COMPANIES/ORGANIZATIONSCONCENTRATING ON INNOVATIVE INITIATIVES

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A RESEARCH STUDY

ON

COMPANIES/ORGANIZATIONS

CONCENTRATING ON INNOVATIVE INITIATIVES

SUBMITTED

TO

DON BOSCO INSTITUTE OF TECHNOLOGY-MMS

BY

ANUP GANDHI

(BATCH 2010-2012)

COMPANIES/ORGANIZATIONSCONCENTRATING ON INNOVATIVE INITIATIVES

ANUP GANDHI (ROLL NO: 22) Page 2

ACKNOWLEDGEMENT

I am highly thankful to Dr. Nirmala Joshi for giving me an opportunity to conduct

“A STUDY ON COMPANIES/ORGANIZATIONS CONCENTRATING ON INNOVATIVE INITIATIVES” . I am thankful to members of staff of my college as well.

Last but not the least I am thankful to all those visible and invisible hands that helped me throughout the successful completion of this project.

ANUP GANDHI

M.M.S – 2nd YEAR (FINANCE)

DON BOSCO INSTITUTE OF TECHLOLOGY-MMS

MUMBAI

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INDEX

Company/Organizaion Type Page Number

Dabur India Business 4

Daisy Consortium Social 6

Damodar Valley Corp Business 8

Dalkia Business 10

Dasra Social 12

Dear Imagination Social 14

Deepam Social 16

Department of telecommunication

Business 18

Desert Artisans Handicrafts

Social 20

Desi Crew Social 21

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DABUR INDIA LIMITED

ABOUT THE COMPANY:

Dabur India Limited is the fourth largest FMCG Company in India with Revenues of US$910 Million (Rs 4110 Crore) & Market Capitalization of US$4 Billion (Rs 20,000 Crore). Building on a legacy of quality and experience of over 125 years, Dabur operates in key consumer products categories like Hair Care, Oral Care, Health Care, Skin Care, Home Care & Foods.

TAKING A NEW INITIATIVE:

What sets Dabur apart from the crowd is its ability to change ahead of others and to always set new standards in corporate governance and innovation.

The organization has been a strong user of IT systems for a long time and is a firm believer in IT being an important business enabler. The IT department at Dabur has been instrumental in facilitating the planning, testing, and deployment of new ideas for the business.

The organization’s current IT landscape serves the manufacturing, sales, finance, and procurement functions well with SAP R/3 as the ERP. The company also uses applications for secondary sales tracking, claims management, master data management, media tracking, and employee management.

Continuing its tradition of innovation and competitiveness, Dabur began investigating ways to leverage technology to meet this immediate need.

Accenture India is IT outsourcing partner of Dabur and was responsible for the deployment of cloud services with assistance from Microsoft Virtual Technical Solution Team.

POST IMPLEMENTATION:

To demonstrate the platform capabilities, Dabur built a Proof of Concept (POC) immediately. The POC showcased how the power of cloud can be used to build solutions that reduce costs, improve agility, and enhance global consistency. “The Proof of Concept was completed in 15 days and within one and half months, we had 8 locations of Dabur connected on a common platform, at 5 percent of the cost we would have otherwise incurred,” says Anil Garg. “And, the conventional solution would have taken us at least a year.”

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DABUR DID NOT STOP HERE:

Dabur has a customized design and approach to deploying Microsoft Exchange on the cloud. The company still retains its main Exchange server in its own data center. The international subsidiaries access an auxiliary mail server on the cloud. This server synchronizes with Dabur’s core Exchange Server at the data center.

With Microsoft® Online Services, Dabur can take advantage of a Microsoft Exchange–based email solution that provides employees access to email, calendars, and contacts from any Internet-connected personal computer, laptop, or mobile device for a low monthly subscription fee. Because Microsoft hosts and manages the servers, the company does not have to invest in hardware or the administrative support required deploying and managing solutions in-house.

“The advantages to us are clear – no third-party providers, access through just an Internet connection, email IDs of all locations are @Dabur.com and share the same address book,” adds Anil. “In addition, with Microsoft Unified Communications, we also have audio and video conferencing – all on a single network. Even the sever on the cloud is managed by our data center administrator.”

With 350 users on this network, Dabur’s IT has India, Bangladesh, Nepal, Pakistan, Dubai, Egypt, Nigeria, and soon-to-be-integrated Turkey and the United States, on the cloud.

