Fishing Subsidies Nowadays Overview

Fishing subsidies continue to increase, and as of 2009, the figure had reached US$35 billion. The number represents about thirty per cent to forty per cent of the land values that are produced by marine fisheries all over the world (Sumaila, 2015). The existing literature shows that there are three broad groups of subsidies. First, there is capacity-enhancing subsidies. This one involves fuel and construction which promote overexploitation of species of fish (Sumaila, 2015).

Then there are the additional subsidies that are referred to as ambiguous, they include those relating to rural fisher development and vessel buy-back programs. Scholars argue that these subsidies can either undermine or promote the sustainability and availability of fish depending on how they will be rolled out and designed. Lastly, there are subsidies intended for research and management (Sumaila, 2015). These types are regarded as satisfactory subsidies since they confer positive impacts on people’s inherent efforts to manage the resources in the fishing industry for the good of all generations.

Schrank & Wijkström (2003) use different criteria when categorizing fishery subsidies, which differs from the one used earlier. The first category involves direct payments made by the government to the fishing industry, which include but is not limited to equity infusions, compensation for closed seasons, vessel decommissioning payments as well as price support programs.

Second, there are deferrals and tax waivers which include exemptions of tax fuels used for fishing. Schrank, & Wijkström, (2003) believe that if there is the exception of sales tax linked to inputs, especially those used in the fishing industry, such exceptions offer general support for the industry. Government insurance, loan and guarantees are provided by the government to make fishing firms and fishers able to operate when it would otherwise not be possible to do so.

In addition, the government offer fishers insurance since other private insurers consider them highly uncertain as the industry has considerable risk.

Lastly, they point out that the implicit payments to, or charges made against the fishing industry as the other categorization that FAO recognizes concerning fishing subsidies (Pramod et al., 2014). The subsidies groups under this category involve programs that fail to transfer, waive or defer payments that are often generated by the industry and geared towards the government. Such programs include but are not limited

Aquaculture, EEZ, Restriction for implementation to those aimed at reducing prices the industry pays the government for products that fail to meet the market prices, as well as programs that may not include the government payment at all.

Schrank & Wijkström (2003) argue that FAO considers all these programs good for the fishing industry. According to scholars, FAO acknowledges that there are bad subsidies. In addition, the organization also notes a number of these regulations which include but are not limited to fisheries regulations require excluder tool and other safety and environmental regulations. The problem with fishing subsidiaries is that they are not good for the industry for the long term.

Patrick, & Benaka, (2013) argue that the unhindered effect of subventions on fish as part of natural resources is dependent on the overall health exhibited by the stock as well as the fortitude of the management put involved. In particular, fisheries and their corresponding management are rarely operative, and there is overwhelming evidence to show that subsidies by themselves alone can compromise efforts put in place to manage stocks sustainability.

Balsas (2019) has shown that such subsidies not only disorganize the market but also often negatively affect fishers that receive fairly fewer subsidiaries. It is worth noting that most subsidiaries tend to be taken up large-scale corporate size fishers belonging to developed nations as opposed to those in developing countries.

Concerning commercial fishing, the enterprises appear to be driven by profit, which implies that an increase in profit increases fishing. The problem, according to Baden, & Bianconi, is that this stimulation of profit increases a certain kind of race for fish in the industry. This harms the population of fish which need to be maintained for future generations.

Even though certain players within the fishing industry have blamed regulations put in place by the World Trade Organization for the current overfishing taking place in Massachusetts, FAO does not subscribe to this idea.

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Sustainability – Case Study: Zimbabwe

Sustainable development is development that meets the needs of the present generation without compromising the ability of future generations to meet their own needs.

Locate and identify with a sketch map the geography of Zimbabwe.

Zimbabwe is a landlocked country located in southern eastern Africa. The terrain is mostly high plateau with a higher central plateau (high veld – any of the open grazing areas of southern Africa) and mountains in the east. Zimbabwe covers an area of 39000 sq. kms and has a population of 12.8 million of which 35% are urbanised. Half of these are in the capital city which is Harare (located by the red dot on the map).

