Csr Intro.docx

1. INTRODUCTION TO STUDY This project deals with the assessment of corporate social Responsibility with respect to S.E.C.L. The work has been analyzed of several social activities in different departments under the guidance of HR Personnel. The initial section of the report contains the basic information about the company and about various social responsibilities towards the company. Along with it is given the research methodology involved and the manner in which the data has been collected. In the next part of the report data analysis has been mentioned. The next section pertains to the observations and conclusions. This project work offered an opportunity to meet the top management people, understand their point of views which would not have possible otherwise. PURPOSE OF STUDY The purpose of this project is to understand the awareness and effectiveness of CSR at SECL. SCOPE OF THE PROJECT This project is limited to SOUTH EASTERN COALFIELDS LIMITED, BILASPUR (C.G.)

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2. COMPANY PROFILE SECL INTRODUCTION South Eastern Coalfields Limited is the largest coal producing company in the country. It is one of the eight subsidiaries of Coal India Limited (A Govt. of India Undertaking) under the Ministry of Coal. The company was adjudged the best PSU in the country for 97-98 and was awarded Jawaharlal Nehru Memorial National Award for pollution control and energy conservation in the year 2003, Excellence award in 2004, 2006 and 2008, National safety award from Humble President of India in 2004, 2005 and 2006. SECL has been awarded “Mini Ratna" Status by Govt of India in 2007. In year 2011-12, total coal production by SECL from open cast and underground mines was 113.84 million tones out of total coal production of 435.84 million tons produced by Coal India Ltd. which is highest among all subsidiaries of Coal India Ltd and among all coal producing companies in India. SECL has been making profits since its inception.

A BRIEF HISTORY OF COAL MINING INDUSTRY IN INDIA: Coal constitutes nearly 85% of the fossil fuels reserves in the world. The coal deposits of India belong the certain period. There are two types of coal cooking and no cooking. Cooking coal is used in metallurgical industries thermal projects etc. Depending on the volatility, cooking coal has various classifications. No cooking coal is used in household consumptions and minor industries, railway etc.

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The central coalfields comprised of the mines previously owned by National Coal Development Corporation (NCDC) and a few others in Ranchi, Hazaribagh, Ramgarh, etc. The eastern Division comprised of the mines located in Rajiganj Coalfields and Western Divisions comprised of the Coalfields in M.P and Maharashtra. In order to streamline the production, distribution and administration, however all the divisions have now been converted to holding companies as subsidiaries of Coal India Ltd. The division has been renamed as Eastern Coalfields Ltd., Central coalfields Ltd., and Western coalfields Ltd. The Central Mine planning and designing institute however carries the same old name. In 1987 western coalfields Ltd. and central coalfields Ltd. The following subsidiary companions are functioning. 1. Eastern Coalfields Ltd. (ECL) 2. Bharat Coking Coal Ltd. (BCCL) 3. Central Coalfields Ltd. (CCL) 4. Western Coalfields Ltd. (WCL) 5. Northern coalfield Ltd. (CCL) 6. South Eastern Coalfields Ltd. (SECL) 7. Mahanadi Coalfields Ltd. (MCL) 8. Central Mine Planning and Designing Institute Ltd. (CMPDIL) 9. In Coal Industry mine is the productive unit the other name of which is colliery. 10. To common people Coal Mine is known as Colliery, which is headed By a Manager, who is assisted by a team of Staff Officer of different trade disciplines.

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FORMATION OF COAL INDIA Following the state to be over the non-coking coal mines owned by the coal mines authority Limited (a govt. of India enterprise) for nearly 3 years and managed through 3 division viz. Eastern, Western & Central divisions. On 21 October, 1975, coal India Limited was formed as a holding company with its Registered office at 10, Netaji subhas Road, Calcutta 700 001 and BCCL and NCDC were transferred to CIL. As on 1.1.1993 coal India has seven coal producing subsidiary companies and one subsidiary for Planning, Designing & Research, Three Units viz, North Eastern coalfields in Margherita (Assam) under the change of Director-in-charge, coal carbonization plant (Dankuni coal complex) at Dankuni, (west Bengal) and India institute of coal Management (IICM) at Ranchi (Bihar) are directly under CIL. Dankuni coal complex is, however, currently under lease to south Eastern coalfield Ltd. For a period of five years on rental charge effective from 1.4.95. ORGANISATION STRUCTURE OF CIL: The subsidiaries companies are responsible to deliver coal, maintain quality control and carryout after-sale service once the distribution an broad linkages are decided. Subsidiary companies are also responsible to realize sale proceeds of coal bills. Coal India will be involved when there is inter-company problem requiring common approach to consumer, carries etc. The organizational structure of Coal India and its Subsidiary Companies, number of mines and coal reserves under the respective companies are given below:

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COAL INDIA LIMITED (1975)

EASTERN COAL FIELDS LTD. (1975).