CONSERVATION OF ENERGY:

Dabur has been undertaking a host of energy conservation measures. Successful implementation of various energy conservation projects have resulted in a 13.8% reduction in the Company’s energy bill in the 2008-09 fiscal alone. What was noteworthy was the fact that this reduction has come despite an 8-9% volume increase in manufacturing, and an average 11.7% increase in cost of key input fuels.

The host of measures – key among them being use of bio-fuels in boilers, generation of biogas and installation of energy efficient equipment – helped lower the cost of production, besides reduce effluent and improve hygiene conditions & productivity.

SOURCES:

1. http://www.dabur.com/About%20Dabur-Vision 2. http://www.microsoft.com/india/casestudies/microsoft-online-services/dabur-

india/leading-fmcg-company-moves-business-critical-application-to-the-cloud/4000009995

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DAISY CONSORTIUM

ABOUT THE COMPANY:

Digital Accessible Information System, or DAISY, is a means of creating digital talking books for people who wish to hear—and navigate—written material presented in an audible format; many such listeners have "print disabilities," including blindness, impaired vision, dyslexia or other issues. DAISY assists people who, for different reasons, have problems using regular printed media. DAISY books have the benefits of regular audio books, but they are superior because DAISY 2.02 provides up to six embedded "navigation levels" for content (i.e. other objects such as images, graphics, MathML etc.) and for displaying synchronized text to speech. DAISY Multimedia can be a talking book, computerized text or a synchronized presentation of text and audio. As a result, DAISY books allow the blind listener to navigate an encyclopedia; this is impossible using conventional audio recordings because they lack search and navigation features and they require linear listening. While reading a DAISY book, a reader can go to the next or previous page, chapter or sentence. The DAISY Consortium has been selected by the National Information Standards Organization (NISO) as the official maintenance agency for the DAISY/NISO Standard, officially, the ANSI/NISO Z39.86, Specifications for the Digital Talking Book, known as DAISY 3. The DAISY Consortium was founded in 1996 and consists of a growing membership of organizations around the world committed to developing equitable access to information for people who have a print disability

ACCESS TO MATERIALS BY THE DISABLED:

Since DAISY is often used by people with disabilities, many of the existing organizations

which produce accessible versions of copyrighted content are moving to the DAISY

standard, and slowly moving away from more traditional methods of distribution such as

cassette tape.

Content from both the NLS and the RFB&D organizations utilizes proprietary encryption

extensions to the DAISY standard.

The basic structure of the DAISY definition files remains the same, however, the audio itself,

and in some cases certain information tags in the DAISY SMIL files, are encrypted and must

be decrypted in order to be read/played back.

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This is done to prevent unauthorized individuals, such as those who do not have a qualifying

disability, from accessing the materials.

The organization which offers the content provides a decryption key to the user, which can

be installed into a DAISY player to allow decryption.

As the encryption schemes are not part of the core DAISY standard, only players which

specifically implement the necessary algorithms and key management will be able to access

these titles.

ACHIEVEMENTS:

1. The 25 Tech Awards Laureates were honored at The Tech Museum of Innovation in San Jose, California on November 12, 2008 where Hiroshi Kawamura, President of the DAISY Consortium accepted the award trophy on behalf of the Consortium.

The DAISY Consortium was named a 2008 Tech Awards Laureate for the Katherine M. Swanson Equality Award for the development of AMIS, the open source DAISY reading software.

2. Benetech which operates Bookshare.org, a Member of the DAISY Consortium, has been awarded the AT&T Technology Innovation Award. This award recognizes an outstanding assistive technology company that has created lasting impact through the development of assistive technologies.

Bookshare.org offers more than 36,000 digital books, newspapers and magazines in the BRF (Braille) file format and DAISY (Digital Accessible Information System ). For the full story, read the press release on the Benetech Web site.

SOURCES:

1. http://en.wikipedia.org/wiki/DAISY_Digital_Talking_Book

2. http://www.daisy.org/news-detail/470?NewsId=470

3. http://drupal.digitaltalkingbook.com/news-detail/384

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DAMODAR VALLEY CORPORATION

ABOUT THE COMPANY:

The Damodar Valley Corporation, popularly known as DVC, is the first multipurpose river valley project of independent India. The corporation came into being on July 7, 1948 by an Act of the Constituent Assembly of India (Act No. XIV of 1948).

