CSR Case_1 case

7/29/2019 CSR Case_1 case

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Paper presented at International Conference, Combating Poverty in a Market Driven world, Mumbai, India, February 7-8, 2011.

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CSR of an Indian Public Sector Company: a case study of Shipping Corporation of India

Bino Paul G D, Associate Professor

Puja Dave, CSR Research Consultant,

Venkatesha Murthy R, Doctoral Researcher

Tata Institute of Social Sciences (TISS), Mumbai, India

This paper brings out how the Shipping Corporation of India (SCI), one of the top performing Indian

public sector companies, organizes Corporate Social Responsibility activities, in particular selecting the

panel of civil society organizations, funding, and monitoring of their activities. Tata Institute of Social

Sciences (TISS), through a Memorandum of Understanding (MoU), has been a partner in this process,

involved in different phases of CSR such as vision setting, network building, monitoring of projects and

impact assessment. Here, we discuss interesting interventions by Non Governmental Organizations

(NGOs), supported by SCIs CSR in M-East Ward of Mumbai Municipal Corporation. This ward ofMumbai Corporation is the poorest, showing the least human development index (HDI) and the highest

infant mortality rate according to Mumbai Human Development Report (2009). Interestingly, these

interventions aim to generate a critical push, which may improve human development profile of this

region. More importantly, this initiative is in the process of building a network of organizations which

would substantially contribute to the sustenance of interventions.

________________

Acknowledgement: We would like to thank Mr. S. Hajara, Dr. S. Parasuraman, Dr. Sharit Bhowmik, Mr.

Kailash Gupta, Ms. Soumya Rajan, and members of partnering institutions for the support.


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Introduction

There has been increasing interaction between profit and non-profit sector to generate outcomes such as

improvement in human development, quite manifest in recent Corporate Social Responsibility (CSR)

initiatives. While these initiatives vary in scope, strategies of implementation, and nature of organizing,

the core objective tends to generate the critical push for improvement in human development. It is

important to note that transition economies such as India continues to have majority of population isdeprived of basic entitlements for a sustained human development across generations. In fact, with

pervasive human development deficits tend to co-exist with a growing economy, which is driven by

growth in service sector and emerging trend of urban agglomeration. Interestingly, principal

agglomeration such as Mumbai in India, which is in the league of global cities, is a pool of contradictions

of prosperity and poverty. While Mumbais participation in global economic governance, quite manifest

in new organizations in business districts which render specialized services related to consulting finance

and so on, has increased in recent times, the city has not yet attained critical progress towards sustainable

human development, in particular suburban regions such as M-East ward (Appendix 3), consisting of

largest slums like Govandi, and Mankhurd1 . This ward reports lowest human development index,

capturing health, education, and income, among municipal wards in Mumbai. While the ward D which is

located in south Mumbai report highest HDI (0.96), M-ward reports the least (0.05), clearly conveying the

contrast between relatively prosperous the urban core and slums in suburbs (Appendix 2). It is important

to note that more than three fourth of M-wards population lives in slums, the proportion of slum

population in D-ward is one tenth. This glaring disparity is reflected in health indicators such as infant

and maternal mortality rates as well. This scenario points to the co-existence of highly developed regions

and least developed regions within thirty kilometers radius, clearly showing the evidence for regional

dimensions of deeply entrenched inequalities. Such contexts of contrast between high and low

development provide great potential for appropriate sustainable interventions, mainly by civil society

organizations such as Non-governmental organizations (NGOs). While good numbers of NGOs strive

towards attaining better life for the society, sector is in need of more resources, mainly to sustain their

efforts toward positive social change. Given this scenario, these organizations which are primarily grass

root based tend to seek diverse resources for the sustenance, including major sources like government,

philanthropy, and Corporate Social Responsibility (CSR).

