Chapter 1-Introduction Introduction

Origin of the report: As a partial requirement of M.com (Management) we are required to study the Organizational Behavior In the classroom we get the opportunity to know the theoretical part of the subject. But without practical orientation it is somewhat difficult to grasp the core concept. Organisational Behavior is entirely based on practical situation. So in order to enhance the understanding of the core concept, we are required to prepare a report on practical situation to understand how to implement and practice the theoretical part in real life situation.

Objectives of the study:

General Objective: The general objective of preparing this report is to know about the Corporate Culture in India & fulfill the requirement of the subject 'Organizational Behavior.

Specific Objective: The specific objective of preparing this report is To get a general idea about the Corporate Culture . To gather practical knowledge about Corporate Social Responsibility . To analyze the how Corporate perform social Responsibility.

Scope of the study: Corporate in India plays a pivotal role in the economy of any country. They provide necessary instrument and employment to setup different industries essential for a nation to build strong economy. This report has been done basically on analyzing the theoretical and practical practices of Corporate Culture.& how employee employees get effected from it.

Methodology: The report in this study is basically an inductive one. Two different types of systems have been selected here based on convenience. The report is based on both primary and secondary information. Primary Information: The primary data have been collected from our class lecture, various types of individual professionals. Secondary Information: The secondary information has been extracted from various textbooks of Entrepreneurship Development. Other notable information that was used for this report was the information gathered from websites which is mention in bibliography

Limitation: In spite of having the wholehearted effort, there were some limitations, which acted as a barrier to conduct the program and for doing an empirical research work, such as: Time Constraint: The study is based on the analysis of Corporate Culture But this allocated time is not enough for a complete and fruitful study. Lack of Experience: Due to lack of experience, there is a chance of having some mistake in the report though best effort has been applied to avoid any kind of mistake.

Corporate Culture & C.S.R.

Whether written as a mission statement, spoken or merely understood, corporate culture describes and governs the ways a company's owners and employees think, feel and act. Your own business's culture may be based on beliefs spelled out in your mission statement. It could consist in part of a corporate symbol, like the rainbow-colored apple that symbolizes Apple Computer. Whatever shape it takes, your corporate culture plays a big role in determining how well your business will do. If you're not happy with your current culture, there are things you can do to start changing it now. Look for a symbol, story, ritual or other tool you could use to bring out the values and practices you want for your company. Your cultural tool might be a new corporate logo symbolizing your company's personality. Or you could choose a story to embody your approach and make it part of your culture. If you can't find a tool, make one. For example, you can turn an admired former employee into a symbol by giving an award named after that individual, complete with ritual ceremony. The beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires. A company's culture will be reflected in its dress code, business hours, office setup, employee benefits, turnover, hiring decisions, and treatment of clients, client satisfaction and every other aspect of operations. Related Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature. Corporate culture is rooted in an organization's goals, strategies, structure, and approaches to labor, customers, investors, and the greater community. As such, it is an essential component in any business's ultimate success or failure.

Closely related concepts, discussed elsewhere in this volume, are corporate ethics.which formally state the company's values) and corporate image (which is the public perception of the corporate culture). The concept is somewhat complex, abstract, and difficult to grasp. A good way to define it is by indirection. The Hagberg Consulting Group does just that on its Web page on the subject. HCG suggests five questions that, if answered, get at the essence:

What 10 words would you use to describe your company? Around here what's really important? Around here who gets promoted? Around here what behaviors get rewarded? Around here who fits in and who doesn't?

As these questions suggest, every company has a culturebut not all cultures (or aspects of them) help a company reach its goals. The questions also suggest that companies may have a "real culture," discernible by answering these questions, and another one which may sound better but may not be the true one The concept of corporate culture emerged as a consciously cultivated reality in the 1960s alongside related developments like the social responsibility movementitself the consequence of environmentalism, consumerism, and public hostility to multinationals. Awareness of corporate culture was undoubtedly also a consequence of growth, not least expansion overseaswhere corporations found themselves competing in other national cultures. As corporations became aware of themselves as actors on the social scene, corporate culture became yet another aspect of the business to watch and to evaluatealongside the "hard" measures of assets, revenues, profits, and shareholder return. Corporate culture by definition affects a firm's operations. It is also, by definition, something that flows from management downward and outward. In many corporations, the "culture" was set very early on by the charismatic activity and leadership of a founder. But as major tendencies become deeply institutionalized, corporate culture also becomes an institutional habit that newcomers acquire. In actual practice "reinventing" the corporation from the top down, therefore, is difficult to achieve, takes time, and happens only under strong leadership.
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Observers and analysts of the phenomenon tend to subdivide culture into its various expressions related either to major constituencies (employees and workers, customers, vendors, government, the community) or to methods or styles of operation (cautious, conservative, risk-taking, aggressive, innovative). A corporate culture may also, by overstepping certain bounds, become suicidalas the case of Enron Corporation, the energy trader, illustrates. In the Enron culture an aggressive, creative, high-risk style led to fraud and ultimate collapse. Analysis is helpful in understanding how a corporate culture expresses itself in specific areas. However, the concept is social and culture, as the phrase itself implies. It does not lend itself to reorganization by a rearrangement of standard building blocks. Corporate Social Responsibility:Corporate Social Responsibility or CSR has been defined by Lord Holme and Richard Watts in The World Business Council for Sustainable Developments publication Making Good Business Sense as the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as the local community and society at large". CSR is one of the newest management strategies where companies try to create a positive impact on society while doing business. There is no clear-cut definition of what CSR comprises. Every company has different CSR objectives though the main motive is the same. All companies have a two point agenda- to improve qualitatively (the management of people and processes) and quantitatively (the impact on society). The second is as important as the first and stake holders of every company are increasingly taking an interest in the outer circle-the activities of the company and how these are impacting the environment and society. Social responsibility is an ethical ideology or theory that an entity, be it an organization or individual, has an obligation to act to benefit society at large. Social responsibility is a duty every individual or organization has to perform so as to maintain a balance between the economy and the ecosystem. A trade-off always exists between economic development, in the material sense, and the welfare of the society and environment. Social responsibility means sustaining the equilibrium between the two. It pertains not only to business organizations but also to everyone whose any action impacts the environment. This responsibility can be passive, by avoiding engaging in socially harmful acts, or active, by performing activities that directly advance social goals.
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INDIAN CORPORATE CULTURE:Indias success in entering and building a strong presence in the information technology and business process outsourcing markets has often been attributed to the fact that a majority of Indias educated workers speak English. This has been characterized as a unique advantage of the Indian economy relative to other low cost areas in Asia, South America, and Eastern Europe. However, language is one of just many factors that shape the corporate culture within a country. Will Indias broader corporate culture become a source of competitive advantage in the way that the widespread ability of Indians to speak English .other research indicate that corporate culture does have the potential to become a source of competitive advantage for the Indian economy. There are robust signs of emerging entrepreneurialism, professionalism, and strong governance within Indias corporations. These traits are similar to those that the American economy has exhibited over the last fifty years through rapid company formation, the growth of professional managers, and good (though improving) governance through boards and public shareholders. This contrasts with slower growing European economies where entrepreneurialism has been dampened due to cultural and legal factors and some Asian companies where poor governance has resulted in some large companies with hidden and deep financial problems.

