1.

Dr. Reddys Laboratories conducts its CSR activities through Dr. Reddys Foundation.
Set up in 1996, Dr. Reddys Foundation (DRF) is a non-profit partner of Dr. Reddys
Laboratories. DRF acts as a catalyst of change that fosters, develops and promotes
initiatives at individual, group and organization levels to achieve sustainable
development. Driven by the belief that equity in education and livelihoods helps in
building an inclusive society, DRF strives to create quality opportunities in these two
areas, with particular focus on economically disadvantaged youth. It works in
partnership with all concerned stakeholders in this endeavour.
Project Partners
Dr. Reddys Foundation, in association with scores of likeminded partners from the
corporate and government sector, works toward creating sustainable livelihoods in
various states across the country. Its partners include: Ernst and Young, Accenture,
Cisco, BPCL, Cognizant Foundation, ACC limited, Intel, etc
Major Projects:
LABS (Livelihood Advancement Business School)
DRF pioneered LABS an effective short-term skill development program that prepares
youth for careers in emerging service sectors such as Hospitality, Customer Relations
and Sales/ Retail Sales, BPO voice and non-voice and other market-driven service
domains. The core focus of the training program is to ensure placements, thereby
addressing issues of employability and income generation, and improving the quality of
life of underprivileged youth in India. They have separate programs for Urban and Rural
Livelihoods. Over 290,000 youth have been trained to date under the LABS program,
with an average placement rate of 70%. Operational in over 75 centers across India,
this one-of-its kind business school tells the collective success story of tens of
thousands of economically disadvantaged youth, and of their journey to self-respect and
financial independence.
Education
DRF has a firm belief that every child should have access to right education and
schooling. To realize this, DRF works with schools, communities and other stakeholders
apart from developing strategies to bring children of all age groups into mainstream
education. The same inclusive philosophy drives DRFs educational interventions as
well. It fights child labor and strives to provide quality education to children who are
deprived of it. Using schools as community learning resource centers, it develops local
knowledge and leadership, and implements innovative schooling strategies in
association with the mainstream education system.
Education Resource Center
DRFs in-house Education Resource Center (ERC) conducts schooling-related research
and capacity building, and enables sharing of best practices between government, civil
agencies and sector specialists. The ERC also fulfils the academic and pedagogical

requirements of neighbourhood schools, apart from supporting them in developing

systems, processes and mechanisms of schooling.

2.

The major CSR activities conducted by Ranbaxy are as follows:

Ranbaxy Community Healthcare Society
Beginning with India, where it is based, and on to other regions in Asia, Africa and
elsewhere, they are focusing on key issues such as mother & child care, AIDS
awareness & management, and adolescent health. With active fieldwork, dedicated
research and recognition of the efforts of those who work behind the scenes to combat
illness and disease, they strive to secure the right to good health of as many human
beings as they can. They established the Ranbaxy Rural Development Trust (RRDT) in
1978 when Health for All was adopted as a national objective in India. That year, their
first mobile healthcare van was rolled out in the state of Punjab to reach out and deliver
primary healthcare to underprivileged sections of society in remote villages. The trust
functions today as an independent body that touches the lives of over 650,000 people
with a fleet of mobile healthcare vans in the states of Punjab, Haryana, Himachal
Pradesh and Madhya Pradesh and through an urban family welfare centre in Delhi.
Ranbaxy-Daiichi Sankyo Joint CSR initiative
As a part of their Global Corporate Social Responsibility, they have joined hands with
Daiichi Sankyo to introduce a social initiative in District Dewas, Madhya Pradesh, India
to serve the rural population in the area. The objective of this project is to contribute
towards the achievement of the UN Millennium Development Goals in India with a focus
on reducing child mortality, improving maternal health and combating HIV/AIDS and
malaria, among other diseases. Presently, they have rolled out two well-equipped
mobile healthcare vans with a dedicated group of trained doctors and paramedics and
supported by other necessary medical equipment. These vans offer comprehensive
healthcare services in rural areas. They provide a blend of curative, preventive and
health promotive services covering the areas of maternal and neonatal child health;
family planning, reproductive and adolescent health; the prevention and control of
malaria, tuberculosis, HIV/AIDS and other communicable and chronic non communicable
diseases; and fighting female foeticide.
HIV/AIDS
At Ranbaxy, they believe that Anti-retroviral (ARV) therapy is an essential tool in waging
the war against HIV/AIDS. Hence, they have taken a conscious decision to manufacture
and supply affordable, high quality generic ARV treatments to patients around the
world. They offer today a wide range of World Health Organisation prequalified (WHO
PQ) ARV products that are supplied in over 90 countries in Africa, Latin America, CIS and
Asia. They estimate currently close to a million patients worldwide who use their ARV
products for their daily treatment needs.