In India, CSR funding comes from two sources: public sector companies, and private corporatecompanies. This paper presents CSR initiatives by Shipping Corporation of India (SCI) which is a profit

making public sector company, listed in the elite league ofNavratna 2. Although, SCI has been funding

social initiatives every financial year, the need for developing approaches and strategies emerged when

the Department of Public Enterprises (DPE), Ministry of Heavy Industries, Government of India has

made mandatory for profit making Public Sector Enterprises (PSE) to spend a fraction of companies

Profit After Tax (PAT), varying between 0.5% to 5% depending upon the profit of previous financial

year, based on the guidelines issued on 09 April 20103. Before issuing this guideline, DPE and Tata

Institute of Social Sciences (TISS), Mumbai, India, a public funded Deemed University, jointly organized

round table conference, consisting of CEOs ofNavratna companies, cross section of NGOs, and TISS

faculty, on the creation of the CSR Hub for public sector enterprises, held on November 2009 at TISS4

with an objective of strengthening advocacy, capacity building, and research processes. Following this,

SCI and TISS have entered into a memorandum of Understanding (MoU) for the conduct of CSRactivities within a framework of guiding principles, methodologies and appropriate strategies.

1Municipal Corporation of Greater Mumbai, 2009, Human Development Report Mumbai 2009, Mumbai: MCGM.

2 TheNavratna means Nine jewels an elite league of nine public sector companies which have performed well, measured by indicatorsgiven by government of India, consistently over years-. See the link for details http://www.dpe.nic.in/newsite/navmini.htm (viewed on 05

February 2011).3 See the web link- http://dpe.nic.in/newgl/glch1223.pdf for details on guideline on Corporate Social Responsibility for Central Public sectorenterprises (website viewed on 05 February 2011)4 For details on this see http://dpe.nic.in/newsite/newsletter/DPENewsletter1V1.pdf (website viewed on 05 February 2011)


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SCI-TISS CSR Partnership

In the backdrop of mandatory provisioning for CSR, framed in an institutional design involving PSEs,

CSR hub at TISS, and NGOs, we came up with a concept paper titled CSR Guidelines for SCI. This

paper lays emphasis on six principles for the conduct of CSR: a) Inclusiveness, b) Partnership, c)

Accountability, d) Empowerment, e) Reflections, f) Sustainability.

Inclusiveness

The principle of inclusiveness refers to the extent to which a programme or an action plan includes the

people from socially disadvantaged categories of population or with different forms of vulnerability such

as scheduled caste (SC), scheduled tribe (ST), other backward classes (OBC), different ethnic groups,

gender (inclusiveness of both male and female), people with different sexual orientations, different

economic status, and disabled population. The desirable objective is to see if the principle of

inclusiveness is satisfied by the collaborating organizations. This can be identified by looking into the

programmes, projects, and actions carried out by the organization-NGO or voluntary organization.

Further, the same principle can create a base for the CSR initiative to be carried out by the partner

organization. It means that the intended CSR initiative has to aim at covering the target population from

socially, economically, and politically vulnerable sections of society. Table 1 briefs some of the possibleways through which we can ensure the inclusive nature of CSR initiative.

Table 1: Mechanism to ensure InclusivenessIdentification of socially vulnerable groups

Spread of awareness about the CSR among all social groups through various means and methods5.

Support system to implant inclusiveness

Establishment of a committee at the executive level to take inclusiveness forward

Restructuring of policy process and procedures instantly to ensure the inclusiveness

Embedded inclusiveness as a theme throughout our planning and development activities

Partnership

Second important principle is that an organization, we look forward to have alliance or collaboration to

carry our CSR initiatives, should have partnership with range of institutions and other supportive bodies.

It is important to note that a well established partnership network among various institutions and

individuals enable a smooth and efficient functioning. Table 2 indicates some of the possible partnerships

that an NGO or a voluntary organization needs to have in order to be chosen as a potential partner to carry

out SCIs CSR initiative.

Table 2: Important Partners Community Learning Partnership with local people Local enterprises Schools Health authorities. Social work and educational departments Career and employment advisories Allied service organizations Range of voluntary organizations

5An effective method to spread the health awareness and available benefits through CSR is to employ volunteers in

each targeted region. Means of doing it could be home visits, street plays, organising health camps, orientation

programmes, and etc.


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Accountability

Our third principle, accountability creates a base for the selection of our partners -NGOs or voluntary

organizations. This principle helps us to understand the way in which the organization has made itself

accountable for its performance in the society. Importantly, accountability has two modes; one is

accountable to people, donor, governmental bodies, and media. Secondly, how an organization or

institution makes its participants or stakeholders accountable for their actions. The following are selectcriteria, by which, we can assess to what extent an organization is accountable for its actions.

Organizations Commitment to vision, mission and goals-objectives. It can be studied through itspast performance and the system of information sharing.