Corporate Culture and its Historical Context in India

The corporate culture in India from three perspectives: How entrepreneurial are the business leaders within their organizations and how likely are they to become entrepreneurs on their own? This characteristic of Indias business culture will likely determine the rate of innovation and new company information. Historically, while India has had a class of active entrepreneurs, government regulation and bureaucracy has impeded such efforts. In addition, a business that ends in failure and debts often leaves the founders of the business with a permanent stigma. How professional, ethical, and dedicated are employees within organizations? This

characteristic will likely influence the ability for Indian companies to compete against multi-national corporations and to enter global markets. Historically, some business people have engaged in bribery and other corruption to advance their businesses due to the pervasive bureaucracy of the Indian government. In addition, many large family conglomerates have traditionally given preference to family members in promotion to key positions.

What is the quality of the governance within the organizations? Good governance has been identified as a key driver of economic success by firms such as McKinsey and is likely to be crucial to many Indian firms that have traditionally been family owned and run. Historically, governance in Indian firms has been a mixed bag ranging from tightly controlled family conglomerates to state owned companies with bureaucratic oversight.

Entrepreneurialism in India: a strong culture of entrepreneurialism is emerging in India and has the potential to become a source of competitive advantage. First, it was clear that employee mobility is rapidly becoming accepted within India. Companies such as Wipro talked about maintaining employee turnover rates of 20-30% as positive which indicates a mobile workforce that leaves for appropriate opportunities. In addition, executives at companies such as Godrej were not just lifelong Godrej employees, but recent hires as well. Employee mobility is critical to entrepreneurship it means that employees are willing to leave to join new ventures and also that they have the ability to seek employment if the venture fails. The employee mobility is similar to that seen in America, but is different from countries such as Japan or Germany where employees tend to have a longer relationship with their employers. Second, Indian employees from overseas are starting to return to India. executives at companies such as GE and Intel who had returned to India after working for a number of years in the U.S. These workers bring capita but more importantly a familiarity with the process of company formation, raising venture capital, and acquiring early customers for new products. Finally, India is a diverse and fragmented market, which makes it challenging to do business in and also creates more opportunities for entrepreneurial activities particularly in areas such as consumer products and services. For example, executives at Godrej talked about the difficulties of distributing and developing products for the very diverse consumer needs across India. This is a challenge for Godrej, but also indicates that local entrepreneurs will have an edge in understanding local needs for certain kinds of products and may be able to compete in some segments against Indian conglomerates and multi-nationals. This is the opposite of markets such as the U.S. where consumer products are fairly standardized across the country and thus the barriers to entry for new consumer products are extremely high.

Professionalism in India: Meetings with a wide range of executives from mid-level managers at Wipro to editors at the Times of India revealed a strong professional class that speaks perfect English, communicates in the international language of Powerpoint, and that appear dedicated to advancing the interests of their organizations. These professionals are aware of global

management frameworks and are conscious of the role that their organization can and must play in Indias economic development. American executives would feel just as comfortable in an Indian boardroom as they might in a boardroom in the America. This comfort level may be one of the factors explaining the rapid development of research and other facilities by MNCs in India. However, is this apparent professionalism only skin deep? Are Indian corporations truly adopting best practices in managing and promoting employees and in encouraging appropriate employee behavior? There appear to be structural forces that are raising the level of

professionalism in India. First, foreign multi-nationals have rapidly become the employer of choice for top graduates from business and engineering schools in India. These multi-nationals are bringing their global human resources practices to India in terms of selecting, developing and advancing employees as well as in their expectations of legal behavior by employees. Labor mobility means that these practices are spreading across Indian businesses. However, more than labor mobility, the market for talent is driving change throughout Indian companies. The Vice President of Human Resources discussed the value proposition of working for Godrej. He talked about how Godrej offers Indian employees a professional work environment with more latitude than a multi-national corporation may offer. His presentation was tailored to answering the question a graduate of Indias top university may ask: Why should I work for a family run conglomerate when I can join GE (or Infosys)? Indias mobile labor markets are requiring all Indian companies to evaluate their management practices to ensure that they have access to the best talent.

Governance in India The issue of governance and its impact on Indias corporate culture is primarily relevant to Indian companies as multi-national companies have global governance structures. Within India, governance can be considered for three sets of companies: Indian public companies with foreign ADR listings such as Infosys or Wipro. These companies face the broadest and deepest set of legal requirements regarding governance since they must comply with SEC regulations. However, what is impressive is that companies such as Infosys have gone beyond typical requirements in promoting a higher level of transparence in their governance and reporting. Infosys has a board with a majority of outside directors, reports results in compliance with eight different accounting standards, and discloses its compliance with ten external governance codes. Infosys premium valuation is providing a clear signal to other India companies that good governance has tangible benefits. In fact, a McKinsey survey revealed that Indian

investors are willing to pay a 23% premium for companies with good governance structures. Indian public companies. These companies need to comply with Indian regulations which were described by ICICI executives as being fairly robust. A McKinsey analysis also found that Indias regulations and enforcement of accounting standards for Indian companies are fairly strong as they were ranked fourth in Asia and ahead of countries such as China. In addition, the incentive of being able to list shares overseas acts as a motivator to ensure good governance. However, as state owned enterprises are partially privatized, it is possible that the role of the government in the governance structures of such companies could act as an impediment to executing certain business strategies. Indian family controlled conglomerates such as Godrej and Tata. These conglomerates are often a mix of private and public holding structures. Some of these conglomerates have been well managed, but the quality of governance may still be low due to tight control by family members. The need to raise public capital will clearly enhance the governance of some of these organizations. However the competition for Indian

management talent that will lead these companies to improve governance to be perceived as attractive places for long-term career relative to other opportunities in India.
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Indian business culture India is a culturally rich and diverse country where one can see varied array of language, religion, caste and regionalism. While doing business in India, every organization has to consider all these factors before formulating their business plans and take necessary actions accordingly. The India Business Culture is an extension of the common culture of the society. It is unique in its own way. However, in Indian business culture, the behavior, etiquette and approach of organizations and its professionals change according to the addressee and the context of address. Language: India is a multilingual country with each of its states having different official languages. However, Hindi is the only officially recognized language in the country. While talking on India business culture, English is the most preferred language, which is followed religiously in every industry. Meetings, Greetings and Courtesies: In India, people greet each other by saying 'Namaste', while conjoining the palms together below the chin (position of fingers would point up) and nodding the head. One can also do this while saying good-bye. Use of the Namaste will show that you have understandings of Indian culture. While greeting superiors or showing respect to someone, a slight bow is added. In Indian business culture, people also greet each other by a handshake. In a one-to-one meeting with a male counterpart, a woman usually initiates a handshake. If the woman doesnt, the man will smile and nod slightly. While greeting an individual, people use appropriate formal title. One can also add ji after the title to show respect for the person he/she is greeting. While meeting a person or client for business purpose, always exchange business cards at the first meeting. You must exchange the cards with your right hand only. Cards must be put away with due respect. Relationship Building In India business culture, business development largely depends upon relationship building. Indians tend to give favorable deal to those whom they know and trust. Hence, a good way to earn business is to earn the trust of the customers first. You can earn the trust of people by demonstrating strong business insight, showing honesty and respect.
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Meetings Any business meeting has to be arranged well in advance. These have to be fixed in writing and confirmed by phone. It is better to avoid fixing meetings on or near national holidays like Independence Day, Republic Day, Gandhi Birthday or either of the two Eids. People often club their leaves to enjoy extended holidays during this time. Time Indians value punctuality in others, but they often lag behind the schedule themselves. A 10-minute late is acceptable in most of the cases. It can also be seen that family responsibilities getting preferences over business, which leads to last minute cancellation of meetings, though not quite often. Inside the Meeting Room After entering into the meeting room, one must approach and greet the senior-most figure first. Every meeting usually has some 'getting to know you' process, where the meeting starts with some initial conversation. The favorite topics are business news, how stock market is doing, or the game of cricket. It is good to avoid discussing personal matters. If you are new to India, it is always better to refrain from commenting on volatile issues like poverty or beggars. Process If your business meeting involves negotiation, be prepared for a slow process. In India business culture, decision is taken at the highest level and may take more time than one would have expected. You cant get a favorable decision unless you can establish the trust of the client. Until the trust is not established, you should concentrate on building a rapport with the client. As the decision is taken at the highest level, absence of the any higher-position holder like Director or owner indicates that it is only the early stage of negotiation.

