were also obstacles.

o Solutions:

 Community Ownership: Panda promotes local stewardship by involving

community members in each project phase. For example, farmers are
taught to maintain water harvesting systems, increasing project
sustainability.

 Partnerships with Government and NGOs: By collaborating with state

departments and national NGOs, Panda has been able to access funding
and technical resources for water management and climate projects.

 Educational Campaigns: To address resistance, he runs educational

campaigns using simple, relatable visuals and local success stories,
helping farmers see the benefits of sustainable practices.

 Achievements:

o Panda’s work has led to the restoration of over 2,000 water bodies in Odisha,
significantly increasing water availability for thousands of farmers. His training
programs have enabled about 5,000 farmers to switch to water-efficient
agriculture, reducing water consumption by approximately 30% in some
regions. His efforts have garnered national recognition, influencing water

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 policies and drawing attention to the importance of local water resource
management.

Summary of Impact and Themes

 Soumya Ranjan Pradhan has made significant strides in addressing healthcare and
education, ensuring underserved communities in Odisha have improved access to basic
services. His partnership with NGOs enhances his reach and impact in addressing
SDG 3 and SDG 4.

 Ranjan K Panda has transformed water conservation efforts and climate resilience in
Odisha, restoring water bodies and educating communities on sustainable practices.
His engagement with NGOs and local communities has brought lasting environmental
impact, addressing SDG 6 and SDG 13.

Both entrepreneurs exemplify the power of local solutions in addressing global

challenges, each using grassroots and community-centered approaches to make a
sustainable impact.

Component 4
4.1 Introduction and Mission
Established in 2018, Waatavaran (a Section 8 company) primarily serves tribal
communities who have lived in the forests for generations, but do not have the rights
to their land. They have strived to transform these vulnerable communities into land
secure ones. They create awareness about forest protection and sustainable
cultivation practices and assist them to use provisions of the legislation to claim
community rights to their forests. The organization's journey began when a group of
passionate environmentalists, researchers, and activists recognized the urgent need
to bridge the gap between policy and on-ground realities, particularly in the context
of climate change, pollution, and land rights.
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4.2 Organisation Structure and the Team
They have a diverse team of individuals. Mr. Bhagwan Kesbhat – the Founder of
Waatavaran, has 21+ years of professional experience in program management and
policy advocacy. Previously he was a Sr. Program Manager on Decentralised
Watershed Management at Paani Foundation. His experience includes networking
with political leadership, civil society organisations, water expert and academician,
leaders of farmer organisation, policy advocacy with political leaders, legislators and
parliamentarians in Maharashtra and involving experimental new methods of
engagement across mobile and fact finding, documenting from zero ground.

Our group was able to communicate with Bhagwan Sir over the phone as he guided
us very gracefully towards other members of his organisation, whilst conducting
meetings and events all around the country, which was commendable. Additionally,
we were grateful to be in touch with and meet the Project and Operations Head, Ms
Priyanka Kumble along with the Senior Accountant, Ms Shweta Mhatre. Ms
Priyanka handles the fundraising, operations and project management in the
organisation and Ms Shweta filters out a lot of projects based on the monetary
aspects of it.
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The organisation has 10 members divided into teams who are present in various
areas. 2 members are currently working at the site of a project they are presently
working on (mentioned below), one member is working from Pune and another is
connected to them from Nasik. Their organisation has one functional office in Kurla
East and another one in Sudhagad, Raigad. They are BSE certified which allows
CSR funds to reach out to them. Along with this, they are also certified by GuideStar
and Credibility Alliance, aiding to their credibility and improving their reach.

4.3 Record of Meeting

4.31.Points of contact
Ms Priyanka Kumble: +91 96193 54062
Mr Bhawan Kesbhat: +91 92212 50399

4.32. Meeting dates:

Friday, 27th September
3:30 pm

4.4 SDG Focus

They collaborate with
communities to co-create a
future where
SDGs 3, 5, 6, 10, 11, 13, and 15 are
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realised. They are currently working on certain projects that have contributed to
these SDGs.