MAHANADI COALFIELDS LTD.(1992)

BHARAT COKING COAL LTD.(1973).

SOUTH EASTERN COAL FIELDS LTD. (1986)

CENTRAL COAL FIELDS LTD. (1975).

NORTHERN COAL FIELDS LTD.(1986)

WESTERN COALFIELDS LTD.(1975)

CENTRAL MINE PLANNING &DESIGN INSTITUTE (1975)

TOTAL MANPOWER AS ON 01/07/2014 = 70209

Executives 3447

Supervisory staff

Workmen

7494

59268

TOTAL

70209

CORPORATE SOCIAL RESPOSIBILITY: The Company sincerely believes that CSR activities play a vital role in achieving inclusive growth. SECL is in the forefront in various CSR initiatives over the past many years. The focus of SECL’s CSR initiatives is integrated development of community in the villages surrounding our establishments which are amongst the most backward tribal villages of India. SECL has initiated integrated development of villages to facilitate sustainable income generation through employment / self-employment by targeting education and skill

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development. SECL is also offering facilities in healthcare and infrastructure to enable the beneficiaries engage in income generation activities. ENVIRONMENT MANAGEMENT: As a mining Company, SECL is conscious of its role in preservation of environment and maintaining ecological balance. During the year, six numbers of mines were recommended for ISO 14001:2004 Certification. Certification will be issued by Certification International (UK) Limited, UK. Already three mega projects of SECL Gevra OCP, Dipka OCP & Kusmunda OCP along with nine other opencast mines, have been certified for Environmental Management System (EMS) as per ISO 14001:2004 up to 2009-10. NEW PROJECTS AND FUTURE PLANS: Members may be aware that at present, there are 54 completed projects in SECL with rated capacity of 29.589 MT. There are 37 on-going projects under implementation (as on March-2011) with rated capacity of 120.94 MT. Production from these projects during 2010–11 was 112.70 MT. To further augment the production and achieve the targeted production programme of SECL during XI plan and beyond, 17 new projects are approved and are under implementation. To further increase the coal dispatch system, Rapid Loading System (SILO) have been planned and approved in 03 projects namely in Kusmunda, Gevra and Dipka Areas. SECL is planning to set-up 2 Nos. of Coal Washery on its own on BOM (Build-Operate-Maintain) concept at Korba Coalfield and at Raigarh Coalfield to cope up with the MOEF stipulations to despatch below 34% ash to Power Houses. One washery of 5 MTY capacities will come up at Baroud Opencast of Raigarh Area and another washery of 10 MTY capacities at Kusmunda Opencast of Kusmunda Area. Creating transport infrastructure and managing logistics to move coal from the point of origin to consumption units is a major challenge for sustainable development. The Railways has a major share in coal movement Matrix (around 49%).To cater the need of coal evacuation various development activities with respect to construction of new sidings are taken up considering increase in production of coal in near future. andRaigarh Coalfields in Raigarh Area spreads over an area of 3700 sq.km and have 2068.9 MT of coal reserves 6

as on 01-04-2010 and has potential to produce huge quantity of power grade coal. Presently only 4 mines having total capacity of 6.27 MT are in operation. M/s RITES has submitted survey report for this zone which is pending for approval with the Railway Board for construction of railway sidings. Early completion of the rail network in this zone can serve the nation through coal energy to the extent of more than 50 MTY in near future. Similarly, to achieve 50 MTY capacities in near future in Kusmunda Area, additional Railway Siding like washer siding, rapid loading system and new rail network from Kusmunda to Gatora by MGR mode is under consideration. Similar efforts are being made for new Railway Siding in near future in Bishrampur Area, Bhatgaon Area, Jamuna&Kotma Area and Sohagpur Area. This will certainly enhance the despatch capacity to a greater extent. IMPORTANT NATIONAL AWARDS BAGGED BY SECL FOR TOTAL PERFORMANCE, SAFETY AND POLLUTION CONTROL: SECL’s commitment to excellence resulted winning of several national awards, rankings and recognition for the Company and accolades for the management’s outstanding performance

YEAR

AWARDS

NO.