It is modeled on the Tennessee Valley Authority of the USA. Jawaharlal Nehru, prime minister of India, Dr. B.C.Roy, chief minister of West Bengal and Sri Krishna Sinha, chief minister of Bihar, took personal interest to ensure early success of the project.

The initial focus of the DVC were flood control, irrigation, generation, transmission and distribution of electricity, eco-conservation and afforestation, as well as job creation for the socio-economic well being of the people residing in and around areas affected by DVC projects. However, over the past few decades, power generation has gained priority. Other objectives of the DVC, however, remain part of its primary responsibility. The dams in the valley have a capacity to moderate peak floods of 650,000 to 250,000 ft³/s. DVC has created irrigation potential of 3640 square kilometers.

The first dam was built across the Barakar River, a tributary of the Damodar River at Tilaiya 1953. The second one, Konar Dam, was built across the Konar River, another tributary of the Damodar Riverat Konar in 1955. Two dams across the rivers Barakar and Damodar were built at Maithon in 1957 and Panchet in 1959. Both the dams are some 8 km upstream of the confluence point of the rivers. These four major dams are controlled by DVC. Durgapur Barrage was constructed downstream of the four dams in 1955, across the Damodar river at Durgapur in 1955, with head regulators for canals on either side for feeding an extensive system of canals and distributaries. In 1978, the Government of Bihar (that was before the formation of the state of Jharkhand) constructed the Tenughat Dam across the Damodar river outside the control of DVC. DVC proposes to construct a dam across the Barakar river at Belpahari in Jharkhand state. There are hydro-electric power stations at Tilayia, Maithon and Panchet, with total installed capacity of 144 MW. The one at Maithon was India's first underground hydro-electric power station.

DVC operates thermal power stations at Bokaro, Chandrapura, Durgapur and Mejia, with total derated capacity of 2745 MW. The power station at Bokaro was biggest in the country when it was built in the fifties. DVC is expanding its thermal power capacity and with the completion of its present plans by 2012 it would be generating more than 11000 MW of power. The forthcoming projects are Raghunathpur TPS (4x600 MW), Andal TPS (2x500 MW), Koderma TPS (2x500 MW), Maithan RB TPS (2x525 MW) and Bokaro A TPS (1x600 MW)and Bokaro Steel City TPS (3x250 MW)

The total valley area covered by DVC activities is approximately 24,235 square kilometers

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The upper valley consists of the districts of Hazaribagh, Koderma, Giridih, Chatra, Dhanbad, Bokaro and some sections of Palamau, Ranchi, Lohardaga and Dumka districts in the state of Jharkhand. The lower valley consists of the two districts of Bardhaman and Hughli, and some areas of the Howrah,Bankura, and Purulia districts in the state of West Bengal. DVC will produce 11,000 MWatt Of power by 2012. ADDITIONAL FACTS[4]:

DVC has a total installed generating capacity of 2551.5 MW Hydel-144, Thermal 2325 & Gas 82.5 MW, of which 830 MW capacity is located in West Bengal, the details is as follows :

Hydel : Maithon on river Barakar in Burdwan District : 3x20 = 60 MW (1957-58)

Thermal : Durgapur in Burdwan District : 1x140 + 1x210 = 350 MW (1966/1987)

Mejia in Bankura District : 2x210 = 420 MW (1997-98)

Total 830 MW

3rd Unit of 210 MW of Mejia will be commissioned during 1998-99.

The DVC plays an important role in the industrial sector of the State by supplying power to coal fields, electric tractions and some other major industries (33 kV and above) in it’s command area. It supplies power to meet the system requirement of the WBSEB and the CESC Ltd. as per agreement. CURRENT NEWS:

04 September 2011[2]: The Power Ministry has written to the Coal Ministry seeking review of its decision to deallocate blocks awarded to Damodar Valley Corporation (DVC).

08 September 2011[3]: Damodar Valley Corporation to carry out advanced research in power technology which has invested 120 crore funding in IIT Kharagpur.

SOURCES:

1. http://en.wikipedia.org/wiki/Damodar_Valley_Corporation 2. http://www.business-standard.com/india/news/power-min-to-review-deallocationcoal-blocks-

to-dvc/145922/on 3. http://articles.economictimes.indiatimes.com/2011-09-08/news/30130360_1_research-

projects-research-laboratories-iit-kharagpur 4. http://wbpower.nic.in/dvc.htm

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DALKIA

ABOUT THE COMPANY:

Dalkia is an energy service company that offers management and maintenance services to

operators of industrial production sites, public utilities, offices and hospitals.[1]

Dalkia is a subsidiary of Veolia Environnement (66%) and Électricité de France (34%). In

2009, Dalkia’s turnover was listed as €8.14 billion, with 52,577 employees around the

world. The CEO of Dalkia is Olivier Barbaroux.