4.5 Recent Programs and Intiatives

4.51 Waatavaran, in collaboration with the Azim Premji Foundation and the forest
department, is working on a significant project in the Sudhagad district of Raigad to
address long-standing land ownership issues faced by forest-dwelling families.
Despite living in these areas for generations, many families lack official documents
proving their ownership. To resolve this, Waatavaran has guided over 3,000 families
in filing for legal ownership under the provisions of the 2006 Forest Rights Act. The
families are now awaiting a final verdict, which could secure their rights to the land
and help prevent migration, which is common for this reason. In parallel, Waatavaran
is facilitating access to government schemes, empowering these communities to
generate income and

establish sustainable livelihoods in their native region. The project, spanning

five years, has already completed its first year, with ongoing efforts to secure
individual and community forest rights for these families.

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4.52 Along with this project, they have also contributed to the clean air goal. They
created billboards and giant lung structures and placed them outside National
College and at different locations (with material similar to that of a real lung). The
outcome of this project was that within a couple days, the white lung turned
completely black. This project was done before the pandemic. Post pandemic results
were significantly different where the quality of that lung structure had improved.
This was one way they created awareness about the quality of the air. Furthermore,
they wish to collaborate with other like-minded organisations who are developing
clean air systems.

4.53 Another project Waatavaran conducted in March 2024, was a waste

management project. To cover several areas in the vicinity, they had to collaborate
and reach out to various local NGOs in order to increase their reach as a large-scale
project as such, demands multiple partnerships and liaisons.

4.6 Challenges and Solutions

The most significant challenge most NGOs like Waatavaran face, is funding and
people management. The NGO is a very funding dependant organisation and to run
any project, a substantial amount of human resource is required. However, only a
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small portion of finance is allocated towards hiring of HR and as a result, employee
retention becomes difficult. This makes the labour life cycle as short as of one or
two projects. To solve this issue, they are working with an organisation called SVPL
who help with HR related costs.

Another issue that comes up, which also contributes to the funding issue is a
stereotype for NGOs in general where people associate them with social work, in
layman’s terms “Samaj Seva”. This issue creates a perception that NGOs don’t
require finance to run. As a result, people divert their funds for other purposes and
NGOs are taken for granted, making it a funding issue for most of them. As
Waatavaran is not established, like many other major foundations, this is a common
problem for newer, younger NGOs like them.

If finance was not a constraint, Waatavaran would really want to see the Natural
Farming Project, Clean Air Project and Sustainable Mobility Project come to
fruition.

Additionally, the most important aspect for any NGO is networking. Websites and
certifications have helped Waatavaran gain a lot of projects and reach out to CSRs,
willing to donate to them. Additionally, they have also enrolled at platforms to enable
the same. There are various CSR Summits, Seminars and CSR related activities
where both parties come together – Waatavaran has participated in more than seven
such activities and summits in order to build a good network.

4.7 Impact Measurement

The projects’ impact is measured differently, depending on the type of the project.
For instance, Waatavaran is working with the Dabbawalas. A year ago, they
conducted an intensive study where they concluded that the number of Dabbawalas
have significantly reduced. The pre-pandemic number was approximately 5000

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members but the post pandemic number came down to 1500 members. The main
problem they were facing was their mode of transport. It is common knowledge that
Dabbawalas use cycles to travel and deliver tiffins. As a result, it was strenuous for
the health of most members, making the situation more severe during times of Covid
– 19. To
solve this
issue,
Waatavaran
(with the help
of
funders)
provided them
with e-bikes, to improve their systems. This increased their number to 2500 members
and attracted many other NGOs to take similar initiatives.

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 Hence, every project
has different tools and
processes which are
created before their
initiation, which will
help measure the final performance against the objectives.