Transparency in sharing of progress report with people and donors Employees performance

Table 3 outlines two important means through which an organization ensures that it is accountable for all

its activities.

Table 3: How to ensure Accountability?1. First of all, organizations have to communicate vision, mission, and objectives to all the partners and stake holders to ensure thateveryone is serving the same purpose.

2. Secondly, communicating results (transparency) to the external and internal stakeholders. It also includes the means throughwhich organizations communicate their results and outcomes to all those to whom they are accountable. Hence, sharing ofinformation becomes the core of accountability.

Empowerment

Assessing the degree of empowerment helps us to identify our potential partner to carry the intended CSR

initiative forward. Importantly, empowerment as an outcome indicates a change at individual and

community level. Keeping a long time, change in the society as an important variable, empowerment

denotes a change in economic, social, and political level. Empowered society and an individual is one

which applies its skills and resources for the further betterment of the society. Indeed, the empoweredcommunity tends to gain autonomy in meeting its needs and requirements which in turn make them

stronger6. Empowerment as an outcome is influenced by several factors in the process of implementation

and execution of a programme or project. The table 4 lists out some of the major factors which influence

the empowerment of an individual or a community in the course of intervention.

Table 4: Factors influence Empowerment Participation of local community and individuals Leadership abilities to reach out the community needs Problem assessment Organizational structure Resource mobilization Role of the outside agents

Keeping these factors of influence on empowerment, table 5 tries to operationalise the problem of

identification and assessment of an organizations proved and possible ability to bring empowerment at

the individual and community level in the form of a positive change. Importantly, the first point in table 5

is about assessing the organizations capabilities in terms of its existing skill level that includes existing

skilful manpower, technical support system in place, and resources that includes available physical

6 For instance, increased self-esteem and increased awareness about their socio-political disempowerment.


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resources. The second point is about assessing organizations performance in the concerned field over a

time. This can be understood and, perhaps, properly captured through a brief field visit in the location

where the organization has its presence with a programme or activities.

Table 5: Tools to Measure empowerment1. Interaction between capacities-skills and resources at the individual and organizational levels prior to assigning

a programme.

2. Organizations impact on community level changes over a period; political and interpersonal structure.Reflections

This principle refers to self-reflection on some of the key issues during formulation, implementation and,

execution of a programme in the society. Reflections become extremely important, because organization

gets chance to correct and re-adjust to the changes and demands emerging from the society. For instance:

in case of education programmes, the designed programme should be able to provide a flexibility to adjust

to the changing environment and technical up-gradation happening in the field of education. It is also

important to see to what extent a particular programme enhances organizations learning and the

community at large. To capture all this, a comprehensive system of monitoring and evaluation has to be at

place. That includes reporting and reflection about the change. The principle of reflection works as a

method at the initial level of organization selection as our partner. By looking at the series of reflectionsor concerns (as listed in table 6), one can judge to what extent the particular organization proved its

ability in reflecting upon its own errors and success while doing activities.

Table 6: Key Issues on which we have to reflect on1. Learning in the process2. Flexibility of project/programme/social action design3. Comprehensive report system4. Assessment of monitor and evaluation protocols5. Policy advocacy and intervention6. Budget transparency within the group7. Linkages with the concerned departments8. Strategic planning for start-up and closure: policies for equality of opportunities, social justice, lifelong learning, social

inclusion, and training to employees to boost their skill level in response to the changing dynamic scenario.

Sustainability

The sixth principle is to select a partner, based on particular organizations sustainable actions that are

already in place. Sustainability can be defined as a development of conditions enabling individuals,

communities, and local organizations to express their potential, improve their local functionality, develop

mutual relationships of support and accountability, and decrease dependency on insecure resources

(financial, human, technical, informational). In other words, it refers to enabling the individuals and

communities to find the way out without, always, looking for external intervention. It is important to note

that sustainability enables stakeholders to negotiate their respective roles beyond a

project/programme/action or an intervention. Measurement of sustainability, on surface, seems to be a

challenging task. However, a qualitative analysis of changes happened over a period at the mindset of the

people and a new way of living, for instance, a skill development programme, education programme, and

awareness building programmes may have an ever last impression among individuals and communities.