HISTORY:

Dalkia was created in 1998 with the merger of Esys-Montenay and Compagnie Générale de

Chauffe.

In 2001, Dalkia became a subsidiary of the Veolia Environnement Group. It signed an

agreement with Électricité de France to build an international presence and expand its range

of services. Dalkia also bought the Clemessy Group, which specialises in systems for

automation, mechanisation and electronics.

In 2008, Dalkia sold Clemessy and Crystal to Eiffage, an energy and construction company.

In 2009, the Mitie Group PLC, a UK holding company that focuses on providing strategic

outsourcing and asset management services, bought the facilities management arm of

Dalkia UK.

The company is now based in Saint-André-lez-Lille, France.

ACTIVITIES:

The company’s activities involve energy infrastructure operation, the design and

management of high-efficiency systems, and energy consumption management.

Dalkia offers the following services:

Ø Heating and cooling systems (34% of revenue): heat, hot water and air conditioning for

public and private facilities

Ø Multi-technical and thermal services (34%): services for heating and cooling systems

and energy facilities

Ø Industrial utilities (13%): a range of services for industrial customers (automation,

engineering, cogeneration of energy, etc.)

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Ø Comprehensive building management (7%): general site management, including

maintenance, service provider management, occupant services, and cleaning services

Ø Special services (12%): Dalkia owns a number of subsidiaries delivering an array of

other services

RENEWABLE ENERGY

Dalkia provides innovative solutions that contribute to sustainable development. The

company has invested in the following technologies: cogeneration (generation of both

electricity and heat), biomass,solar power (photovoltaic as well as thermal), geothermal and

heat source capture from incineration.

BIOMASS:

The company’s efforts to build a larger presence in biomass technology have mainly been in

Europe. They include: the development and network connection of France’s largest biomass

energy generation plant in Cergy Pontoise, which provides heat and water for 70,000

people; the reuse of 2.4 million tonnes of biomass in Dalkia plants worldwide.

Its website provides the following figures:

Ø Nearly 120,000 energy installations managed around the world

Ø 7,467 MW of independent power production capacity, of which 5,000 is through

cogeneration (combined heat and power production)

Ø Over 5.7 million living quarters/units in collective housing served

Ø 4,505 industrial sites around the world

Ø 6,159 healthcare sites (and 495,000 hospital beds) served

CURRENT AFFAIRS:

Ø Dalkia to install France's first geothermal heating network for an eco-neighborhood[3]

Ø France’s Dalkia to invest $60.7m into regional housing projects[4]

SOURCES:

1. http://en.wikipedia.org/wiki/Veolia_Energy-Dalkia 2. http://www.dalkia.com/en/careers/employer-choice/ 3. http://www.veolia.com/en/medias/press-releases/geothermal-heating-network.htm

4. http://www.marchmontnews.com/Archive/News/1545-France%92s-Dalkia-invest-$60.7m-into-regional-housing-projects.html

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DASRA

Dasra Social-Impact is not just a professional development program, but a pioneering international network of advisors, mentors, and social entrepreneurs, who help visionary social change makers, build the skills required to operate their organizations at scale. Each year we take 40 social entrepreneurs through this program, which combines classroom teaching with mentoring, peer-to-peer exchange, networking and funding. We focus on providing participants with the knowledge, the tools and the confidence to develop solid business plans, and tactical execution plans. In addition, they develop a greater understanding of financial options and get an incredible network of relevant contacts. Dasra Social-Impact was created to solve a fundamental problem: donors want to fund organizations with a clear plan for growth but most non-profit organizations and social businesses are too busy running day-to-day programs to develop effective business plans. Last year, we were successful in attracting over INR 9 crore of funding to the most high-performing organizations on the course. This effort allowed the organizations to begin executing their growth plans.