4.8 Future Plans

Over the next five years, Waatavaran is set to expand its efforts beyond Sudhagad to
new regions, including Nashik in Maharashtra, as well as Rajasthan and Madhya
Pradesh. The decision to focus on these geographical areas is driven by several key
factors. One of the primary reasons is the strong network that the founder, Mr.
Bhagwan Sir, has built over the years. His extensive connections with local
communities, government agencies, and environmental organizations in these
regions have laid a solid foundation for Waatavaran’s expansion.

Moreover, Waatavaran’s successful project in Sudhagad, where they have been

working to secure land rights for forest-dwelling families, has garnered significant
attention from other NGOs and organizations. Many groups from Rajasthan and
Madhya Pradesh have expressed interest in collaborating with Waatavaran to
replicate their model of community empowerment and environmental sustainability.
The organization’s unique approach - combining legal support for land rights with
initiatives that promote sustainable livelihoods - has resonated with these
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communities, who face similar challenges related to land ownership, forest rights,
and environmental degradation.

Component 5

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 A Green Perspective on Retail Furniture

My objective as a retail furniture entrepreneur is to build a company that benefits the

environment and society in addition to making money. Our business may guarantee
long-term sustainability, improve our brand's reputation, and establish a connection
with ethical customers by coordinating our activities with the Sustainable
Development Goals (SDGs) of the United Nations. This study describes particular
efforts centered around six major SDGs that are pertinent to the retail furniture
sector.

SDG 8: Decent Work and Economic Growth

Initiative: Ethical Labor Practices and Community Development

Objective: To contribute to sustainable economic growth by promoting ethical labor

practices and supporting community development.

Projects:

. Fair Labor Practices:

Living Wage: Make sure that all employees are paid wages that fit the minimum
needs to meet the physiological needs of an employee as well as other necessary
needs.

Safe Working Conditions: Ensure that the company upholds all the labor laws
promulgated in the country as far as the working environment is concerned.

Employee Welfare: Provide your employees certain facilities like medical,

insurance, pension, & paid holidays etc.

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 Anti-Discrimination Policies: All organizations should have anti discrimination
policies that cover gender, race, religion, age or any other equal opportunities
section.

. Local Sourcing and Community Partnerships:

Supplier Partnerships: It is also necessary to focus on supply with local materials and
products to contribute to the development of the region.

Community Development Initiatives: Engage in partnership with other organizations

in projects that may include skill development, infrastructure development or social
endeavors.

Fair Trade Practices: When purchasing your products, make sure that you only buy
from compliant manufacturers who will not exploit their workers or other producers.

. Employee Empowerment and Development:

Training and Development: Focus on creation of a multitude of training and
development policies that would enable employees improve their prospects.

Career Advancement: There has to be a plan on career progression and equally

provide avenues for the employees to grow in the organization.

Employee Engagement: Create a culture that enables every employee to get and be
involved actively in the workplace.

. Ethical Supply Chain Management:

Supplier Audits: Organize supplier’s check-ups related to ethical labor standards or
environmental legislation violations.

Transparency and Accountability: Demand that your suppliers provide complete

visibility into their operations and are willing to get liable for it.

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 Ethical Sourcing: It is also worthy of note that a company should aim at seeking
source materials and components from producers that display sound ethical and
sustainable standards.

. Social Responsibility:
Corporate Social Responsibility (CSR): Adopt cause-related strategies that are
targeting social as well as ecological challenges in your vicinity.

Philanthropy: Donate to charitable organizations which are relevant to your

company’s niche and core business.

Volunteer Programs: Don’t discourage employees from participating in volunteering

exercises and giving their time to the unfortunate.

SDG 9: Industry, Innovation, and Infrastructure

Initiative: Promoting Sustainable and Innovative Furniture Manufacturing

Objective: To foster a sustainable and innovative furniture manufacturing industry

that creates jobs, drives economic growth, and minimizes environmental impact

Projects:

. Technology Adoption:
Automation and Robotics: Implement automation/robotics technologies to minimize
cost of operations, manpower cost and to produce high quality products.