1991-92

Indira PriyadarshiniVrikshamitra

1

1994-95

Jawaharlal Nehru Memorial Award

1

1995

National Safety Award

1

1996

National Safety Award

3

1996

Best Pollution Control Award

1

1997

National Safety Award

3

7

1997-98

SCOPE Award

1

1998

National Safety Award

2

1999-2000

Best Pollution Control Award

1

2002-2003

Greentech Environment Excellence Gold Award

1

2003-2004

Greentech Environment ExcellenceSilver Award

1

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3. LITERATURE REVIEW Corporate Social Responsibility (CSR) has permeated management practice and theory up to a point where CSR can be referred to as the latest management ( Guthey, Langer,&Morsing, 2006). However, so far CSR integration into business processes has been very uneven. Hockerts (2008), for example, finds that most firms conceptualize CSR primarily as a tool to reduce risks and operational cost. Only a minority of firms is actually using CSR as a means to drive innovation. CSR BETWEEM LEGITIMITY, ETHICS, STAKEHOLDER DIALOUGE, AND SUSTAINABLE DEVELOPMENT: In recent years the business strategy field has experienced the renaissance of corporate social responsibility (CSR) as a major topic of interest. The concept has not surfaced for the first time. CSR had already known considerable interest in the 1960s and 70s, spawning a broad range of scholarly contributions (Cheit, 1964; Heald, 1970; Ackermann & Bauer, 1976; Carroll, 1979), and a veritable (truth) industry of social auditors and consultants. However, the topic all but vanished from most managers' minds in the 1980s (Dierkes & Antal, 1986; Vogel, 1986). Having blossomed in the 1970s CSR all but vanished and only Re-emerged in recent years. CSR resurfaced forcefully over the past ten years in response to mounting public concern about globalization. Firms find themselves held responsible for human rights abuses by their suppliers in developing countries interest groups demand corporate governance to be transparent and accountable. However, nearly two decades of neglect have helped to undo much of the past achievements of corporate social responsibility. It is thus no surprise that both practitioners and scholars are struggling once again to answer the question what the strategic implications of CSR are. The literature on CSR and innovation draws on a number of different theoretical traditions. CSR AS MORAL CHOICES OF MANAGERS CSR has been constructed by Ackermann (1976) as managerial discretion. According to this view managerial actions are not fully defined by corporate policies and procedures. So although managers are constrained by their work environment they nonetheless have to weigh the moral consequences of the choices they

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make. The view of CSR is strongly anchored in the business ethics literature (Jones, 1991; Donaldson & Dunfee, 1994; Crane & Matten, 2003). CSR AS ORGANIZATIONAL LEGITIMACY Davis (1973) describes the iron law of responsibility, as the fact that firm exercising power will eventually be held accountable by society. At this level CSR can be best understood as a quest for organizational legitimacy. Firms are under the obligation not to abuse the power invested on them by society or they risk losing society’s implicit endorsement. More recently this view point has resurfaced as a firm’s need to retain its “license to operate” (Post, Preston, & Sachs, 2002: 21). CSR AS STAKEHOLDER MANAGEMENT With freeman’s (1984) seminal book the focus moved from legitimacy and morals toward new theory of the firm. Social considerations are thus no longer outside an organization but are part of its purpose of being. CSR thus becomes a question of stakeholder identification involvement and communication (Mitchell, Agle, & Wood, 1997; Morsing & Beckmann, 2006; Morsing & Schultz, 2006). The purpose of stakeholder management was to devise a framework to manage strategically the myriad groups that influenced, directly and indirectly the ability of a firm to achieve its objectives.(Freeman & Velamuri, 2006). The aim of stakeholder management is thus to analyze how a company can serve its customers and be lucrative while also serving its other stakeholders such as suppliers, employees, and communities. Recently the stakeholder perspective has dominated the reinterpretation of CSR pushing the question of the legitimacy of corporate power as well as the moral dimension of managerial decisions more into the background. CSR AS SUSTAINABLE DEVELOPMENT The latest literature tradition to have impacted our understanding of corporate social responsibility is that sustainable development. It was the Brundtland Commission (1987) that for the first time systematically emphasized the link between poverty, environmental degradation, and economic development. Its definition of sustainable development, as meeting the needs of the present, without compromising the 10