QUICK FACTS:

Number of Participants

40 Typically 50% non-profit models and 50% for-profit/hybrid models.

Program Length 7 months From September to March

Time Commitment 3 weeks Residential program (October, January, March)

10 hrs per month

Online for mentorship and homework

Course Attendees 1 person Each selected organization with either a for-profit or non-profit model will be required to nominate 1 representative to attend the residential workshops. Representative from the organization should be in a key senior management role.

Cost INR 75,000 The course will cost the organization INR 75,000 up front. Accommodations and meals during the residential workshops are included in the fees. Participants will have to arrange for their own travel costs to and from the workshops.

Actual cost of the program

INR 3.5 lakhs The actual costs are subsidized by Dasra Social-Impact and donors who sponsor entrepreneurs.

Deadline for Applications

15 July 2011 Dasra will be reviewing applications as soon as we receive them, so we encourage early applications.

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HOW IT WORKS:

Crucial for any social entrepreneur to get funding, is to be able to think like a funder.Social-Impact’s peer funding program does just that, it helps the leaders of non profits and social businesses to put themselves in the shoes of a funder and judge a peer funding competition that they are themselves a Dasra Social-Impact now implements the program in partnership with First Light Ventures and has instituted alongside their program, a peer fundinthe same process and funded by the KL Felicitas Foundation.Six to eight entrepreneurs form a team in the duration of Dasra Socialcreating four teams in total. Two teams of organizations pitcof organizations pitch for social investment funding.Throughout the year, entrepreneurs within each group will stay in close touch with one another, exchanging ideas and advice.strongest business plan. At the conclusion of DSI, the teams selfeither equity from First Light Ventures (we expect the equity amount to be up to US$75,000) and two teams will receive an unrestricted grant of $15,000 each.The voting processes will be comprehensive and social enterprises cannot vote for themselves. Dasra, or for that matter, any third party, has no role in selecting the winning organization. The value of the peer fund

1. Developing relationships amongst social entrepreneurs to facilitate the exchange of knowledge identifying (through a selfeffectively utilizing equity funding.

2. Receiving ongoing valuable feedback on your business plan from peers.3. Learning to think like a funder or investor.4. The four best organizations will receive funding!

SOURCES:

1. http://www.dasra.org/past

COMPANIES/ORGANIZATIONSCONCENTRATING ON INNOVATIVE INITIATIVES

Crucial for any social entrepreneur to get funding, is to be able to think like a funder.Impact’s peer funding program does just that, it helps the leaders of non profits and

themselves in the shoes of a funder and judge a peer funding competition that they are themselves a part of.

Impact now implements the program in partnership with First Light Ventures and has instituted alongside their program, a peer funding competition for non profits, following the same process and funded by the KL Felicitas Foundation. Six to eight entrepreneurs form a team in the duration of Dasra Social-Impact (DSI), thereby creating four teams in total. Two teams of organizations pitch for grant funding and two teams of organizations pitch for social investment funding. Throughout the year, entrepreneurs within each group will stay in close touch with one another, exchanging ideas and advice. Each team is self governed and strives to vote for the

At the conclusion of DSI, the teams self-select one social enterprise from each group to receive either equity from First Light Ventures (we expect the equity amount to be up to US$75,000)

an unrestricted grant of $15,000 each. The voting processes will be comprehensive and social enterprises cannot vote for

Dasra, or for that matter, any third party, has no role in selecting the winning peer funding program includes:

Developing relationships amongst social entrepreneurs to facilitate the exchange of identifying (through a self-selecting process) social enterprises capable of

effectively utilizing equity funding. e feedback on your business plan from peers.

Learning to think like a funder or investor. The four best organizations will receive funding!

http://www.dasra.org/past-event

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Crucial for any social entrepreneur to get funding, is to be able to think like a funder. Dasra Impact’s peer funding program does just that, it helps the leaders of non profits and

themselves in the shoes of a funder and judge a peer funding

Impact now implements the program in partnership with First Light Ventures and g competition for non profits, following

Impact (DSI), thereby h for grant funding and two teams

Throughout the year, entrepreneurs within each group will stay in close touch with one o vote for the

select one social enterprise from each group to receive either equity from First Light Ventures (we expect the equity amount to be up to US$75,000)

The voting processes will be comprehensive and social enterprises cannot vote for Dasra, or for that matter, any third party, has no role in selecting the winning

Developing relationships amongst social entrepreneurs to facilitate the exchange of selecting process) social enterprises capable of

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DEAR IMAGINATION

OVERVIEW:

Dear Imagination is a not-for-profit organization addressing a pressing social problem - the lack of a platform for the pursuit of creativity among several demographics, and particularly among underprivileged children. It was founded in April 2010

DESCRIPTION:

To that end, it holds art workshops for them through which they get to know their imaginations and be as free and creative as they'd like, for art - true art - has no restrictions.