This change at the level of attitude and livelihood can be captured through a short field study. Hence, we

can decide that certain programmes or activities carried out by the organization/s are sustainable or not. If

that particular organization is able to demonstrate a sustainable and ever last impression, we can look

forward to have an association with it to carry out our CSR initiatives.


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The above discussed 6 principles work as criterias for the selection of our partner organizations -NGOs

or voluntary organizations- to carry our CSR plans for the betterment of the society at individual and

community level.

Partnership with Three NGOs in M-East Ward, Mumbai

Combining the background of human development deficit in suburban Mumbai, in particular M-East

ward and the above mentioned framework of CSR, SCI and TISS jointly identified three grass root level

organizations which work in M-East ward, mainly for the slum population. Identifying these

organizations was not a linear process. Taking cues from documentary evidences e, we found genuine

gross root organizations working in this ward, although they are quite active among people and working

for their cause, are yet to attain critical formality of conventional formal NGOs. While, these grass root

organizations lack systems and structures, they are quite effective in bringing positive social change for

generating the critical push for progressing towards desirable levels of human development, quite

reflected in their approaches and interventions. Our heuristics, based on principles laid down above, led

us to three organizations: a) Stree Mukti Sanghatana (SMS), b) Peoples Association for Training and

Health (PATH), c) Ghar Bachao Ghar Banao Andolan (GBGBA).

Stree Mukti Sanghatana (SMS)

Shtree Mukti Sanghatan (SMS)7 was established in 1975. Since its inception, SMS has directed its efforts

towards the cause of women, creating awareness among women about issues related to equality, peace,

and development, covering Maharashtra, and rest of India. SMS was called for proposal submission and

subsequently presentation to the expert committee. The proposal submitted by SMS covered themes

related to adolescent girls, and waste pickers who work in M-ward. Then, TISS and SCI team partnered

with SMS for conducting health camps for adolescent girls and waste picker women. Largely, the

beneficiaries were members of SMS.

SMS conducted 23 health camps in association with Cancer Patient Aid Association (CPAA) 8 and

physicians who are part of SMS network at five locations within M-Ward between March and June, 2010(for example see box 1). The programme consisted of six for adult females and seventeen adolescent

females. Around 1000 beneficiaries were examined by the medical team, consisting of physicians,

Gynecologist, nurses, and Para-Medical professionals. On an average, there were 43 beneficiaries in each

camp. Target groupwere mostly from slums9 and rag pickers communities drawn from the surrounding

areas. Beneficiaries came from extremely poor background; they were deprived of basic entitlements such

as decent income, safe habitat, and access to basic amenities such as drinking water. Although, this

section of population is extremely poor, it appears that not many of them possess Below Poverty Line

(BPL) ration card, which restricts their access to subsidized primary resources available from the public

distribution system. Moreover, identities such as social backwardness emanating from the caste,

economic insecurity due to uncertainties faced by urban migrants of lower educational attainment,

cumulative disadvantages in a slum habitat, and gender discrimination generate major inertia that impairs

their progress towards desirable level of human development.The medical team while examining these beneficiaries, probed about their awareness on personal hygiene,

covering issues concerning a) reproductive tract infection b) sexually transmitted infections, c) urinary

track infections, d) Menstruation, and e) basic health. On these issues awareness among beneficiaries was

abysmally low, calling for sustained field interventions towards both preventive and curative measures.

7Shtree Mukti Sanghatana means women liberation organization.8 http://www.cpaaindia.org/9 All the beneficiries work in Deonar dumping yard which is located nearby.


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Assessing their health status, physicians viewed that most of these beneficiaries frequently suffer from

work related ailments such as headache, cough, cold, abdomen pain, fever and body ache, and they are

vulnerable to Gynecological problems as well (Table 7). While all beneficiaries received free medicines

at the camp, some patients were diagnosed with problems that require further treatment (Table 8).

Overall, beneficiaries expressed that they have greatly benefitted from the health camps.

Box 1First Health Camp

This is the first health camp as part of the ongoing CSR activities undertaken by SCI which took place at

Pestom Sagar in Chembur, Mumbai on 17th March 2010 between 1pm to 5pm at CKP hall. This

programme was held under the theme of health check up camp for women waste pickers. Shtree Mukthi

Sangatan (SMS) organized the camp in collaboration with Cancer Patients Association. Beneficiaries for

this camp were from 30 blocks in and around Pestom Sagar, Chembur railway station. The camp aims to

benefit the community of at least 100 women in the Pestom Sagar area. Viewing that the beneficiaries

tend to engage in work during morning hours, SMS adopted the strategy of health camp in the afternoon.