ability of future generations to meet theirs, extends the responsibility of firms both inter and intra generationally. Thus firms are expected to also consider traditionally unrepresented stakeholders such as the environment and as well as future generations. Although many CSR authors have taken up the notion of a “triple bottom line” (Elkington, 1997) there remain important tensions between the CSR and the sustainable development debate (i.e. Dyllick & Hockerts, 2002). ORGANIZATIONS AND INNOVATION Innovation is the process through which productive resources are development and utilized to generate higher quality and or lower cost products than had been previously available. It requires the visualization of a range of potentialities that were previously hidden and that are now believed to be accessible. Thus, innovation strategy is in its essence, interpretative and therefore subjective, rather than 'rational' and objective." (O'Sullivan, 2000: 393, 409). CSR AND INNOVATION – WHAT IS IT? Literature bringing together CSR and innovation has emerged gradually over the past decade. One interpretation of “social innovation” can refer to improvements in the CSR process. Examples could be improved social reporting tools or CSR management systems. In this review we do, however, not consider these kinds of improvements and instead focus mainly on product related social innovation. In the following we will discuss some of the main themes standing out from literature. Broadly speaking there are two schools of thought: The first line of publications deals with innovations aiming at social improvements (i.e. health, education, community development). Here the term social innovation can refer to product innovations with a social purpose. A subgroup of these types of innovations concerns “Base of the Pyramid” thinking. Social innovation is also used to refer to the process of starting and improving social enterprises. A second group of authors put environmental innovation at the heart of their work. These literature contributions have coalesced around the theme of eco-innovation, which more recently has spawned the discipline of clean-technology venturing.

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CORPORATE SOCIAL INNOVATION The term “corporate social innovation” was first introduced by Rosabeth Moss Kanter (1999: 125) who argues that firms should use social issues as a learning laboratory for identifying unmet needs and for developing solutions that create new markets. She describes, for example, BankBoston’s effort in setting up a Community Bank, which has eventually evolved into a new market for the bank. Similarly Bell Atlantic has equipped schools with HDSL computers, in the processing learning a lot about how to use and market this new technology. The term corporate social innovation is increasingly taken up by practitioners. Patrick Cescau CEO of Unilever for example defines corporate social innovation as a way of finding new products and services that meet not only the functional needs of consumers for tasty food or clean clothes but also their wider aspirations as citizens. However, as pointed out by Hockerts (2008), most firms remain focused on CSR as a tool to reduce risks and operational cost. In his study of twelve multinationals he finds that only firms with very high social performance rankings think about CSR as a means to drive product innovation. He proposes that corporate social innovation requires the creation of knowledge structures that result from investments in corporate social performance. Examples for such scripts could be CSR management and communication tools.

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4. RESEARCH METHODOLOGY Research methodology is the way to systematically solve the research problem. Research methodology just does not deal with research methods but also consider the logic behind the methods. It may be understood as a science of studding how research is done scientifically and systematically. In it, we study the various steps that are generally adopted by the researcher in study of his research problem along with logic behind them. it is necessary for researcher to know the research method, technique He must also clearly understand the producer would apply to problem given to him. All this means that it is necessary for the researcher to design methodology from problem to problem. Research methodology is a way to solve systematically the research problem. In it the researcher studies the various steps that are generally adopted by researcher in studying his research problem along with the logic behind them.

4.1 OBJECTIVES OF THE STUDY

The main objective of the project is to understand what corporate social responsibility is and how it is important for an organization in different areas for social activities in relation to South Eastern Coalfields Limited. Some other objectives are as following:

1. To understand the concept of corporate social responsibility in depth.

2. To study and analyze the social responsibility for S.E.C.L.

3. To give necessary suggestion to enhance the effectiveness of CSR so as to ensure sustainable industrial growth. 4. To study the awareness and effectiveness of CSR at S.E.C.L.

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4.2 THE RESEARCH PLAN AND SAMPLING PLAN USED IN THE STUDY The following table can be taken as a guideline for preparing this section.

RESEARCH PLAN

Research Design:

Descriptive

Research Method Used

Survey

Research Technique Used

Questionnaire

Data Collection

From Bilaspur C.G

Sampling Plan

Convenience

No. of samples collected

50

4.3 DATA COLLECTION METHODS

Data collection is an important aspect of any type of research study. Inaccurate data collection can impact the results of a study and ultimately lead to invalid results. Data can be defined as the quantitative or qualitative values of a variable. Data can be numbers, images, words, figures, facts or ideas. Data in itself cannot be understood and to get information from the data one must interpret it into meaningful information. There are various methods of interpreting data. Data sources are broadly classified into primary and secondary data. 4.3.1 PRIMARY DATA

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Primary data is the data observed or collected directly from first-hand experience. Primary data has not been published yet and is more reliable, authentic and objective. Primary data has not been changed or altered by human beings; therefore its validity is greater than secondary data. 4.3.2 SECONDARY DATA Secondary Data is the data collected from a source that has already been published in any form. The review of literature in any research is based on secondary data mostly from books, journals and periodicals. CORPORATE SOCIAL RESPONSIBILITY INTRODUCTION The Mines of Coal India and its subsidiaries are located in different parts of the country spread in 8 states, and relatively in isolated areas with little contact to the outside society. Mining of Coal has profound impact on the people living in and around the areas where the mines are established. The obvious impact of the introduction of any production activity in such areas change the traditional lifestyle of the original inhabitants and indigenous communities and also change the socio-economic profile of the Area. Hence, the primary beneficiaries of CSR should be land outsets, PAP and those staying within the radius of 25 Kms of the Project. Poor and needy section of the society living in different parts of India should be second beneficiaries. Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship, social performance, or sustainable responsible business/ Responsible Business) is a form of corporate selfregulation integrated into a business model. In the aforesaid backdrop, policy o Corporate Social Responsibility of CIL has been framed after incorporating the features of the Companies Act 2013 and as per notification issued by Ministry of Corporation Affairs, Govt. of India on 27.02.2014 as well as DPEs guidelines and broadly covers the following:-