GENERAL INFORMATION ABOUT THE FOUNDERS: Sana Khan is sixteen years old and attends Ecole Mondiale World School. She has been interested in art for as long as she can remember, supplementing this interest with her passion for literature and writing. Abhik Bhattacherji works at Godrej, and he has previously been a Fellow at Teach for India, a freelance writer, and a Britannia employee. His interests are wide-ranging - and predominant among them is art.

MISSION: Dear Imagination was created with the aim of providing a platform for creativity to those who would not ordinarily get that opportunity - acquainting, and occasionally recquainting people with their imaginations. We believe in the transcending, transporting, empowering and gladdening power of imagination.

AWARDS:

The Economic Times Power of Ideas

PRODUCTS:

While we are not product-oriented, we sell objets d'art at a variety of forums to raise money for our cause and several other worthy ones like Teach for India and Prajwala.

CONTACT:

E-mail: abhikabhik@gmail.com, sana95@gmail.com

Phone Numbers: +91 9619580005, 09967921144

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POSTS ON FACEBOOK:

July 25 at 12:56am

Meetings with fabulous animators and artists, story boarding over chai, photographing and tripping on colors - Dear Imagination is busy, busy, busy this week creating short film(s) from children's art work - We're taking this to a whole new, exciting level ! We hope you can be there to soak in the magic and positivity of art.

July 20 at 1:59pm

Dear Imagination painted a library in Hyderabad that was written - and raved - about. We were not, however, credited. We feel this as a slight to our creative integrity, and urge you to read the article (http://makeadiff.in/blog/2011/07/04/the-biggest-ta-dah-moment-in-mad-hyderabad-history/) and show your support for our unacknowledged work.

June 24 at 6:55am

Today third grade children at Mumbai's Gandhi Gram School expressed tribal motifs through pointillism; experimenting with q-tips and poster paint! We've been working with them for a year now, and are proud to note that they are developing much confidence in creative expression. Pictures will soon be put up.

June 15 at 10:33am

Painted Rainbow Aman Vedika Girls' Home Library today. Tomorrow DIY-ing furniture. #we've got the power

May 31 at 4:12am

The CEO and Co - Founder of Dear Imagination Sana Khan just won the International Student Award for Community Service. While we congratulate her, we also remember the joy of service and the power of creativity. Dear Imagination is proud of you.

March 11 at 8:35am

Dear Imagination is doing a commemorative workshop on the earthquake in Japan, titled "A Different Kind of Incredible." It's to pay homage to the dead and the injured, through the transcendent ability of art. If you would like to contribute, volunteer or participate, comment here/call us on +919967921144. The workshop is open to all. SOURCE:

1. www.facebook.com/pages/Dear-Imagination/111417415575525

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DEEPAM

Deepam is an NGO working to empower lesser-privileged children with access to information

and opportunity. We hope to light the spark in the child’s mind and make them curious for

life, through computer classes, English lessons and personality development.

VISION AND MISSION:

Deepam is a registered non-profit organization conceived with the goal of bridging the

divide between literacy and education among less-privileged children in Chennai. We work

to instil in a child the curiosity to learn and to give him the “keys” to the greatest pool of

knowledge out there- the Internet, by suitably augmenting school curricula.

We transfer four sets of practical skills to these children: computer and internet usage;

language and communication skills, particularly in English; current and social affairs

awareness; and personality development. The first of these – computers, and the internet –

lies at the core of our effort, and is used to drive the other three. These four skills, we

believe, will give them a base of tools and help the children understand, identify, and access

opportunity for themselves.

Deepam reaches out to over 240 children through 6 centres around Chennai. We have over

50 regular volunteer members (drawn from our volunteer pool of over 300 members). We

use netbooks, laptops, and the Internet as teaching tools and resources, even as we teach

children the skills needed to use them.

HOW DID DEEPAM START?

Deepam as an idea was initiated in January 2008 when Ram Viswanathan discussed ‘giving-

back’ to the society, over an early morning run with Karthikeyan. Since then, a bunch of

enthusiastic volunteers have made the idea, a reality. As we realised since the start, it has

been us, volunteers, who have benefitted the most out of the interaction with the children.