What are the challenges that face Zimbabwe today?

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There is racial divide as only 2% of the population is white; of the majority black population 71% are Shona and 16% Ndebele.

The country is now effectively bankrupt. Social service provision is in decline and unemployment is running at 60%. From being self sufficient in basic food stuffs it is estimated that in 2003/2004 only one third of its main staple food maize will be available. Half the population are said by an O.E.C.D. Report (2003) to be facing starvation without outside aid.

There are spatial inequalities such as at the periphery. The World Bank (1999) estimated the 6 million population in the communal lands live on less than an average of 1US$ a head per day and that 58% live under the poverty line compared with 8% in the core. The periphery lacks urbanisation, rail and road networks, power grids, mining estates, manufacturing and various forms of social infrastructure.

From 1990 – to date the government moved away from a direct attempt to address the issue of regional inequalities towards economic policies which benefited the core region but which it was hoped would also bring spread effects to the periphery.

The core is still dominated by a capitalist based and export orientated economy. There is extreme social dualism, 20% of the population command 60% of the country’s GDP and are mainly urban based.

Since 2000 an ill thought out Fast Track land reform programme, together with illegal land occupation of white commercial farms, has failed to significantly relieve pressure on communal lands and crippled the commercial agriculture sector which was a main source of food supply and the major source of exports.

Outline the urgent priorities that Zimbabwe faces today.

Reduction of regional inequalities is a central policy under the government’s declared principle of ‘Equity with Growth’. They are a result of a combination of interrelated factors: Natural resource disparities and natural events such as periodic drought, Economic forces, core periphery contrasts, a failure of government policies, external factors operating from 1890.

From 1998, and particularly following the controversial 2000 general election, Zimbabwe has been plunged into crisis as a result of a number of factors – periodic droughts, the Aids epidemic, rampant inflation adversely affecting both internal finances and the country’s competitiveness in overseas markets and a collapse in all major sectors of the economy.

The crippled commercial agriculture sector which was a main source of food supply and the major source of exports, brought about by the land reform programme. This contributes to widespread food shortages and economic downturn from exports.

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The Role of Government In Tourism

At a National scale the government sets a very broad agenda for tourism, they define primary goals for development and identify polices with broad strategies for their implementation. The main aim at this level is to encourage economic development, especially in LEDC’s as both local and international tourism can be very profitable. National tourism plans designate tourism development regions to help redistribute wealth, to create employment and to channel development into zones that have the appropriate attractions and infrastructure.

This broad planning and concentration on economic development is very clear in the case study of Ireland. IN 1993 1. 25 million people visited Northern Ireland and 10,000 were directly employed in the tourism industry. In Ireland there were about 3. 5 million visitors and over 90,000 people were employed in tourism. Then in December 1994 the British and Irish governments announced national tourism plans to market Ireland as a whole rather than two separate areas. In 1995 i??6. 8 million tourism incentive attracted 92,000 more visitors to the area, which in turn generated a further i??4 million in international aid.

This should help Ireland to develop economically and should create 30,000 new jobs. Such promotion has increased the confidence of private investors e. g. Hilton International built a i??17 million luxury hotel along the lagan river in Belfast, as part of a i??130 million investment scheme. At a regional scale the government has a much greater influence on specific tourism development issues. There is usually a greater level of concern over potential environmental impacts of tourism development, so therefore the government may constrain tourism development rather than totally encouraging it to protect the environment.

Also a more detailed consideration of the type and location of visitor attractions, together with supporting services such as accommodation are considered. Regional plans often provide strategies aimed at the concentration or dispersal of visitors, the planning of tourist information services, the designation of tourist routes and strategic placement of key attractions. Therefore the government may encourage a new, up and coming regional attraction or they may attempt to discourage use such as in the region of North Devon, where for example Braunton burrows is being discouraged from tourists, as it is a very fragile area.

This is done by restricting use to the car parks, placing ministry of defence signs and promoting the area of Saunton Sands, which will draw tourists out of the fragile location. Another example is the south west of England where the tourist boards of England and Wales (although they have no legally enforceable status) provide important frameworks for co-ordinating private and public sector development of tourism. They have to manage problems such as congestion and poor accessibility.