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 Welfare measures for the community at large, so as to ensure the poorer section of the Society derived the maximum benefits.  Contribution to the society at large by way of social and cultural development, imparting education, training and social awareness specially with regard to the economically backward class for their development and generation of income to avoid any liability of employment.  Protection and safeguard of environment and maintaining ecological balance. MEANING Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large. 1. Social responsibility becomes an integral part of the wealth creation process - which if managed properly should enhance the competitiveness of business and maximize the value of wealth creation to society. 2.When times get hard, there is the incentive to practice CSR more and better - if it is a philanthropic exercise which is peripheral to the main business, it will always be the first thing to go when push comes to shove. But as with any process based on the collective activities of communities of human beings (as companies are) there is no 'one size fits all'. In different countries, there will be different priorities, and values that will shape how business act. And even the observations above are changing over time. The US has growing numbers of people looking towards core business issues. A concept whereby companies decide voluntarily to contribute to a better society and a cleaner environment.

AIMS:  To understand the impact of a company’s CSR initiatives.

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 To understand how a company’s CSR initiatives are perceived by their stakeholder groups and others.  To gain an understanding of how a company’s CSR performance compares to that of its peers.

OBJECTIVES:

The main objective of CSR policy is to lay down guideline for the coal companies to make CSR a key business process for sustainable development for the Society. It aims at supplementing the4 role of the Govt. in enhancing welfare measures of the society based on the immediate and long term social and environmental consequences of their activities. CIL will act as a good Corporate Citizen, subscribing to the principles of global Compact for implementation. SCOPE: As per schedule VII of New Companies Act 2013 the following should be the Scope of Activities under Corporate Social Activities: 1. Eradicating hunger, poverty and malnutrition, promoting preventive health care and sanitation and making available safe drinking water. 2. Promoting education, including special education and employment enhancing vocation skills especially among children, women, elderly, and differently able and livelihood enhancement projects. 3. Promoting gender equality, empowering women, setting up homes and hostels for women and orphans, setting up old age homes, day care centres and such other facilities for senior citizens and measures for reducing inequalities faced by socially and economically backward groups. 4. Ensuring environmental sustainability, ecological balance, protection of Flora and Fauna, animal welfare, agro-forestry, and conservation of natural resources and maintaining quality of soil, air and water.

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5. Protection of national heritage, art and culture including restoration of buildings and sites of historical importance and work of art: setting up public libraries, promotion and development of traditional arts and handicrafts. 6. Measures for the benefit of armed forces veterans, war widows and their dependents. 7. Training to promote rural sports, nationally recognized sports, Paralympics sports and Olympics sports. 8. Contribution to the Prime Minister’s National Relief Fund or any other fund set up by the Central Government for socio-economic development and relief and welfare of the Scheduled Castes, the Scheduled Tribes, other backward classes, minorities and women. 9. Contribution or funds provided to technology incubators located within academic institutions which are approved by the Central Government. 10. Rural development projects. FEATURES OF CSR 

An evaluation tool using a set of core question common to all groups based on primary research.



Sector specific questions to gain depth of understanding of how “engaged” key stakeholder groups

are with the company as a result of their CSR activities. 

Calibration system to supply CSR index.



Mix of different approaches including quantitative and qualitative techniques.



Flexible weighting system to reflect varying importance of group or questions.



Benchmarking tool for regular performance comparison.

BENEFITS 

A wide ranging and robust vehicle to assess position in terms of CSR based on the perceptions of a

company’s key publics. 

The ability to look holistically at the awareness of CSR activities on key stakeholders. 18



Will provide an evaluation vehicle that will enable a company to compare its position via others.