Digital Design and Manufacturing: Integrate the use of computers in product design,
development of prototypes, and physical production in order to decrease time used
and costs, and allow customization.

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 IoT Integration: Use IoT for inventory management, to track production line
processes, and enhance the usage of energy.

. Skill Development and Training:

Vocational Training Programs: Integrate with local vocational training centers and
offer employees specific skills in furniture design, production and using
environmentally friendly techniques.

Upskilling Existing Workforce: Offers courses to ensure that the existing workers
are trained on new skills on account of the emergent technologies.

Apprenticeship Programs: Setting up of apprenticeships so that young talent can be

hired and trained especially in performing practical tasks in the industry.

. Sustainable Supply Chain Development:

Supplier Partnerships: Source products from suppliers who uphold sustainable
sourcing principles and employees civilized means to earn a living.

Supply Chain Optimization: Ensure that everyone concerned with the supply chain
reduces the distances traveled, uses minimal packaging material and optimizes the
supply chain practices.

Local Sourcing: Procure products locally because this means supporting other small
exhibitors and local communities.

. Infrastructure Development:
Industrial Parks: Promote the construction of SIAs with preferably up-to-date
infrastructures, efficient energy consumption and environmental friendly waste
handling plants.

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 Improved Access to Markets: Open doors to domestic and international markets
through trade and market linkages, trade expos and e-markets.

Research and Development Centers: Promote the setting of more outlets to facilitate
research and development to create more awareness and advancement of technology
for the marketing of furniture.

Through these measures, there is potential for enhancing furniture business for
sustainable furniture industry development as well as job creation enhancing
economic development while at the same time reducing the firms’ NEGATIVE
IMPACT on the environment. This links to the SDG 9 that focuses on the
development of resilient infrastructure, sustainable industrialization for all and facets
of innovation.

SDG 11: This has to do with Sustainable Cities and Communities.

Initiative: Sustainable Options for Urban Furniture

Objective: To support sustainable development of towns and cities by offering green

and effective furniture for public places.

Projects:

. Recycled Materials:
Urban Furniture from Waste: Design functional furniture using the discarded
plastics, lumber, and fabrics to provide long-lasting furniture in parks, squares, and
open plazas.

Innovative Recycling Techniques: Investigate ways and means by which waste can
be recycled to produce superior furniture goods.

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. Smart Furniture:
Solar-Powered Features: Use of solar panels should as well be considered as a feature
in furniture where they can offer lighting, charging or internet connection.

Sensor Technology: Smart furniture with sensors to control environments, gather

information and enhance urban climate.

Interactive Features: Create furniture that fosters interaction and enables the
community to engage itself and improve their experience of the city.

. Modular and Adaptable Designs:

Flexible Furniture: Design furniture that can be modified, expanded or contracted in
an easy way according with new requirements and different areas.

Modular Components: Create furniture that is easily dismantle and can also be
reconfigured in its element or for altogether other functions.

. Community Involvement:
Participatory Design: Thus one must encourage the local communities to participate
in the selection and construction process of the urban furniture so they can help in
determining the furniture that is most appropriate for them.

Community Workshops: Involve the public publicizing of the careful furniture by

holding workshop and training sessions to enlightenment the public to take part in
urban improvement process.

. Urban Greening:
Green Furniture: Add plants and greens to the furniture to help clean the air, give
shade and make space more appealing.

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 Urban Gardens: Design furniture with little vertical gardens or garden boxes which
promote vegetation and play a significant role in providing the cities with a natural
face.

When you undertake these projects your furniture business can provide for the
sustainable development of modern cities, enhance the welfare of inhabitants, and
fashion an environmentfriendly habitat for those in urban settings.

SDG 12: Responsible Consumption and Production

Initiative: Circular Economy Practices and Eco-friendly Materials

Objective: To establish a circular economy system that promotes sustainability in

production systems and efficiently uses available resources.