Anti-Malaria

It was in 2003 that they embarked upon a critical research project to develop a new
anti-malarial drug that addressed the challenges faced by conventional therapies like
drug resistance, hill pill burden, price fluctuations and supply constraints. After eight
years of research, their scientists have developed a next generation non-artemisinin
drug that simplifies the treatment of malaria to an effective, once-daily tablet, threeday regimen. The drug, named Synriam, is Indias first New Chemical Entity. It comes at
a time when malarial parasites are showing marked resistance to traditional treatments.

3.

Occupational Health, Safety and Environment (HSE) initiatives are an important part of
their business activities. All their facilities maintain high standards of occupational HSE
practises and most of them are certified for ISO 14001 and OHSAS 18001 standards.
They also have a defined environmental strategy that focuses on reducing the carbon
footprint by saving energy, and following water and waste management
procedures. They were among the first companies to manufacture CFC-free inhalers a
good
10
years
before
the
Montreal
Protocol,
2010.
Some of their continuous efforts to upgrade HSE standards are as follows:

Establishing well-equipped facilities and safety laboratories.

Conducting regular safety training programmes, including those on behavioral

safety to increase safety awareness at all working levels.

Celebrating Safety Week, Fire Service Day and Electrical Safety Day to create
awareness and motivate employees. Villagers and school children living around
the Companys plants across India also participate in such programmes.

Conducting a green drive programme of mass tree plantation to celebrate World

Environment Day and Earth Day.

Maintaining a modern, well-equipped effluent treatment plant at all their

manufacturing facilities. Treated water from these zero discharge facilities is used
for maintaining green belts around the factory premises.
Being a good corporate citizen is an integral part of their core value - caring for life.

The Cipla Palliative Care and Training Centre in Pune continues to provide holistic
care to terminally ill cancer patients and their families free of charge. Till now the
Centre has given treatment, comfort and solace to more than 7,700 patients. The
focus of the Cipla Palliative Care Centre is to reach out to more cancer patients
who need Palliative Care and to integrate Palliative medicine with curative therapy.

They extend support to Manavya, a Pune-based organization which runs a home

for children with HIV infection. Manavya operates a mobile dispensary in villages
on the outskirts of Pune and it is fully funded by the company.

On the occasion of Ciplas Platinum Jubilee in 2010, they set up the Cipla
Foundation by contributing a sum of Rs. 5 crore. The Foundation aims to provide
care and financial support to people in need of healthcare and education in India.

In a humanitarian effort to support cancer patients and relieve their burden, they
made a breakthrough in reducing the prices of cancer drugs, thus making worldclass medicines accessible to patients in India.

They also work closely with several reputed non-profit organizations such as Drugs
for Neglected Diseases Initiative, Medecins Sans Frontieres and the Clinton
Foundation in order to make drugs for malaria, HIV/AIDS and several neglected
diseases, available at affordable prices. They also provide medicines to treat over
a million poor, aged patients in slums and villages through non-profit
organizations. In addition, they support several health, educational and welfare
activities in communities surrounding the companys factories, both directly and
through their Charitable Trusts, by providing healthcare education, improvement
of community infrastructure, scholarships, etc. This is part of their commitment to
improve the quality of life for these communities.

4.

Udayachal Schools: Providing quality care and education

Udayachal, the school run by the Godrej group of companies, surrounded by
gulmohars, copper pods, green lawns and cooing birds, symbolises the schools ideal to help students from even the humblest origins to rise to the heights of a fulfilled
life.Education in the schools focuses on total personality development of the child,
which is enhanced and strengthened through joyful learning. This takes into account the
physical,socio-emotional, aesthetic, spiritual and mental growth, rather than merely
academic progress. Currently, Udayachal School, caters to children other than those of
employees. This change was brought in, when the Chairman and Managing Director of
the Company gave in to repeated requests from local residents who also wanted their
children to get the quality education. This promotes interaction amongst children of
different castes, religions andsocio-economic milieu. Udayachal School is also an ISO14001 certified institution, which goes to show that environmental issues are held dear
here.
Godrej Memorial Hospital - striving to strike the right balance
The Godrej Hospital (GMH) was set up by Godrej Memorial Trust. The objective of the
hospital was to create a balance between the philanthropic hospital in the city and the
private hospitals. For the same purpose, an alternate business model was created which
would have high quality healthcare services at an affordable cost in a rational and
ethical manner. The hospital has in fact managed to implement this unique business
model which is inspired by the concept of Sustainable Philanthropy. This model was
adopted with a belief that a wholly philanthropic model would not be sustainable and
would grow only in a very limited sense.To make healthcare available at affordable
prices, the OPD is divided into three types- OPD for poor patients where the patients are
charged only Rs 10 per consultation, the concessional OPD where Rs 150 is charged for
general speciality and Rs 200 for superior speciality consultations. The patient can see
the doctor for the same ailment free for another nine days after the first visit and then
50 percent as follow up charges from the 10th to the 30th day.
Long term employment for the visually disabled