 Will enable a company to built picture overtime and provide monitoring tool.  Will enable a company to understand where the strengths and weakness.  Will provide synthesized results (CSR index) which will assist senior. CSR AT SECL Our CSR policy aims at making CSR a key business process for sustainable Development for the society. We supplement the role of Government Welfare measures of the society based on the immediate and long term Social and Environmental consequences of our activities. Engaging with our community and working towards their development is an integral part of our business. We are committed to Sustainable development and inclusive growth. In the surrounding areas of our mining projects. This commitment is translated in to action through a network of CSR projects through which we are dedicated to play a vital role in the journey from poverty to prosperity. NOTE: CSR POLICY OF CIL IS IMPLIMENTED BY SECL PROJECTS UNDER SECL PROJECT BUNIYAD – A rural infrastructure development project aimed at developing basic infrastructure in villages around a radius

of

25

km

of

coal

mining.

Projects

of

SECL

in

C.G.

and

M.P.

we

believe that social asset Creation in rural area is the (Buniyad) of its prosperity. The project targets around 350 villages of Chhattisgarh and Madhya Pradesh for development of community assets road community centres, school playgrounds, market places, water supply, regular interface and engaged with district authorities and a local body for need identific-ation and execution of work is at the core of the project.

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OBJECTIVE 1. To develop basic infrastructure in nearby villages. 2. To interconnect villages for better mobility and market. 3. To provide basic amenities to nearby villages. 4. Accessibility to drinking and clean water. 5. To improve general sanitation. 6. To provide electricity and lighting facility in villages. ACTIVITIES 1. Construction/Extension/Repair of Roads, Bridges, Culverts, etc. 2. Developing common facilities such as community centres, auditorium, educational institutions, healthcare centres, market places/shopping complex, bus‐Stops, burning hat/crematorium, etc. 3. Providing infrastructural facilities for electricity 4. Providing lighting facilities including Solar Lights, etc. 5. Developing public playgrounds, sports complex, parks, etc. 6. Water supply arrangements including deepening/beautification of ponds, water tanks, Installation of hand‐pumps, bore‐wells, tube‐wells, check‐dams, 7. Digging/repair of wells, rain‐water harvesting, check‐dams, etc. 8. Gainful utilization of waste water from Under‐Ground Mines for cultivation, etc. 9. Forming task force of volunteers to educate people regarding proper use of Water.

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PROJECT ARMAAN The

project

aimed

at

improving

standard

and

quality

of

education

in

rural areas to

supplement the endeavour of Central and State Governments to give wings t of rural children. OBJECTIVE 1. To provide basic infrastructure for education. 2. To promote Computer Literacy. 3. To improve enrolment in the schools. 4. To reduce the no. of dropouts. 5. To encourage higher education and female education. 6. To support technical/vocational institutions for their self‐development. ACTIVITIES 1. Providing basic infrastructure like Classrooms with desks, benches, furniture, etc. 2. Library including books. 3. Laboratory. 4. Boundary wall, toilets, etc. 5. Playgrounds. 6. Providing Language Labs & Computer Labs. 7. Imparting Computer Education through external agencies. 8. Organizing inter‐school/village/region academic competition like essay writing, poem Writing/reading, debate, quiz, storytelling/writing, painting/sketching etc. 9.Providing educational aids like books, stationary, bags, uniform, cycle, etc. to BPL/SC/ST/female stude nts. 21

10. Supporting technical/vocational institutions for their self‐development by providing Infrastructural facilities, etc. 11. Conducting awareness programs on girl education. 12. Conducting counselling sessions of parents. 13. To

give

special

attention

on

education,

training

and

rehabilitation

of

mentally

& physically challenged children.

PROJECT SWASTHA GRAM A health care and family welfare program of SECL envisioned for sustainable mining project surrounded by Swastha Grams. We have a chain of 17 hospitals and 47 dispensaries equipped with diagnostic and surgical facilities spread across all business units supported by 159 ambulances and managed by 251 doctors / specialists and 874 paramedical staff who are educated toward healthcare of employees and their families and nearby village. In addition, SECL provides health services to far-flung areas through 14 dedicated ambulances equipped as mobile health clinics. We organise periodical special healthcare Campus at these areas like eye camps, family planning camps, diagnostic camps, etc. and awareness program on health and hygiene. OBJECTIVE 1. To promote health awareness 2. To provide healthcare. 3. Tocreate awareness about chronic diseases like AIDS, malaria, TB, cancer etc. 4. To promote pre‐ and post‐natal care. 5. To promote baby health. 6. To promote the concept of small family.