Projects:

. Product Design for Circularity:

Modularity and Reparability: Make designs of furniture that they may be easily
demountable, repairable and reusable.

Durability and Longevity: Avoid production of furniture, which gets easily damaged
and requires replacement within a short period of time.

End-of-Life Planning: Also equal consideration should be strives to ensure that

furniture is recycled, repurpose, or compost when it becomes useless.

. Sustainable Material Sourcing:

Recycled Materials: Source products from green certified sources and use of
embodies energy, recycled content including wood products, plastics and textiles.
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 Renewable Resources: A number of natural raw materials that are sustainable and
renewable shall be used in production such as wood from sustainably managed
forests, bamboo, and organic cotton.

Bio-Based Materials: Examine the bio based items such as fabrics made from plant
and natural resins as replacement of synthetic items.

. Manufacturing Processes:
Lean Manufacturing: Eliminate unnecessary costs that form part of manufacturing
cost by adopting lean manufacturing techniques.

Energy Efficiency: Minimize the energy used when manufacturing products by

installing efficient plant and equipment and technology.

Water Conservation: Some include using water-efficient equipment in

manufacturing processes and reusing water that has been used in the manufacturing
process.

. Packaging and Transportation:

Minimal Packaging: Based on the results, the choice of packaging should be minimal
and the use of environmentally friendly material should be employed.

Sustainable Transportation: Promote green logistics by ordering deliveries with

electric and hybrid cars and other eco-friendly ways, as well as choose the shortest
delivery paths.

. Customer Engagement and Education:

Product Lifecycle Information: Communicate with users on the elements of various
phases of the products’ life cycle, the materials used, the manner of production, and
what becomes of the product after disposal.

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 Take-Back Programs: Extend take-back programs for recycling of furniture or
reusing the furniture by taking them back.

Education and Awareness: Same to the previous recommendation, inform customers

on the significance of sustainable consumerism and the prospects within the circular
economy.

With these projects in place, your furniture venture has an opportunity to phase the
world towards a more circular economy and eventual reduction on waste and
excessive resource exploitation.

SDG 13: Climate Action

Initiative: Carbon Footprint Reduction

Objective: To minimize greenhouse gasses in all activities offering goods and
services the company undertakes.

Projects:

. Energy Efficiency:
Renewable Energy: Use of appropriate sources of energy such as solar or wind
energy power for electricity production in your structures.

Energy-Efficient Equipment: Purchasing more effective energy devices and

equipment to cut on energy consumption.

LED Lighting: Swap normal bulbs with energy hogs LED bulbs.

. Transportation:

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 Sustainable Transportation: Some strategies would be using environmentally
friendly products such as electric cars, company cars, employee busses, bicycles for
business and employees respectively.

Optimized Shipping: Enhance efficiency of transport means and intervals to decrease

the emission of carbon dioxide into the atmosphere.

. Material Selection:
Low-Carbon Materials: Operate with scrap materials from other industries, and if
possible, the lumber used should be naturally grown products rather than products
from deforestation areas.

Bio-Based Alternatives: Research eco-friendly material which is environmentally

friendly in comparison with synthetic fiber.

. Waste Reduction and Management:

Waste Minimization: Some policies to follow include minimizing on the amount of
waste produced through proper organization of the company’s production processes
and avoiding packaging waste.

Recycling and Composting: Hold fast and properly calibrated compost and recycling
systems to cut landfill emission.

Waste-to-Energy: Take a look at the use of waste to energy technologies where waste
can be converted to energy.

. Carbon Offset:
Carbon Offsetting: Carbon offset can also be helpful if your business needs to find
ways to offset the carbon it puts out into the atmosphere by investing in projects that
have the goal of lowering greenhouse gas emissions.

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. Employee Education and Awareness:
Climate Change Education: Develop awareness programs on the key aspects of
climate change and their effects as well as introducing programs on ways that
employees can work to reduce the emission of greenhouse gasses.