We ran a pilot program in April 2008 at Perungudi in Chennai, with the help of Nalamdana –

a SHG. Every weekend during this period, the children who gathered at Nalamdana’s centre

in Perungudi played with the laptops, with guidance from Deepam volunteers. The children

were hooked to the idea of ‘playing’ with the computers – they were taught to browse the

internet, send e-mails and work with the Office tools. The enthusiasm shown by the children

inspired the Deepam team to take this idea to other parts of Chennai.

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We celebrated our first anniversary in April, 2009 when we issued certificates to children

who completed our course. We were officially registered as an NGO in the same year.

Currently three and half years old, we operate 5 centres in Chennai and hope to touch as

many as 1000 lives by 2015 over > 10 centres.

TASKS UNDERTAKEN:

At Deepam, we work on four pillars to help children unlock opportunities to better

themselves with: Computer-skills & Technology, English language skills, Personality

development and General Awareness.

More information about our approach to teaching can be found here.

Currently, we operate out of five centres in Chennai.

In addition, we also operate projects in relation to the kids we work with.

INITIATIVES TAKEN:

1. DEEPAM STARS:

A scholarship program aimed at identifying highflyers who are in need of continued support

for money and resources. Deserving kids will be shortlisted and supported with

Mentorship – Volunteer who stays in contact with a kid and help guide ideas and interest of

kids for excellence in different fields

Scholarship – Provide monetary support in terms of Tuition fees / Other support and

resources required in their education

2. DEEPAM READ:

Deepam Read is a planned project involving set-up of a community library, to cultivate the

habit of reading and to improve general awareness quotient of kids. The aim is to provide

books that impart practical knowledge, widen the horizon of children, encourage and

enhance creativity and constitutes an interesting reading for children in the target age

group.

SOURCE: http://deepam.org.in/

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DEPARTMENT OF TELECOMMUNICATION

The Department of Telecommunications is part of the Ministry of Communications and Information Technology in the executive branch of theGovernment of India.

Telecom services have been recognized the world-over as an important tool for socio-

economic development for a nation and hence telecom infrastructure is treated as a crucial

factor to realize the socio-economic objectives in India. Accordingly, the Department of

Telecom has been formulating developmental policies for the accelerated growth of the

telecommunication services. The Department is also responsible for grant of licenses for

various telecom services like Unified Access Service Internet and VSAT service. The

Department is also responsible for frequency management in the field of radio

communication in close coordination with the international bodies. It also enforces wireless

regulatory measures by monitoring wireless transmission of all users in the country.

CURRENT UPDATES:

1. Department of Telecommunications is looking into the recommendation of rejecting Qualcomm's licence for broadband wireless services(BWA) in four circles on grounds that the company did not apply for licence in time. "But in all cases, matters will be taken strictly in accordance with the provisions of the licence conditions, allocation of spectrum in accordance to law," DoT Secretary R Chandrashekhar told reporters on the sidelines of an event here. "NIA explicitly requires new entrants to apply for an ISP licence in the specified service area, in case the applicant is declared successful in that service area. DoT, however, seems to have a different interpretation," Qualcomm said in a statement. WBBS applied for licences nominee of Qualcomm in each service area where the company won the spectrum.

2. NEW DELHI: The telecom department (DoT) has decided to issue showcause notices

to nine companies for 85 of the 122 mobile permits awarded by former telecom

minister A Raja, based on the findings of the national auditor that

these licences were 'illegal'.

A showcause is the first step towards termination of the licence, and enhancement of

the Rs 2,625-crore bank guarantees submitted by each of these companies. Last

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ANUP GANDHI (ROLL NO: 22) Page 19

year, the Comptroller & Auditor General of India (CAG) had sought an explanation

from the DoT for giving mobile permits to Unitech Wireless, Loop, Videocon,

STel, Etisalat DB and Allianz Infratch and said these companies did not fulfill 'the

eligibility criteria for obtaining the permit'.