For each health check up camp, Cancer patient Association was paid Rs.25000 which includes individual

charges of Rs.100 per patient. Apart from the check up, beneficiaries were provided with medicines.

Table 7: Health Problems/Complaints

Problems No of cases

Headache 99

Cough 87

Cold 78

Pain in Abdomen 56

Fever 55

Body ache 22

General checkup 14

Toothache 9

Weakness 8

Loose motion 6

Source: Based on data provided by SMS

Table 8: Most Common Advices

Advices No of Advices

Urine test 22Surgical OPD

Centinary

9

Dermatology 5

back checkup 4

CBC urine test 4Dental checkup 2

Anaemia 1

Opthalmic check 1

Shin Ref 1

X ray/ Orthopedic 1

Speech Therapy 1

Source: Based on data provided by SMS

SCI-TISS team assessed usefulness of this project, pooling views from organizing agency (SMS),

partnering agency (CPAA), and beneficiaries. Our team was present during these camps, observing basic

processes and talking to different stake holders. Moreover, we interviewed select people from each of

stakeholder categories based on respondents significance in organizing the camp. In every camp, we

interviewed two doctors, five beneficiaries, and one community worker and one social worker both from

SMS.

Views of OrganizersResponse from the target group was not quite impressive in the beginning; perhaps, this attitude may be

attributed to their packed schedule. The organizing team and the grass root workers (community workers)

pointed at the work schedule of these women which includes household work, domestic work as well as

rag picking as the principle factor for why the initial response was relatively lukewarm. This posed a

primary challenge for organizing these women for the health camp. Moreover, the beneficiaries shared

perennial fear that the health check up may reveal any serious illnesses that further aggravate their mental

and physical condition. Another important concern was whether there would be adequate number of lady


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doctors in the camp considering the stigma of gynecological problems issues. In addition, they are

relatively at ease with quacks (untrained doctors), who practice in slums, mainly due to accessibility and

low cost.

Despite a couple of visits to each household, prior to the camp, by community workers in order to

communicate the date and time of the health camp, women of target group tend to show less interest in

the camp. This made organisers to visit each household to motivate beneficiaries to participate in thecamp. With great efforts from SMS, all the camps turned out to be successful, in particular participation.

Views of Partner agency (CPAA)

Responding to questions on the conduct of the camp, representatives from CPAA viewed that camps have

been organized quite satisfactorily, generating tremendous sharing between health professionals and

beneficiaries. They also talked about their experiences with their clients wherein they pointed at initial

resistance by the beneficiary to open up about their health related issues. In an interview with a doctor, it

was made clear that these women (waste pickers) need further health assistance as only 10 percent were

healthy, whereas majority of these women suffer from pelvic inflammatory disease (infection). The

doctors also attempted to create awareness among beneficiaries about bio-medical wastes, considering

that they are exposed to occupational hazards arising from degradable and non-degradable wastes.Doctors also explained clients about the self breast examination techniques with a view to show the basic

health care logic ofprevention is better than cure.

Views of Beneficiaries

Narrations by two women reveal their enormous struggle to seek any medical assistance in case of her ill

health status, in particular for gynecological issues. Their husbands and in-laws in the family barred them

from going to hospital. Usually, the tendency of their husbands is that they would not encourage these

women to visit hospital rather women were made to endure the pain as much as they could, after which

women were asked by their husbands and other family members to take any medicine readily available at

home. If this situation of ill health continues to prevail, then only their husbands are convinced to send

them to visit either a quack or a public hospital. As it is very clear in their words that they compromisetheir health for the sake of others happiness and good health in the family, health is not our priority;

rather, we pay more attention to our family members health and happiness.

An experience shared by a beneficiary about her fellow waste pickers diet system and health care

practices reveal pattern of these womens daily life. They get up early in the morning and cook food and

feed everybody in the family. In the midst of this hurried schedule, they quickly have breakfast and rush to

work. Majority of these women collect wastes throughout the day-until the evening without eating

anything during work hours. However, few women during these hours may eat vada Pav (or some small

snack) to satisfy their hunger. It appears that these women live and work under miserable conditions.