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Decision Statistics, empirical data or commendable PowerPoint presentation cannot solely influence the business decision. Indians tend to reckon the intuitions, feelings and faiths before they reach at any decision. You must show your patience and good character before any final verdict comes out. You cannot afford to show frustration or anger. Negotiation One should refrain from putting high pressure tactics while negotiation with the clients. Do not confront or be forceful. If you are to disagree or criticize, you need to do it in the most diplomatic language. Indians do not say "no" directly, as it is often considered rude. If during the negotiation process, you come to the terms like "We'll see", "possibly" or "We'll try", there is every possibility that they are indicating a 'no'. Business Attire Business culture in India demands formal attire. Men usually wear formal shirts and pants. Suits or Blazers are also quite worn, often during the winter. Women wear saris or suits. On the last working day of the week, people often wear casuals. However, that has to be a decent one.

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CULTURE IN SMALL BUSINESSES Culture can be a particularly important consideration for small businesses. A healthy company culture may increase employees' commitment and productivity, while an unhealthy culture may inhibit a company's growth or even contribute to business failure. Many entrepreneurs, when they first start a new business, quite naturally tend to take on a great deal of responsibility themselves. As the company grows and adds employees, however, the authoritarian management style that the business owner used successfully in a very small company can become detrimental. Instead of attempting to retain control over all aspects of the business, the small business owner should, as consultant Morty Lefcoe told Nation's Business, strive to "get everybody else in the organization to do your job, while you create an environment so that they can do it." In a healthy culture, employees view themselves as part of a team and gain satisfaction from helping the overall company succeed. When employees sense that they are contributing to a successful group effort, their level of commitment and productivity, and thus the quality of the company's products or services, are likely to improve. In contrast, employees in an unhealthy culture tend to view themselves as individuals, distinct from the company, and focus upon their own needs. They only perform the most basic requirements of their jobs, and their main and perhaps onlymotivation is their paycheck. Since every company is different, there are many ways to develop a culture that works. Following are several main principles that small business owners should consider in order to create a healthy corporate culture:

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Prevailing corporate Prevailing corporate culture begins at the top. Entrepreneurs need to explain and share their vision of the company's future with their workers. "Let your vision for the company become their vision for the company," stated John O'Malley in his article "How to Create a Winning Corporate Culture." He goes on to say that "a company without a vision is reactive in nature, and its management is seldom confident addressing competitive threats and stepping into the future." In addition, small business owners should be aware that their own behavior and attitudes set the standard for the entire workforce. Small business owners who set poor examples in areas such as lifestyle, dedication to quality, business or personal ethics, and dealings with others (customers, vendors, and employees) will almost certainly find their company Treat all employees equally. Entrepreneurs should treat all employees equally. This does not mean that business owners cannot bestow extra rewards on workers who excel, but it does mean that interactions with all employees should be based on a foundation of respect for them. One particular pitfall in this area for many small business owners is nepotism. Many small businesses are family-owned and operated. But bloodlines should be irrelevant in daily operations. "Successful ' businesses constantly place 'you are no different' expectations on family members they employ," noted O'Malley. "Doing otherwise quickly undermines employees' morale'. Showing favoritism in the workplace is like swimming with sharksyou are destined to get bitten.es defined by such characteristics Treat all employees equally. Entrepreneurs should treat all employees equally. This does not mean that business owners cannot bestow extra rewards on workers who excel, but it does mean that interactions with all employees should be based on a foundation of respect for them. One particular pitfall in this area for many small business owners is nepotism. Many small businesses are family-owned and operated. But bloodlines be irrelevant in daily operations. "Successful ' businesses constantly place 'you are no different' expectations on family members they employ," noted O'Malley. "Doing otherwise quickly undermines employees' morale'. Showing favoritism in the workplace is like swimming with sharksyou are destined to get bitten."

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Hiring decisions should reflect desired corporate culture. The wise small business owner will hire workers who will treat clients and fellow employees well and dedicate themselves to mastering the tasks for which they are responsible. After all, "good attitude" is an essential component of any healthy corporate culture. But entrepreneurs and their managers also need to make sure that hiring decisions are not based upon ethnic, racial, or gender issues. Besides, businesses typically benefit from having a diverse workforce rather than one that is overly homogeneous. Two-way communication is essential. Small business owners who discuss problems realistically with their workforce and enlist employees' help in solving them will likely be rewarded with a healthy internal environment. This can be an important asset, for once a participatory and engaging culture has been established, it can help propel a small business ahead of its competition. On the other hand, problems with the corporate culture can play a major role in small business failures. When employees only perform the tasks necessary to their own jobs, rather than putting out extra effort on behalf of the overall business, productivity declines and growth comes to a halt. Unfortunately, many entrepreneurs tend to ignore the developing cultures within their businesses until it is too late to make needed changes. In an article for Entrepreneur, Robert McGarvey outlined some warning signs of trouble with the company culture, including: increased turnover; difficulty in hiring talented people; employees arriving at work and leaving for home right on time; low attendance at company events; a lack of honest communication and understanding of the company mission; an "us-versus-them" mentality between employees and management; and declining quality and customer satisfaction. A small business exhibiting one or more of these warning signs should consider whether the problems stem from the company culture. If so, the small business owner should take steps to improve the culture, including reaffirming the company's mission and goals and establishing a more open relationship with employees.