The activity of hardware packet making for chairs has been outsourced to National
Association for Disabled Enterprises (NADE) for the last several years. The objective of
this decision was to ensure continued occupation for the visually disabled. The activity
began way back in 1996-97, where approximately 8,000 to 10,000 hardware packets of
30 different kinds every month were made by them. This activity continues till date,
with the scope increasing to 40,000 packets of 200 kinds.
The Green Business Centre, Hyderabad
The Green Business Centre, technically assisted by USAID, is the first building in the
world to receive the Platinum LEED award, making it one of the most environmentally
advanced buildings in the world. A Green Building keeps environmental concerns in
focus in the following areas - a) selection of site for the building b) architectural features
c) water and energy efficiency d) energy efficiency of equipments in the buildings e)
selection and usage of materials f) Indoor Air Quality g) Occupant Thermal Comfort.
Conserving for a brighter tomorrow
Godrej & Boyce, being a light engineering company, does not fall in the designated
industries category as per Energy Conservation Act. However, at Godrej, voluntary
compliance of energy conservation systems is in place for the last two decades.
Inspired by the adage, One cannot manage what one does not measure, Godrej
believes measurement/monitoring and verification of past v/s present data gives an
insight and paves a roadmap for Energy Conservation Measures (ECM) to be taken up.
5.

Shaktimaan & Shakti Ammas: An Initiative Project Taken by HUL

A Shaktimaan is a male member of a shakti entrepreneur family. In 2000, HUL
collaborated with self- help groups to expand its rural reach under project Shakti. It
partnered women entrepreneurs called Shaktiammas from rural areas of Andhra
Pradesh and 14 other states by offering them opportunities for business. The objective
was not only to increase direct reach in rural areas, but also build brands through local
influencers. Today, there are around 45,000 Shakti ammas on board, taking products to
across 1 lakh villages and over 30 lakh households every month. HUL soon figured out
that the men folk from Shakti households, who would by now be familiar with the
operations and product range of the company, could be used for the next leap to
reach villages with a population of less than 2,000. They have been christened
Shaktimaans. Roughly one in two Shakti households would provide a Shaktimaan. While
there are no fixed selection criteria, a Shaktimaan is chosen based on his locational
advantage and his proximity to villages which are to be covered. Since the Shaktimaan
is a male member of the Shakti household, his additional income from this programme
results in an increase in household income. A Shakti entrepreneur typically earns an
average of Rs 1,000 per month. It is estimated that the Shaktimaan would earn 2.5
times this amount, given the arduous task he has been given to perform.
The Shakti ammas and Shaktimaans are not paid employees of the company. HUL gives
Shaktimaans (male members), a bicycle, to be able to service villages within a 3 to 5
kms radius and hence cover a larger area than a woman, Shakti amma, can cover on
foot. On an average a Shaktiman does approximately double the business of a Shakti
amma and helps reachmedia-dark regions which no other large FMCG company has

penetrated, said the top HUL official. An HUL spokesperson said in an email that
Project Shakti is a rural distribution initiative that targets small villages populated by
less than 5,000 individuals. It is a unique win-wininitiative that catalyses rural
affluence even as it benefits business. Project Shakti benefits business by significantly
enhancing HULs direct rural reach, and by enabling its brands to communicate
effectively in media-dark regions.
HUL is also undertaking initiatives such as Khushiyon ki doli through which it reaches
50,000- 70,000 villages with a set of five to seven relevant brands and extols the
virtues of washing hands before meals, washing clothes with a soap or detergent,
among others. HUL this year will also roll out its IQ solution, which enables salesmen to
record orders for outlets on an utomated handheld device that connects directly to the
system and helps retailers reduce the incidence of stock outs.HUL is using a network of
45,000 Shakti ammas and 23,000 Shaktimaans to reach consumers in villages where
its not economical for our wholesale distributors to service. This was one of the major
steps in helping us triple our rural reach in 2010-2011, equaling what they had done in
the last 75 years of business in India. HUL estimates that India has more than 630,000
villages, most of which are hard to reach and offer relatively lower business potential.