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ACTIVITIES 1. Up‐gradation of primary healthcare centres in villages. 2. Organizing medical camps (diagnostic camp, eye camp, immunization camp, etc.), Periodic school medical check up, special area camps, blood donation camps etc. 3. Promoting and organizing health awareness programs. 4. Organizing awareness camps on diet and nutrition. 5. Organizing family planning camps. 6.Organizing pre‐natal and post‐natal awareness camps. 7.Organizing awareness camps on AIDS, TB, Leprosy,diabetes, hypertension,etc. 8.Promoting and organizing senior citizen healthcare programs and wellness clinic drugs etc. 9. Organizing awareness programs on breast feeding, ‘Healthy Baby Show’etc. 10. Providing healthcare facilities through fully equipped mobile medical vans. PROJECT VASUNDHARA A climate change mitigating initiative through massive tree plantation, water Harvesting, Ground water recharge, waste‐land development, development of parks, development of ‘Eco‐Tourism’, etc.“Respect for (Nature)”is the core of our operations. We are committed To mitigate environmental impact of all our operations by engaging state of the art technology and training. We also support wildlife protection at Achankmar Tiger Reserve, chhattisgharh. We are committed for creating awareness among our employees, children’s and citizens in general on environmental issues. To emphasize their role in compacting global warming, climate imbalance, conservation of natural resources. OBJECTIVE 1.To promote ecological balance. 2.To develop green belt in and around Mining areas. 3.To promote projects of setting up of ‘Eco‐Tourism’. 23

4.To promote development of water bodies near Open Cast Mining Projects. 5.To create awareness against use of plastics, polythene, use of coal/wood as fuel, etc. 6.To promote conservation of water and other natural resources. ACTIVITIES 1. Undertaking programs/projects on tree plantation. 2. Organizing awareness camps on rain water harvesting 3. Developing parks 4. Observing World Environment Day, World Water Day, etc. 5. Organizing environmental programs for School children. 6. Propaganda and promotion on environmental issues. 7. Promoting use of alternative fuels to reduce tree‐cutting. 8. Organizing special programs on environmental issues for housewives. 9. Forming and supporting “Eco‐Clubs” among employees, families, school children, and youth. 10. Developing water bodies in the excavated Open Cast mines.

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5. DATA ANALYSIS AND INTERPRETATION The data collected through questionnaires has been analyzed quantitatively & presented with the help of tables & charts. This was followed by observations and conclusions & finally suggestions were made. The respondents were asked to give their honest opinion on following 7 questions.

Q.1- Has your company adopted and implemented CSR? PARTICULAR

NO.OF RESPONDENTS

PERCENTAGE

YES

40

80

NO

10

20

yes No

INTERPRETATION 80% of the respondents agree on the term of adopting CSR by the company.

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Q.2- Has your company drawn up environmental friendliness policy objectives? PARTICULAR

NO.OF RESPONDENTS

PERCENTAGE

YES

40

80

NO

10

20

yes No

INTERPRETATION: According to the data analysis, 80% of the respondents said that company drawn environmental friendliness policy.

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Q.3- Is external parties affected participating in defining the CSR strategy at your company? PARTICULAR

NO.OF RESPONDENTS

PERCENTAGE

YES

35

70

NO

15

30

yes No

INTERPRETATION: 70% of the employees agree that external parties can affect the CSR strategy of the company.

27

Q.4- Are you aware of your company’s expenditure in CSR activities? PARTICULAR

NO.OF RESPONDENTS

PERCENTAGE

YES

40

80

NO

10

20

1

2

INTERPRETATION: 80% of the employees were aware about the company’s expenditure in CSR activities.

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Q.5- Are you aware of the CSR projects run by SECL? PARTICULAR

NO.OF RESPONDENTS

PERCENTAGE

YES

40

80

NO

10

20

yes

no may be

INTERPRETATION: 80% of employees were aware about the various CSR projects run by SECL.

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Q.6-Does CSR activities add values to the company profile?

PARTICULAR

NO.OF RESPONDENTS

PERCENTAGE

YES

45

90

NO

5

10

yes no

INTERPRETATION: 80% respondents say yes CSR activities add values to the company profile.

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Q.7- Does your company motivate employees to participate in CSR activities & projects?

PARTICULAR

NO.OF RESPONDENTS

PERCENTAGE

YES

30

60

NO

20

40

yes no

INTERPRETATION: 60% employees say that your company motivates employees to participate in CSR activities & projects.

NOTE: There are several limitations that on this research study which require for the examination and addition research in the future. The sample size of this study is one of the limitations. The sample size might not accurately representation all the employee. This is because there are some respondents were not seriously when answering the questions in the questionnaire.

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6. FINDINGS 1. In our research report we find that according to employee of SECL corporate social responsibility benefits enhancing corporate reputation. 2. According to SECL respondents says, CSR activities add values to the company profile. 3. Find in my report that most of the employees say that company motivates employees to participate in CSR activities & projects. 4. Most of the employees think that external parties affected participating in defining the CSR strategy at your company. 5. According to report most of the employees were not aware about the company’s CSR activities.