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The Importance of Ethics in Organizations

Ethics are the principles and values an individual uses to govern his activities and decisions. In an organization, a code of ethics is a set of principles that guide the organization in its programs, policies and decisions for the business. The ethical philosophy an organization uses to conduct business can affect the reputation, productivity and bottom line of the business. Leadership Ethics The ethics that leaders in an organization use to manage employees may have an effect on the morale and loyalty of workers. The code of ethics leaders use determines discipline procedures and the acceptable behavior for all workers in an organization. When leaders have high ethical standards, it encourages workers in the organization to meet that same level. Ethical leadership also enhances the companys reputation in the financial market and community. A solid reputation for ethics and integrity in the community may improve the companys business. Employee Ethics Ethical behavior among workers in an organization ensures that employees complete work with honesty and integrity. Employees who use ethics to guide their behavior adhere to employee policies and rules while striving to meet the goals of the organization. Ethical employees also meet standards for quality in their work, which can enhance the companys reputation for quality products and service. Ethical Organizational Culture Leaders and employees adhering to a code of ethics create an ethical organizational culture. The leaders of a business may create an ethical culture by exhibiting the type of behavior they'd like to see in employees. The organization can reinforce ethical behavior by rewarding employees who exhibit the values and integrity that coincides with the company code of ethics and disciplining those who make the wrong choices. Benefits to the Organization A positive and healthy corporate culture improves the morale among workers in the organization, which may increase productivity and employee retention; this, in turn, has financial benefits for the organization. Higher levels of productivity improve the efficiency in the company, while increasing employee retention reduces the cost of replacing employees.
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The Role of Ethics in Strategy Financial excellence results when a corporation's values and its ethics support its strategy. Ethics is a component of strategy because every business secures its future by making a contribution. The act of making a contribution is fundamentally an ethical activity. Identifying that contribution and maximizing its value is the field of strategy. Profit is the value the market attaches to an organization's contribution and the efficiency with which it makes that contribution. Employees who see their company making a valued contribution (with profits as the outcome), rather than merely generating shareholder wealth, commit to their work with greater passion. This leads to a partnership between employees and corporate leadership that boosts innovation and uplifts performance. Ethics play a vital role in the preservation of this priceless partnership, which can thrive only in an atmosphere of trust and integrity. Trust and integrity result from integrating an organization's disparate value systems and aligning them with the organization's strategic objectives What are Ethics, and How do they Differ from Values? Values are beliefs about what is good and what is bad, what is right and what is wrong. Even people of different cultures differ very little about these beliefs. 1 Nearly all people would like their children to be honest, fair, courteous, charitable, and so on. People do, however, differ substantially when it comes to the "price" they are willing to pay for what is right. 2 Ethics is the "cost" that a person will pay to uphold his values. It is the way a person translates his or her beliefs into actions (or abstentions) that entail a cost. Most people differ in their ethics, rather than in their values. Thus, adopting a change in values alone will not impact on any aspect of organizational performance. Rather, the way an organization translates its values into an ethic will impact on its strategic objectives.

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Integrating Disparate Corporate Values

Many companies, unbeknownst to their leadership, operate with at least three separate and usually non-aligned value systems. Measuring the degree of alignment between these value systems and determining what drives each of them highlights the opportunities for change. The three value systems are: 1. The Espoused Value System - The Values that management communicates both orally and in writing. 2. The Perceived Value System - The Values that employees believe drive management's conduct. 3. The Actual Value System - The values that actually underpin the interpersonal dynamics of the organization. Management may have never previously articulated these values and employees may never have identified them. To gain strategic advantage, these three systems must be integrated into one system of values. Furthermore, in order for these values to impact on financial performance, senior management must translate them into an ethic that supports the organization's objectives, that is aligned with its strategy and is understood at all levels of the organization. Identifying Espoused, Perceived, & Actual Values An organization's espoused values are either implied or articulated in its published materials. But the way employees' honestly perceive management's values are often very different from the values that management espouses. Qualitative research methodology can probe employee perceptions. However, exposing the actual values and ethics that drive the organization requires that one analyze the reasons for those perceptions, in light of various management decisions and behaviors.

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Espoused, Perceived, & Actual Values in One System

It is, at times, difficult for an organization's leadership to acknowledge the existence of divergent value systems and to understand the implications of the divergence. It is even more difficult for leaders to confront the truth of what the values are that really drive their organization. Yet this confrontation with the truth is a vital step in crafting an integrated value system that can transform an organization and impact its performance. An integrated value system takes into account the strategic objectives of the organization, the personal values of leadership, and the diversity of its employees. It aligns employee perceptions with management's espoused values. A system such as this can translate into the actual ethic that drives management decisions and conduct. This ethic differentiates Translating a Value System into a Corporate Ethic

Choosing values is easy. However, leaders often rethink their organizations' values when they confront the behavioral and organizational changes that those values would compel when translated into a living ethic. They need to examine how congruent the chosen values are and how they promote or undermine corporate intent and strategic objectives. Only then can leadership comfortably commit to a new system with all of its defined implications.

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CSR :- INDIA "Corporate Social Responsibility is no longer just an addition, it is a key differentiator." Prasad Chandra, CMD, BASF South Asia Businesses today have realized that, in order to continue thriving, they have to adopt a more holistic and inclusive business model which has a direct correlation with business performance. This includes a system of triple bottom-line reporting - economic, social and environmental - and a focus on transparency and accountability. Companies are now expected to discharge their stakeholder responsibilities and societal obligations, along with their shareholder-wealth maximisation goal. Even much before the issue became a global concern, India was aware of corporate social responsibility (CSR), due to the efforts of organisations such as the Tata Group. Corporate companies like ITC have made farmer development a vital part of its business strategy, and made major efforts to improve the livelihood standards of rural communities. Unilever is using micro enterprises to strategically augment the penetration of consumer products in rural markets. IT companies like TCS and Wipro have developed software to help teachers and children in schools across India to further the cause of education. The adult literacy software has been a significant factor in reducing illiteracy in remote communities. Banks and insurance companies are targeting migrant labourers and street vendors to help them through micro-credits and related schemes. In June 2008, a survey was carried out by TNS India (a research organization) and the Times Foundation with the aim of providing an understanding of the role of corporations in CSR. The findings revealed that over 90 per cent of all major Indian organizations surveyed were involved in CSR initiatives. In fact, the private sector was more involved in CSR activities than the public and government sectors. The leading areas that corporations were involved in were livelihood promotion, education, health, environment, and women's empowerment. Most of CSR ventures were done as internal projects while a small proportion were as direct financial support to voluntary organizations or communities.
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In a survey carried out by the Asian Governance Association, which ranks the top 10 Asian countries on corporate governance parameters, India has consistently ranked among the top three along with Singapore and Hong Kong, for the last eight years. In another study undertaken by automotive research company, TNS Automotive, India has been ranked second in global corporate social responsibility. State-owned Bharat Petroleum and Maruti Udyog were ranked as the best companies in India. Bharat Petroleum and Maruti Udyog came on top with 134 points each, followed by Tata Motors (133) and Hero Honda (131). The study was based on a public goodwill index and India received 119 points in the index against a global average of 100. Thailand was at the top slot with 124 points. The Indian corporate sector spent US$ 6.31 billion on social expenditure during 2007-08, up from US$ 3.68 billion spent during the previous fiscal. The Steel Authority of India Ltd (SAIL), the country's largest steel company, spent US$ 21.05 million on CSR last year; Tata Steel Ltd, (which runs a 850-bed hospital and rural projects in 800 villages around Jamshedpur), spends about US$ 31.58 million as part of its annual revenue expenditure. Now there are plans to also introduce CSR in the small and medium enterprises (SME) sector to increase its reach in remote areas. CSR Initiatives and Green Measures India Inc has joined hands to fine-tune all its activities falling under CSR. For this, it has set up a global platform to showcase all the work done by Indian firms. Confederation of Indian Industry (CII) and the TVS Group have collaborated to form the CII-TVS Centre of Excellence for Responsive Corporate Citizenship. The outfit, based in Chennai, will provide consultancy services and technical assistance on social development and CSR. CII's 'Mission on Sustainable Growth' has set up a code which was formulated in 2006. It provides consultancy services and technical assistance on social development and CSR. The mission's aims are to promote the reduction of excessive consumption of natural resources and emission of greenhouse gases. The code had started with 23 new signatories and the total number of code signatories had gone up to 102, by September 2008.