OBJECTIVES OF CSR PROJECTS

As recorded in association documents, the objectives of CSR PROJECTS are as follows:
1. Increase levels of Volunteering, Work Experience/Trail & Training Opportunities
leading to paid Employment
2. Increase awareness among private, public, third and emerging sector individuals,
communities through to registered companies / organisations/societies and
similar, whether profit making or not, regarding issues affecting those within
society globally as individuals or larger groups and collectives that are
considered in need of support.
3. Provide appropriate support services for individual or grouped needs of what be
be collectively referred to as potential service users, customers or clients in
order to achieve betterment of circumstance and/or otherwise considered
deprived, unequal, unfair, unjust, and often sympathetic situations.
4. Identify through evidence based circumstance whether any detriment of what be
be collectively referred to as potential service users, customers or clients, that
have previously, are currently or will in future result in sufferance with adverse
effects as a result of what may be concluded as flaws in Social Policy
5. If positive identifications are made then to make right through process and
appropriate bodies of any such wrong doings, injustices or balance otherwise
what may be matters of disadvantaged circumstance and adversity that may be

considered to be morally, ethically and ideally ultimately factually unfair or

inappropriate.
6. Encourage consideration of Corporate & Community Social Responsibility Projects
(CSR PROJECTS) and our current and/or proposed future related services.
7. Implement services for CSR PROJECTS in partnership, where mutually beneficial
in order to further achieve our aims and objects.
8. Implement such services and solutions in order to meet the objectives above.
9. Successfully apply for and be approved funding from available sources in order to
ultimately employ paid personnel to coordinate current and future services of
CSR PROJECTS in addition to the ongoing need to sustain existing Volunteer
commitment and ensure payment by CSR PROJECTS of related Volunteer
Expenses to our registered non-profit organisation Volunteers.

10. 1. Business-based social purpose: There have been too many examples of CSR programs
that ignore business fundamentals. Leadership-level CSR programs always directly reflect
what the business is and what it does. Campbells Nourish illustrates how an innovative CSR
initiative can reinforce the companys business purpose and seamlessly leverage its
operational competencies.
11. 2. Clear theory of change: CSR is becoming ubiquitous. On the one hand, thats good news
because it proves its business value. On the other hand, its getting harder to distinguish one
companys efforts from anothers. CSR leaders develop proprietary approaches to drive
measurable social change. 3M Canadas Healthy Communities program was designed to
spark systemic change in the interrelated areas of education, health and the environment by
influencing government and academic leaders. The program also engages young people
through national partnerships with leading not-for-profit organizations. The Healthy
Communities program was recently awarded the prestigious 3M Global Marketing Excellence
Award.
12. 3. Quality and depth of information: Merely identifying social priorities for community
investment isnt enough. Leadership comes from providing employees, customers and
external stakeholders with a significant depth of information about the social issue through
credible research, white papers, videos, stories, social media, and so on. IBMs Smarter Planet
is a best practice in this area. We support sophisticated projects that lead to a more
intelligent, enlightened world, explains Ari Fishkind, IBMs public affairs manager for
corporate affairs and citizenship. For instance, through our World Community Grid project,
we are helping to develop new solutions to important medical and sustainability issues by
providing scientists with unused PC computing power, supplied by volunteers, to enable them
to conduct better and faster research.
13. 4. Concentrated effort: Colin Powell once stated that people are capable of effectively
addressing only one objective at a time. He would not be surprised to discover that companies
that support multiple social issues dont move the needle very far on any of them. Leadership
is shown by corporations that focus their efforts on one social issue and align all their internal
and external resources with this issue. Procter & Gamble focuses on helping children in need
around the world. Since 2007, P&G has improved the lives of more than 210 million children
through initiatives such as Protecting Futures, which helps vulnerable girls stay in school, and
Hope Schools, which increases access to education in rural areas of China. We see programs
like Protecting Futures as an investment in the future that helps both children and
communities thrive, says Jeff Roy, Procter & Gambles media relations manager.
14. 5. Partnering with experts: Leadership requires establishing a high degree of credibility.
This is best done through relationships with social issue experts and not-for-profit
organizations. Starbucks hosted a Cup Summit at the Massachusetts Institute of
Technology to bring together municipalities, raw materials suppliers, cup manufacturers,

retail and beverage businesses, recyclers, non-government organizations and academic

experts to share ideas for making paper and plastic cups more broadly recyclable. On the
journey to make our iconic coffee cups 100% recyclable, we quickly learned that developing
recyclable material is just one part of the complex equation. We had to consider the entire
lifespan of the cup, including what happens after it leaves our customers hands, said Ben
Packard, Starbucks vice president of global responsibility. This required bringing together
the entire system of stakeholders with the expertise, the influence and the infrastructure to
coordinate a fundamental shift, not only in our own operations, but in the entire food
packaging and recycling industries.
15. Corporations that havent optimized their approach to CSR may still be considered industry
leaders. But not for much longer. CSR is already influencing how employees, customers, and
stakeholders are deciding whom theyd prefer to follow. The good news is that a path to high
performance CSR has been uncovered and its possible to follow the leaders.
16.