They are deprived of nutritious balanced diet and medical assistance too.

When we look at the present progress and implementation of the project, it is quite apparent that the

intervention is heading towards a positive change in the life of underprivileged in the society. However,there are some areas that we need to develop in terms of strengthening the whole system of intervention.

For example: health checkups as such may not be a complete support system, so, it is also important to

work out possibilities to extend financial support for the further medical assistance. More frequently, we

noticed that many of these women need further tests such as sonography, and other gynecology related

tests.


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Beyond doubt, these health camps, born out of the partnership between SMS, CPAA, SCI and TISS,

supported by CSR funding, appear to have tremendous potential in generating the critical push for

desirable level of human development in M-east ward, Mumbai. It is important to note that close to

thousand women who are extremely poor, suffering from multiple deprivations, have been provided

opportunity to get primary cues about health status, primarily supported by measly investment of two

lakhs nine thousand Indian rupees. Very clearly, to sustain this effort there is need for more resources

through CSR channels for genuine grass root level organizations such as SMS (also see appendix 1 forcases on PATH and GBGBA which are yet to go through a comprehensive assessment).


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Appendices

Appendix 1

Peoples Association for Training and Health (PATH)

PATH in February 2010 submitted its proposal, broadly three projects: a) Tailoring unit for women at

Jaihind Nagar, slum habitat located in Mankhurd, Mumbai - programme for enabling poor families tobecome self-reliant-, b) programme for educational support and leadership training, and c) strengthening

of infrastructure for educational programmes like balwadi and non-formal education at Ekta Nagar in

Mankhurd, Mumbai. After a round of discussion and presentation, the panel chose projects a&c. As

mentioned above, one of the themes of the project was education to the children from underprivileged

families. As part of this, PATH undertook repairing of one of itsBalwadis10 in Mankhurd, Mumbai. This

particularBalwadi, on an average, consists of more than 40 children during the usual class hours between

morning 10 am and 1 pm. The structure is fairly well managed and space is effectively utilized for the

education purposes. In this way, PATH has exhibited its strength by yielding the expected results in time.

However, the project of establishing a tailoring unit for women at Jaihind Nagar, Mumbai is not yet

executed. As PATH personnel pointed out that there are obstacles such as acquiring space for the project,

and forth coming government proposal to demolish their existing building, hindering the progress of the

project. Nevertheless, PATH has shared its plan of action about utilizing the resources, which is already

disbursed to it for the project, mainly for adding resources to existing sewing machine unit.

Ghar Bachao Ghar Banao Andolan (GBGBA)

In partnership with GBGBA, SCI established two balwadi schools in Mankhurd. These balwadis on an

average serve nearly 120 children every day. One of the balvadis runs the school on shift basis i.e.

morning 9 am and 12 pm and 12 pm and 3 pm. Our observations and interactions with parents, teachers

and organizers/implementing agency made us realize that these balwadis have a significant role to play in

terms of building the basic capacity among children at the age. In fact, the balwadi approach is most

effective, because it makes an intervention at the right time of cognitive development of the children.

Parents of the target group (children of age group between 2 to 6) are mainly migrant unskilled labour

earning low income per day which is neither sufficient for food, nor enough to fulfill the educationalrequirements of the children. Two important points to be noted here is that the government run balwadi,

as opined by parents of our target group, in the particular region lacks quality and size. In addition,

another pertinent point to be noted here is that each parent whom we talked to as part of the evaluation

acknowledged that they have more than 3 children. The maximum number was identified to be 6 children

to one of the couples. Hence, the burden of having more children puts strains the usual life style.

Appendix 2

Select Indicators of M-East ward and Mumbai

Indicator M-East Ward Mumbai

Human Development Index 0.05 0.56

Slum population as proportion of totalpopulation

77.55 54.06

Average age at death 39.3 52.6

Infant mortality rate 66.47 34.57

Source: Municipal Corporation of Greater Mumbai, 2009, Human Development Report Mumbai 2009, Mumbai: MCGM.

10 Educational institution for the children of age group between 2 and 6.


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Appendix 3

M-East Ward, Mumbai, India

Source: http://www.karmayog.org/redirect/strred.asp?docId=12452 (viewed on 6 February 2011)

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