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Many large corporate houses are taking up projects along with the help of the government which are 'green' to promote the cause of sustainable development. Coca-Cola India has started with a corpus of US$ 10 million for its CSR activities in 2008. It has undertaken US$ 2530 million a year project on water conservation, and the project "Elixir of life" to provide drinking water to nearly 30,000 school children. Coca-Cola India won the 'Golden Peacock Global Award for Corporate Social Responsibility 2008' for these initiatives. ArcelorMittal will spend about US$ 500 million as part of its CSR initiatives in Jharkhand and Orissa. BHEL has joined hands with a UN body 'Global Compact' (The United Nation's Global Compact is a partnership between the UN, the business community, international labour bodies and nongovernment organisations (NGOs) to partner with global corporate houses for greater focus on corporate social responsibility. Global Compact, in association with FICCI, is also organising the first ever national convention on 'Excellence in Corporate Citizenship and Global Compact'.

Tata Motors and space agency ISRO are likely to launch the prototype of the world's cleanest vehicle that will run on hydrogen and leave behind nothing more than a trail of water vapour. Bajaj Auto, Ashok Leyland, Tata Motors, Mahindra & Mahindra and Eicher Motors have come together to develop hydrogen-blended compressed natural gas (HCNG)-run vehicles to tackle the problem of rising pollution. Pepsico India has signed the CII-Code for Ecologically Sustainable Business Growth recently, and in so doing it has committed to decrease the consumption of natural resources and promote ecologically sustainable growth in the group. Its water conservation initiative has resulted in saving over 2.4 billion litres of water annually, bringing down the consumption by 40 per cent since 2005. The effluent discharge has also decreased by 60 per cent. Likewise, the company has brought down the generation of sludge in effluent treatment plants (with over 25 per cent reduction in one year alone) through the use of bio-enzymes. At the community level, the waste23

to-wealth initiative has developed zero solid waste centres that helps more than 2, 00,000 community members all over the country. Reliance Power (R-Power) is planning an investment of over US$ 12.63 billion for renewable and alternative energy resources such as hydroelectric, wind, solar and fuel cell-based power. The company is planning to generate about 5,000 MW from hydroelectric energy and most of the projects would come up in water-abundant north-eastern states. The Indian paints industry too is making its products more environmentally friendly by opting for water-based paints and making it carcinogen-free. The heating, ventilation, air-conditioning and refrigeration (HVAC) industry is working to get rid of its 'global warmer' stigma through greater use of gases with zero ozone depletion potential (zero ODP). Sustainable Technologies and Environmental Projects Ltd (STEPS) is planning to start a project to change plastic, organic and electronic waste into petroleum without the usual harmful residue. Pharmaceuticals Company Jubilant Organosys Ltd runs an anti-tuberculosis programme with the government of Uttar Pradesh.

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Rural Development Rural development is attracting major CSR initiatives from various corporates. Airtel has tied up with Indian Farmers Fertiliser Cooperative Limited (IFFCO) to reach farmers directly. Farmers will receive free voice messages twice daily on farming techniques, weather forecasts, dairy farming, rural health initiatives, fertilizer availability, loan information and market rates. Additionally, farmers can also call a dedicated helpline, manned by experts from various fields, to get answers to their queries. Reliance Communications has introduced low tariff initiative like the Grameen Programme for rural subscribers. SREI Sahaj e-Village Ltd will set up 25,000 IT kiosks to be known as common service centres (CSC) across West Bengal, Bihar, Orissa, Assam, Uttar Pradesh and Tamil Nadu, by 2010. ITC's e-Chapual has been a great developmental initiative which has also added value to its own agricultural products. It comprises improving the lives of farmers and villagers. HDFC has started a 'village adoption' scheme to improve the investment climate in Indian villages. Mahindra Shubhlabh, the agricultural business arm of Mahindra & Mahindra, aims to use especially cultured seeds to improve contract-farming productivity. DCM Shriram provides information services through its chain of Krishi Vikas Kendras, which have now evolved into Hariyali Kisan Bazaars. Hindustan Petroleum has started community kitchen programmes in some Indian villages. ICICI Bank has launched an ambitious rural banking and agribusiness initiative. The Byrraju Foundation's GramIT programme has generated a rural BPO model. It aims to employ rural people in the ITES (IT-enabled services) industry, and to create profit for the entrepreneurs or cooperatives running the BPOs.
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Chapter 3. Case study of Reliance Social Responsibility & Community Development: Social welfare and community development is at the core of Reliances Corporate Social Responsibility (CSR) philosophy and continues to be a top priority for the Company. It revolves around the Companys deeply-held belief in the principle of symbiotic relationship with the local communities, recognizing that business ultimately has a purpose - to serve human needs. Close and continuous interaction with the people and communities in and around the manufacturing divisions has been the key focus while striving to bring around qualitative changes and supporting the underprivileged. Reliances contributions to the community are in the area of health, education, infrastructure development (drinking water, improving village infrastructure, construction of schools etc.), environment (effluent treatment, tree plantation, treatment of hazardous waste), relief and assistance in the event of a natural disaster, and miscellaneous activities such as contribution to other social development organizations etc. The Companys CSR teams at all manufacturing divisions interact with the neighbouring community on regular basis. The Company takes pride in the fact that its CSR representatives are known by their first names in the regions that it operates. Education Teach them young is the very motto of Reliance as the Company believes that the quality of inputs received by an individual at an early age contributes to his or her growth as a capable human being. To ensure high quality of teaching, Reliance has made significant efforts towards value enhancement of teachers through professional and institutionalized training. Dahej Manufacturing Division conducted educational and excursion tours of students and teachers from the primary schools of neighbouring villages, and also organized Balmela and Science and Mathematics Fair. To provide training in the field of effective techniques and modern methods of teaching to high school teachers in the Hazira area, the Company organized training of teachers in various subjects.