Sustainable Practices: Promote activities in the employees’ private lives, making

them recycle or use water sparingly or switch off lights when not required.

If your furniture business undertakes the following projects, it can cut its emission
of carbon and also its impact on climate change.

SDG 15: Life on Land

Initiative: Tropical forest protection, agroforestry, and sustainable development

Objective: To preserve terrestrial biogeothermal habitats namely forests and

encourage the sustainable use of natural resources.

Projects:

. Sustainable Forest Management:

FSC Certification: Check that all the wooden used in your furniture comes from FSC
certified forests.

Reforestation and Afforestation: Get involved in reforestation and afforestation to

recover the depleted forests as well as to enhance the tree hood.

Forest Conservation: Get involved in supporting forest conservation activities to

protect from destruction and help increase the stocks o this kind of capital.

. Biodiversity Protection:

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 Habitat Preservation: Preserve endangered species’ ecosystems and ensure
satisfactory standards of their protection.

Species Conservation: Promulgate support functions for the protection of

endangered species and avoiding their disappearance.

Biodiversity Inventories: Local biodiversity audits to measure how good or bad your
operations are in terms of their biological importance and where improvements can
be made.

. Sustainable Resource Management:

Responsible Sourcing: Source all the natural resources that are required for your
business activities in a responsible manner.

Resource Efficiency: Incorporate techniques to conserve the importance resources

these are some of the measures that should be taken.

Waste Reduction: Reduce wastage, use reusable products, segregate and recycle
items and organic wastes.

. Community Engagement:
Local Partnerships: Partner with different organisations and individuals in the local
community to preserve forests and a biological diversity of the area.

Education and Awareness: Encourage more responsible staff and clients to evaluate
the benefits of preservation of forests and the need to protect wild life.

Community-Based Conservation: Encourage the conservation of forests through

local participation to receive back of forest products and services.

. Research and Development:

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Sustainable Materials: Fund research to get better more sustainable raw materials to
replace the current ones which are damaging to forests and other wildlife.

Conservation Technologies: Discover the ways of enhancing forest management and

biodiversity conservation using modern technologies.

Through these projects, your furniture business can help address the land
degradation, loss of valuable forest and wildlife resources, loss of terrestrial habitats,
and unwise use of earth’s resources.

Conclusion

It is without a doubt that incorporating the United Nations Sustainable Development

Goals (UNSDGs) into the retail furniture industry strategy means a great impact on
improving the sustainability of the furniture manufacturing industry. Sustainable,
ethical and socially responsible projects demonstrate long term strategic
opportunities for business growth while at the same serving the higher purpose of
positively impacting such global causes as climate change and inequality.

BIBLIOGRAPHY

Pujara, R. Social Connect Project. BBA (E & FB) Trimester V Assignment,

Academic Year 2024-25. Guided by Prof. Ahmed Mohd Khalid. [Unpublished
manuscript].

References in Document:
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 Team Everest. Child rights and welfare initiatives.

 CRY (Child Rights and You). Advocacy and support for children's rights in India.

 GiveIndia Foundation. Online platform for donations and social impact.

 HelpAge India. Senior citizen welfare.

 Smile Foundation. Health and education for underprivileged children.

 Akshaya Patra Foundation. Mid-day meal programs for school children.

 Goonj. Disaster relief and community development.

 Project Nanhi Kali. Support for education of underprivileged girls.

 Pratham. Improving the quality of education in India.

 Save the Children. Children’s rights, health, and education advocacy.

SDG-Focused NGOs and Initiatives:

 Nirmal Foundation. Hygiene, sanitation, and clean water access in underserved

areas. Contributions toward SDG 3, 4, and 6.

 Odisha Rising Foundation. Community resilience, poverty alleviation, and

economic growth in Odisha, focusing on SDG 1, 8, and 11.

 Waatavaran. Environmental advocacy for land rights and climate resilience,

addressing SDGs 3, 5, 6, 10, 11, 13, and 15.

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