SOURCES:

1. http://timesofindia.indiatimes.com/articleshow/9990513.cms

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DESERT ARTISANS HANDICRAFTS

Desert Artisans Handicrafts Jaipur Ltd. (DAH Jaipur) is a community-owned company (COCs) that works for Fabindia, India’s biggest retailer with over 100 stores in the country. DAH Jaipur is specialized in handmade block printed textiles. COCs are organizations which produce hand-made products in rural India. The COC model consists of companies, which act as value adding intermediaries between rural producers and Fabindia. These are owned, as the name suggests, by the communities from which they operate and produce clothing and household textiles. CHALLENGE: Strengthening and enabling the growth of DAH Jaipur, with the result of creating jobs for women in rural India. SOLUTION: Women on Wings assessed DAH Jaipur in June 2010, together with the management and team, in order to obtain a clear view on the financial results, product portfolio, production processes, team and skills. November 2010 Women on Wings worked with DAH Jaipur on the outcome of the assessment which has led to the further development of the home textile products category. A step-by-step plan was set up with the management team for the next six months.

PRODUCTS:

Products manufacturing and exporting, block printing, handicraft, fashion garments, ladies modern dresses, women wear. RESULTS:

Today the Shahabuddin brothers have moved to three identical two-story houses in a row. They supply goods worth $100,000 every year to Desert Artisans Handicrafts Jodhpur, in which they and their 25 workers are all shareholders.

In January 2011 a new cluster of artisans started working on large Fabindia home textile orders which has created 200 new jobs. Continuous follow up on plan and regular contact with management will result in more growth in coming months.

Desert Artisans' wares, in turn, find their way onto the shelves of Fabindia, a leading retail chain of handcrafted garments and home products, including furniture, upholstery, handwoven rugs and organic foods. Desert Artisans is one of 17 companies that collectively count some 15,000 rural artisans as shareholders and form the backbone of Fabindia's supply chain.

SOURCE:

1. http://www.forbes.com/global/2009/0216/024a.html 2. http://jaipur.justdial.com/desert-artisans-handicrafts-jaipur-pvt-ltd_jaipur-

gpo_Jaipur_yjlnwDTSbrnPjjfq.htm

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DESI CREW

DesiCrew Solutions is an Indian Business process outsourcing (BPO) company.

HISTORY:

It was started in 2005 by Saloni Malhotra as a test project sponsored by Ashok

Jhunjhunwala's TeNet group from Indian Institute of Technology, Madras. It was registered

as a Limited Company in 2007

ABOUT THE COMPANY:

The DesiCrew story is of a rural BPO pioneering a new vision for stimulating inclusive growth

in India. With a decentralized business model providing competitive outsourcing solutions to

clients and meaningful employment opportunities, we have established a technology driven,

profit making social enterprise.

Our story has only just begun but is already proving to be a meaningful and prosperous

journey. Click on the links to the left to know more.

WHAT DOES IT DO?

Our services at DesiCrew provide significant scope for maximizing business value through

cost management, operational efficiency and innovation. The rural service delivery model

leverages people, process and technology to deliver global service standards across the

following sectors:

1. Insurance

2. E-Governance

3. Market Research

4. Internet & Mobile

5. Social Sector

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SOCIAL IMPACT:

DesiCrew aims at creating knowledge jobs by outsourcing to educated but socially,

economically, and/or geographically disadvantaged Indians.

Across the board benefits of employment at DesiCrew are visible for employees and their

families. The increase in income levels has provided basic sustenance and spiked

investments in homes as well as higher education. Employees hold great pride in their work

and the new skills they have acquired at DesiCrew, which has translated into higher

confidence levels and greater aspirations for the future. All of these factors have

encouraged rural workers to stay rural thereby initiating a trend of reverse migration.

On a macro level, the rural BPO model has potential for greater impact given that

approximately 70% of India's population resides in rural areas. If 50 people working in 1000

towns/ villages earn Rs 5,000 (~100 USD) per month - that is Rs 250 million (~5 million

USD) per month being infused into local communities through local residents. On a

comparative scale, average monthly household income of these employees would have been

Rs 1,500 (~30 USD) per month.

With a social mission driving our business, we are focused on harnessing our business

model for generating wealth in the rural economy rather than extracting wealth from the

rural areas.

FUTURE PLANS:

In the coming year we are looking to expand our workforce to 1000 employees across

different states of India. Continuing this expansion year on year, we would like to establish

ourselves as the preferred BPO of leading companies across all verticals in which we work.

Moving ahead we also plan on increasing our scope of work with the newly created

"DesiCrew Foundation." The DesiCrew Foundation funds various initiatives like social impact

assessment, marketing of the rural BPO model, stock-sharing and benefits for employees,

the community service events, etc.

SOURCE: http://www.desicrew.in/