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Reliance has launched the Sky is the limit programme at Hazira, to address the problem of school drop-outs in the local community. The Company also provides opportunities to engineering and management institute students to undergo in-plant training/projects as part of their academic curriculum, thus enabling them to appreciate application of theoretical knowledge and get an exposure to the industrial practices. Efforts were made to enhance employability/skill development of local youths. This was done by giving opportunities to them to work in the Companys operating plants, which in turn improve their job prospects. Executive Development Programs for officers of neighbouring industries were organized in coordination with PRIA (Patalganga Rasayani Industries Association). The Companys major manufacturing locations provide good quality education to the children of all employees and also cater to the needs of surrounding villages. Jamnaben Hirachand Ambani School, Kokilaben Dhirubhai Ambani Vidya Mandir, and Jamnaben Hirachand Ambani Saraswati Vidya Mandir are schools near the Companys manufacturing locations at Patalganga, Hazira and Jamanagar respectively. A modern educational infrastructure coupled with extracurricular activities and recreational facilities distinguish all these schools. To encourage school children from neighbouring villages, Nagothane Manufacturing Division based CSR cell MGCC Area Development Research Foundation (MADER) Trust took following initiatives: Felicitated meritorious students from neighbouring villages and tribal hamlets. Each student

received a set of note books, stationary items and a school bag. There are several Zilla Parishad schools located on the hilltop near Nagothane Manufacturing Division where all the children who are attending school are tribal. With an objective to encourage the tribal students, Reliance also provided school uniforms. Barabanki Manufacturing Division renovated a primary school in an adjoining village. Hoshiarpur Manufacturing Division provided free uniform (winter and summer), books, bags, shoes and stationery to the school-going children of neighbouring village.
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Health Health Awareness Programs, covering diverse topics such as noise pollution, hazards substance abuse, prevention of HIV/AIDS and First Aid were conducted for students of schools at the neighbouring towns and villages of Patalganga. Barabanki Manufacturing Division provides medical service and awareness programs on health, hygiene, cleanliness and sanitation in neighboring villages. Hoshiarpur Manufacturing Division too conducts monthly checkup camps at neighbouring villages. Free medicines and spectacles were also provided. Round the clock free ambulance service has been provided to roadside accident victims. Hazira Rehabilitation Centre for the Physically Challenged has been set up in partnership with Disabled Welfare Trust of India for capacity building of physically challenged children from the weaker sections of society.

Initiatives to Combat HIV / AIDS and TB The Company provides Community Medical Centres near most of its manufacturing divisions. These centres cater to the Governmental health care programmes like maternal and child health, TB, malaria, HIV / AIDS etc., besides providing curative treatment. These Centres have been well received and go a long way in providing the medical relief for the community. The Company has implemented HIV / AIDS and DOTS programme at Hazira and Jamnagar, and is in the process of replicating the same at the other manufacturing divisions. This initiative is a publicprivate partnership between the Government, NGOs and Reliance. This comprehensive project extends from creating awareness to providing treatment, care and support. Reliances initiative to combat HIV / AIDS has been recognized by UNAID, World Bank and other national and international institutions.

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Adoption of Public Health Centre (PHC) Reliance has adopted a Primary Health Centre (PHC) from the State Government of Gujarat and converted it into a model primary health centre. The PHC located at Dahej in Bharuch District, Gujarat, has attained the status of the best PHC in the District in a short-span of 6 months and has established itself as a centre of excellence. Highway Rescue Intervention To provide emergency and trauma care to victims of highway accidents, Hazira has tied-up with an NGO to run the project on the State Highway in Gujarat starting from Sachin to Bharuch, and the State Highway via Hazira - Olpad - Hansot - Ankleshwar. The project will benefit thousands of commuters who use this highway on a daily basis. Traffic Police personnel are the first government agency to respond to an emergency involving a chemical tanker or a truck. With the increase in the number of accidents on roads and the unending addition of new chemicals, it is important that these personnel understand the hazards and the basic steps to be taken to safeguard themselves and the general public from the hazards of chemicals. The Companys initiative of training traffic police personnel by its Kurkumbh Manufacturing Division in handling road transport emergencies involving chemicals will go a long way in serving the objective of community well-being. Dhirubhai Ambani Hospital, Lodhivali Reliance also operates the Dhirubhai Ambani Hospital, Lodhivali and renders quality medical services to the rural population and highway accident victims.

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Moti Khavdi Medical Centre As part of corporate social responsibility services, a community medical centre was established in Moti Khavdi, a village near Jamnagar Manufacturing Division, during the pre-commissioning stage of the refinery in November 1995. This Community Medical Centre provides comprehensive medical services free of cost and round the clock. About 1.2 lakh villagers of nearby areas like Moti Khavdi, Nani Khavdi, Padana, Meghpar, Gagva, Jogvad, Baid, Kanalus, Sikka, Sarmat, Navaniya, Mungani, Jakhar, Bara, Vasai and Amra benefit from the same. Community Medical Services at SEZ, Jamnagar A massive workforce from all parts of India are working at the mega construction activities in the SEZ at Jamnagar. The Company has given shelter in several colonies. Each labour colony has a separate medical centre. Each medical centre is manned round the clock by doctors, nurses and ambulances. Thalassaemia detection camp and Parental counselling The tribal areas in regions near Surat, Gujarat, are highly endemic to the prevalence of a thalassaemic trait, which is a genetic disorder. The Company launched a thalassaemia detection camp in association with the Indian Red Cross in the local high school. Children from the nearby school were tested for the disorder. The opportunity was also used for detecting aneamia and sickle cell aneamia. A post-test counseling session was organized for the parents of these children.

Project Cancer-Aid for Cancer patients In partnership with the Lions Cancer Detection centre, the Company provides monetary assistance for purchase of medicines to cancer patients.

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Mobile Dispensaries Reliance also operates free medical diagnostic and therapeutic services at neighbouring villages of several of its manufacturing locations. Blood Donation Drives The Companys employees organize and participate in blood donation campaigns every ye ar across its manufacturing divisions and offices. Public Health Care Sir Hurkisondas Nurrotumdas Hospital and Research Centre (HNHRC) Dhirubhai Ambani Foundation (DAF), with financial and technical services support from the Reliance Group, joined in 1997 the Management of HNHRC, a charitable hospital offering tertiary health care facilities to all strata of society and providing free and subsidized services to the poor and indigent patients availing of various diagnostic and treatment facilities. Thousands of patients have received treatment indoors in the various wards and specialized care areas and at OPD services at P.T. Clinic, the popular Diagnostic Centre of the Hospital. The Hospital continues its age-old tradition of rendering free service to all in the casualty ward. More than 4,000 surgeries were performed during the year, of which a major portion was special and supramajor surgeries. The Hospital carried out several Cadaver Transplants in the recent past. Further, the eye Donation drive initiated by the hospital witnessed an increased response. Some of the important outreach programmes conducted during the year included a Senior Citizen Health Screening Program in association with Rotary Club, and a medical back-up for the Special Olympics event organized by the Lions Club - International. Twice a month, the hospital continues to conduct free health check-up for senior citizens and physically challenged in Mumbai. These programmes have gone a long way in educating the community on prevention of diseases, and promoting a healthy lifestyle.