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expenditure in

7. SUGGESTION 1. In SECL they give preference to other children’s. 2. Less than 20% of the employees are not aware of social activities run by SECL. So I would suggest that all employees must know about it. 3. Every employees of SECL can take part in CSR activities, so the employee can know the awareness and effectiveness of CSR.

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8. LIMITATIONS During the project there were various constraints which were faced: 1. As the analysis is based on small sample size so there can be chances of less accurate results as small samples are less representative of the population. 2. The information can be biased due to use of questionnaire. 3. The difficulty of understanding the questions as it was in English language can be a major limitation. 4. As there were large number of employees in the HR department so obtaining information from each of them requires lot of time.

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9. CONCLUSION SECL is the leading coal production in the family of the CIL. At present time SECL is producing 25% of the total coal production of coal India. Besides maintaining its position, SECL has also maintained high quality in other spheres of performance. It provides all the facilities, Satisfaction, terminal benefits to employees like P.F., Gratuity and sanction order of pension is given on last working day of employees in a formal function. It has enhanced the belongingness towards the company. SECL has planned to invest over Rs.900crores for development of coal projects to maintain its status of India’s largest coal producing company. In Every three month it gives bonus to employee.

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10. BIBLOGRAPHY 

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

Brundtland Commission. 1987. Our Common Future. Brussels: World Commission on Environment and Development.

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Carroll, A. 1979. A Three-Dimensional Conceptual Model of Corporate Performance. Academy of Management Review, 4: 497-505.

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Cheit, E. F. 1964. Why Managers Cultivate Social Responsibility. California Management Review, 7: 3-22.

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Crane, A., & Matten, D. 2003. Business Ethics: A European Perspective. Oxford:Oxford University Press

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Dierkes, M., & Antal, A. B. 1986. Whither Corporate Social Reporting: Is It Time to Legislate? California Management Review, 28: 106-121

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Donaldson, T., & Dunfee, T. 1994. Toward a Unified Conception of Business Ethics:Integrative Social Contracts Theory. The Academy of Management Review, 19:252-284.

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Dyllick, T., & Hockerts, K. 2002. Beyond the business case for corporate sustainability.Business Strategy and the Environment, 11: 130-141.

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Elkington, J. 1997. Cannibals With Forks: The Triple Bottom Line of 21st Century Business. Oxford: Capstone.

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Freeman, R. 1984. Strategic Management: A Stakeholder Approach. Boston, MA:Pitman.

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Freeman, R., & Velamuri, S. 2006. A New Approach to CSR: Company Stakeholder Responsibility. In A. Kakabdse,&M.Morsing (Eds.),Corporate social responsibility (CSR): Reconciling aspiration with application: 9-23. New York et al:PalgraveMacmillan.

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Guthey, E., Langer, R., & Morsing, M. 2006. Corporate social responsibility is a management fashion. So what? In M. Morsing, & S. Beckmann (Eds.), Strategic CSR communications: 39-60. Copenhagen. 36

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Hockerts, K. 2008. Managerial Perceptions of the Business case for Corporate Social Responsibility. CBSCSR Working Paper Series: Copenhagen Business School

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Jones, T. 1991. Ethical Decision Making by Individuals in Organizations: An Issue Contingent Model. The Academy of Management Review,16:366-395.

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Kanter, R. M. 1999. From Spare Change to Real Change: The Social Sector as a Beta Site for Business Innovation. Harvard Business Review, 77: 123-132.

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Mitchell, R., Agle, B., & Wood, D. 1997. Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. The Academy of Management Review, 22: 853-886.

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Morsing, M., & Schultz, M. 2006. Corporate social responsibility communication:stakeholder information, response and involvement strategies. Business Ethics: A European Review, 15: 323-338.

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O'Sullivan, M. A. 2000. The Innovative Enterprise and Corporate Governance. Cambridge Journal of Economics, 24: 393-416.

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Post, J. E., Preston, L. E., & Sachs, S. 2002. Redefining the Corporation: Stakeholder Management and Organizational Wealth. Stanford Business Books.



Vogel, D. 1986. The Study of Social Issues in Management: A Critical Appraisal California Management Review, 28: 142-151.

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11. APPENDICES Name: Occupation Designation:

1. Has your company adopted and implemented CSR? Yes

No

2. Has your company drawn up an environmental friendliness policy objectives? Yes

No

3. Is external parties affected participating in defining the CSR strategy at your company? Yes

No

4. Are you aware of your company’s expenditure in CSR activities? Yes

No

5. Are you aware of the various CSR projects run by SECL? Yes

No

6. Does your company motivate employees to participate in CSR activities & projects? Yes

No

7. Does a CSR activity add values to the company profile? Yes

No

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