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The hospital is in the process of building a multi-storied ultra modern tertiary care hospital with state-of-art facilities and infrastructure embracing the entire spectrum of health care services. Several new facilities would be added, and many of the existing facilities would be significantly upgraded in areas like Neurology and Neurosurgery, Urosurgery, Cardiology and Cardiac Surgery, Cardiovascular Surgery and Cosmetology. A chain of blood banks would be established at various centres under a new initiative by the DAF. Educational and research activities at the hospital shall receive significant boost by way of advanced facilities and better funding. The project, when completed, would be a landmark healthcare facility in this city. Sir Hurkisondas Nurrotumdas Medical Research Society (HNMRS) DAF, through the Reliance Group, supports the scientific research activities of HNMRS. The Society has been carrying out scientific research activities since 1974 -75 and has completed more than 130 research projects. The scientists from HNRMS have presented over 180 papers at various national and international conferences. More than 130 papers have been published in peer reviewed scientific journals, about half of them being highly rated as prestigious international journals. Topics of national health priority constitute a major share of the research projects undertaken. The researchers are motivated to expand their research avenues to carry out epidemiological studies and community-based surveys. As part of such studies, children from nearby schools and susceptible population from neighbourhood communities are regularly screened by medical / paramedical professionals. Those in need of medical care are offered special attention and treatment at the institution free of cost. Drishti Project Drishti, a nation-wide corneal grafting drive to bring light into the lives of visually challenged from the underprivileged segment of society has restored the gift of sight to over 5,500 Indians. A unique joint initiative of Reliance Industries Limited and National Association of Blind (NAB), Project Drishti has undertaken over 5,500 keroptoplasty surgeries in less than 4 years since it was started - all free of cost. It is now the largest corneal grafting surgery project enabled by a single corporate entity in India.

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Drishti Painting Competition As a part of corporate initiative to propagate awareness of Project Drishti, Drishti painting competition is organized for school children at several manufacturing divisions and offices of the Company. Community Development Jamnagar Manufacturing Division continues to extend a helping hand to surrounding villages and the community at large. Activities during the year focussed on improving village infrastructure, supply of drinking water, education support etc. During the year, in a unique initiative to improve rural housekeeping and sanitation, a totally fresh approach was adopted to beautify Moti Khavdi; Reliances adopted village. Cleaning and sanitation drive at Moti Khavdi was taken up as an ongoing project. Three MoUs were finalized with the State Government of Gujarat for development of Dwarka during the year. They are to (i) develop the temple square in front of the famous Dwarkadheesh temple (ii) construct Sudama Setu-a bridge to connect both the banks of Gomati river behind Dwarkadheeshs temple and (iii) develop Panch-kui area on the sea-shore where five wells, believed to be dug by Pandavas, still give fresh potable water right on the seashore. To maintain and support village cows in surrounding villages, two more brand new cow-sheds for Kanalus and Kanachikari were constructed and handed over to the respective villages. These cows and cow-sheds (Gaushala) receive regular fodder supply from the Companys Jamnagar Manufacturing Division. Construction of a public lavatory, water tank and avedo (common drinking water facility for villagers) was done at Nani Khavdi during the year under report. Drinking water through water tankers was supplied during a crisis period in Sikka, Nani Khavdi, Meghpar and Padana. At Kanachikari, Drinking water pipelines were laid during the year.

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A new primary school building at Navagam was constructed and repairing of some village schools was taken up. Participation and distribution of sweets in village schools during the Independence Day and the Republic Day; support to Government of Gujarats drive for girls education; distribution of gifts to girls of villages during Navratri festival; supporting Navratri celebrations in Jamnagar were some of the salient aspects of Jamnagar Manufacturing Divisions Community Welfare Cell as part of routine and regular activities. In a major initiative to celebrate Navratri, the worlds longest dance festival on a large scale; Jamnagar manufacturing division took a lead to form Gujarat Industries Navratri Festival. A gala festival was organized and celebrated at state capital Gandhinagars helipad ground for nine days jointly with leading industries of Gujarat. The event brought to fore the role of industries, handicrafts, art and culture etc in the development of Gujarat as a vibrant state. The event evoked tremendous response and applause from every quarter of the society at large. Reliance Rural Development Trust (RRDT) The work to improve the rural infrastructure under the Government of Gujarats rural development plans was continued with full energy by RRDT. During the year under report, the RRDT created 760 facilities in the rural areas at a cost of Rs. 24.07 crore. The facilities included 247 concrete roads, 465 anganwadis, 38 drinking water facilities, 1 panchayat office, 2 community halls, 5 check-dams and 2 other amenities in the rural areas of the State of Gujarat. RRDT has turned out to be an exemplary corporate NGO steadily and silently implementing governments developmental plans for rural areas of Gujarat. It is a unique synergy between a corporate giant like Reliance Industries Limited and the Government of Gujarat, formed to carry out rural development projects in private public partnership. Dahej Manufacturing Division has been playing a pivotal role in the development of the society. Social initiatives undertaken by Dahej Manufacturing Division are concentrated towards promotion of education, health awareness and medical facilities, infrastructure development and supply of safe drinking to the villages.

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Some of the initiatives undertaken by the Companys E&P Division near KG -D6 include 1) gainful employment for local communities, 2) vocational training for the youth, 3) employment for members of Gadimoga panchayat, 4) financial assistance for community activities, 5) sponsoring of cultural and sports events, 6) financial relief to affected communities, 7) compensation to local fishermen, 8) academic and financial assistance and educational support through distribution of books, 9) improvement of village school infrastructure and 10) medical help to local communities. After successfully implementing zero garbage concept at Nagothane Manufacturing Division, the Companys CSR cell took the initiative to propagate the concept of solid waste (dry and wet waste) management in the neighbouring villages so as to help villagers in keeping their village environment neat, clean and garbage-free. Reliance has also solved the long-standing drinking water problem of villages near its Manufacturing Divisions located at Naroda and Nagpur. Further, Reliance has created public bathing facilities and toilets for truckers and residents of villages for improving hygiene near its Allahabad Manufacturing Division.

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Empowerment of Women and Youth Reliance has conducted many training programmes, which would help the rural women and youth to be self sustaining and generate income for themselves and support their families. The training programmes conducted at Vadodara for the rural women and youth of surrounding villages of Vadodara Manufacturing Division during the current year are: 1) Women Empowerment, 2) Dress making & Designing, 3) Beauty Culture & Healthcare, 4) Hospital attendant (Helpers for Hospital & Nursing Homes), 5) Plumbing & Hand Pump repairing training, 6) Computer Hardware, 7) Motor Vehicle Driving, 8) Mobile Repairing and 9) Doormat making. Several persons participated and benefited from the above training programmes. Nagothane Manufacturing Division based CSR cell-MADER Trust is supporting several SelfHelp groups in income generating activities such: Hatsadi tandul (brown rice cultivation), phenoyl making, agarbati-making, candle-making, papad-making and supplying it to industrial canteens and also hand-carry-bag making. Hoshiarpur Manufacturing Division conducts free stitching courses for the women of nearby villages. Skill Up-gradation Reliance runs special training programs to equip the young people of neighboring villages with life and work skills necessary for sustaining livelihood. Nagothane Manufacturing Division conducted training in fashion designing courses for the ladies to upgrade the skills of those women who are already trained in basic tailoring. This division also conducted computer education courses and nursing assistant training courses. The trainees also received hands on training at the local hospitals and primary health centres at Nagothane. The Company also trains the youth in vehicle driving courses and also helps them in getting a drivers license so that they can earn a livelihood by starting their own business as motor drivers. The Companys Polymer business division organised technical training programmes at 50 Industrial Training Institutes (ITIs) all over India to enhance skills of artisans for new and advanced technique of plumbing with PPR pipes. The Company also offers plumbing kits, free of cost, to various plumbers as well as to ITIs to promote this new energy efficient application in the building industry. PPR pipes are faster to install than metal pipes. This results in improving
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daily productivity of plumbers thereby increasing in their earnings. This initiative covered many plumbers across the country. Eco-friendly Initiatives In addition to the above initiatives, the Company also focusses on the development of the ecosystem and improvement of the green belt across its manufacturing and E&P sites. Transforming lives at the bottom of the Pyramid Reliance constantly aims at creating and living up to rising expectations among its valued stakeholders. The Company cares for providing clean and green environment on a sustainable basis. It recycles used bottles to produce value added products. When most of the environmental concerns are subsidised, Reliance has found a solution for being environmental friendly on a sustainable basis. In the case of recycling bottles, Reliance is indirectly providing livelihood to around 200,000 individuals. This business has transformed lives of those at the bottom of the pyramid. Packaging solution to farmers (Leno bags) Reliance organised extensive awareness programmes on improved packaging solutions for potato and other vegetables for farmers all over India. This included demonstration on use of Leno bags, which are more durable, functionally more efficient and cheaper than traditional materials. This programme helped the farmers reduce the cost of packaging of potato. These bags also helped farmers to reduce wastage while keeping in cold storage. The Companys efforts helped the farmers to improve their earnings. The programme covered more than 10,000 farmers across India. Polyethylene (PE) Biogas Domes for Renewable Energy Source Biogas technology for rural development has been a focus area for Government of India. Ministry of New and Renewable Energy (MNRE) promotes family-type biogas plants under the National Project on Biogas Development (NPBD). The project was launched in 1981-82 with the objective of producing clean and alternate renewable energy for cooking and lighting, enriched organic manure for agricultural usage, improving sanitation and hygiene and reducing drudgery
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of women. The two cubic metre Deenabhandu model is the most popular family type fixed dome biogas plant developed with conventional brick and cement. Many of these plants get defunct due to dome cracks leading to gas leakages. The Company has developed a 100 per cent leak-proof Rotomolded PE Dome, which gives end-users a unique combination of properties like good strength, stiffness, light weight, seamless construction, ease of installation and very little maintenance. The PE-based dome has been developed by Reliance and has been approved by the Ministry of New and Renewable Energy, Government of India. Sports for the Physically Challenged Reliance has joined hands with the organising team of Special Olympics Gujarat (Bharat) for the physically challenged children of Gujarat. Several hundred children participated in the events that were organised at the Reliance Sports Complex, Vadodara. Real Indian Heroes On the occasion of Shri Dhirubhai Ambanis 75th birthday, 60 years of Indian Independence and 30 years of Reliance, the Company took up a unique initiative to salute the Real Indian Heroes of Independent India. Partnering with the TV Channel, CNN-IBN, a series of programmes to felicitate the unsung heroes of India was launched. CNN-IBN identified 24 Real Heroes, which included six each from the four zones of India. In recognition for their outstanding contribution to society, Reliance felicitated each of these 24 Real Heroes to further encourage their contributions.

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Dhirubhai Ambani Foundation (DAF) Dhirubhai Ambani Foundation (DAF) was established in 1995 by Shri Dhirubhai Ambani, the Patron Trustee of the Foundation. A public charitable trust registered under the Bombay Public Trusts Act, 1950, DAF has for its objectives a broad spectrum of worthy causes ranging from health and environment, to promotion of social and economic welfare, and rural development. However, its main thrust has been on education and public healthcare. DAF systematically pursues philanthropic activities to promote national welfare and social good. Reliance lends valuable support to DAF in terms of financial contribution and wherever necessary, infrastructural support. Reliance also draws on the DAF expertise in evolving and coordinating the Corporate Social Responsibility Initiatives and other group companies also help DAF initiatives wherever possible. Thus, DAF initiatives reinforce Reliances commitment to social responsibility. Education: Rewards and Scholarships DAF SSC Merit Reward and Undergraduate Scholarship Schemes: The Foundations much acclaimed SSC Merit Reward and Undergraduate Scholarship Schemes continued to encourage and assist meritorious students at the district level to pursue higher education in different vocations to enhance the Human Resource potential of the country. Now in their twelvth year, both the schemes are currently applicable in the states of Maharashtra, Gujarat, Goa and the Union Territory of Daman, Diu and Dadra Nagar Haveli. The first three in overall merit and one physically challenged student securing the highest marks in each of the 64 districts at the annual SSC and HSC examinations of the respective state Boards, as well as the first ten CBSE students from Maharashtra and Gujarat and 2 from Goa, in the merit list of CBSE New Delhi, are eligible for the Rewards and Scholarships.

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Reaching out to other states: To offer equal opportunities to the physically challenged meritorious students from the rest of the country, the Foundation has extended the Rewards and Scholarship Schemes to the first five physically challenged students from all the States and Union Territories of India that provide the list of such meritorious students. Accordingly, in 2007-08, physically challenged meritorious students from Rajasthan received SSC Merit Rewards and Undergraduate Scholarships at a function held in Jaipur, whereas at a function held in Hyderabad, 20 Physically Challenged meritorious students from the state of Andhra Pradesh received the Rewards and Undergraduate Scholarships for the years 2006-07 and 2007-08.

Reliance Kargil scholarships scheme Children of martyrs / disabled soldiers of the Kargil war received financial support under this Scheme for their education from Std. V to XII. The unique feature of the Scheme is that the corpus was created with contributions from Reliance Group employees, with the Management responding by making equal contribution. Dhiruhbai Ambani Scholars scheme for Meritorious Children of Reliance Shareholders The Scheme was announced in 2003 as a one-time measure to commemorate the silver jubilee of the companys listing on the Bombay Stock Exchange. In the first year, 900 meritorious children of the shareholders received the scholarships. Of these, in 2007 - 08 which is the 4th year of the Scheme, a total of 101 scholars continued to receive the scholarship for their education, leading to Degree / Diploma course, the rest having completed their education.

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Conclusion: The legacy of English that the British left in India was a dormant competitive advantage until a decade ago until technologies emerged to enable Indian employees to serve customers anywhere in the world. In addition to adopting English, Indias corporate culture also appears to adopting global corporate cultural practices in the areas of entrepreneurship, professionalism, and governance. This complements many of Indias existing strong cultural traditions such as a belief in education and will contribute to Indias long-term competitive advantage. India has already leveraged English to develop a leading position for its economy in exporting services. India now has the golden opportunity to take some of the steps described above as well as other to encourage a constructive corporate culture that provides a new source of long term competitive advantage.

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BIBLIOGRAPHY

Books & News Articles:Barrier, Michael. "Building a Healthy Company Culture." Nation's Business. September 1997. Grensing-Pophal, Lin. "Hiring to Fit Your Corporate Culture." HRMagazine. August 1999. Hindle, Tim. Field Guide to Strategy. Boston: Harvard Business/The Economist Reference Series, 1994. McGarvey, Robert. "Culture Clash." Entrepreneur. November 1997. O'Malley, John. "How to Create a Winning Corporate Culture Dominic Barton, Paul Coombes, and Simon Chiu-Yin Wong, Asias Governance Challenge, The McKinsey Quarterly page 58 Website:"Corporate Culture: Telling the CEO the Baby is Ugly." Hagenberg Consulting Group. Available from http://www.hcgnet.com/research.asp?id=6. Retrieved on 2 February 2006.

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