Local scale planning policies are focused on the physical organisation of tourism resources and facilities (accommodation, local, transport, catering and local attractions), the control of physical development (such as hotel construction) and management of visitors. These are mostly short-term plans and mostly deal with preventing or reducing conflicts in tourism and encouraging its development. The management of tourism is vital to the continued success of the industry.

The main aim of tourism is to be sustainable, because all tourism developments have the potential to damage the environment, the social structure or the economic stability of an area. The environment is particularly easy to damage if the carrying capacity of a tourist attraction is exceeded. This will lead to a series of problems, which will decrease the quality of the attraction and therefore discourage visitors from coming, which will then destroy the industry. So management is particularly important with environmental attractions with the main aim of keeping the number of people below the carrying capacity.

An example of this kind of management is Watersmeet in North Devon. Here there is careful management to prevent lots of visitors from coming to the location. There is a very limited car park, which requires a fee based on the length of time stayed. The lodge of Watersmeet is located away from the road and is not easily accessible to wheelchairs, elderly or buggies due to narrow steep paths and bridges. It is also deliberately badly signposted so that is difficult to find unless you specifically look for it. There are also no signs to encourage strolls along the footpaths to the surrounding villages to preserve the paths and bridges.

The culture and heritage of a location can also be damaged by tourism. Clovelly best illustrates this, as it is a ‘honey pot’ attraction in North Devon. This village was very popular with tourists and because of its size was overrun by the increase in numbers. This could have lead to the construction of new buildings such as hotels and restraints that weren’t in fitting with the existing culture and may have even replaced existing traditional shops. To prevent this kind of social damage the area is managed to restrict visitors and is closed to all traffic.

Development is also restricted in Clovelly to preserve the culture and traditional crafts of the area. All over North Devon there is a delicate culture that many tourists come to experience. To protect this especially in the National Park areas, it is managed so that any conflicts always favour the solutions that protect the environment, culture and heritage of the location. Surprisingly tourism can also damage the economic stability of an area, which at first sight is not thought of, as tourism is a profitable industry.

It requires a vast quantity of investment to set up a tourist attraction and then unless the project is carefully managed the attraction will loose money and either the owners or the local area will have to pay back the loan, upsetting the economy. Tourism also requires a lot of extra money to maintain the attractions, which can be wasted unless it is carefully managed and spent wisely. If the money is wasted and doesn’t properly restore the facility then it will loose business and the tourism industry will suffer.

Another problem with tourism is that the jobs it provides for the local economy are seasonal and not full time. This doesn’t help put money into the local economy as many of the residents require more permanent jobs and so seek employment elsewhere. The jobs provided are also often given to outsiders who then take their profits out of the location, not aiding the economy. Management, especially in the National Park and Heritage Coast of North Devon, ensures that those who profit from tourism are either from the immediate area, or are people who will use the money to help maintain or further tourist development.

This includes large companies such as the National Trust who plough profits back into the economy, this keeps the tourist industry afloat while also creating a stable economy. A big problem for the tourist industry is the infrastructure of the location and whether it can deal with the high numbers of visitors or not. It has to be carefully managed so that the tourists can get to the facilities and enjoy their stay without damaging the environment, or the cultural heritage of the attraction.

For example tourists need roads and accommodation to enjoy their trip, yet if this involves buildings a huge bypass then this will damage the environment and decrease the environmental quality of the area, this may lead to a decrease in visitors and a decline in the industry. Also a new hotel complex may be built for tourists yet this may replace a traditional shop or craft centre, which was originally a tourist attraction, so management is very important. Overall it is clear to see that unless a tourist area is carefully managed then it will be damaged which will mean les people visit the area and so the tourist industry will fail.

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Utilization of GIS in Tourism

Utilization of GIS in Tourism BY Raymondville Abstract Currently, Geographic Information Systems (GIS) is becoming to be known as one of those most valuable analytical tools for managing, displaying large volumes of data and decision making that pertinent to regional planning activities or local Infrastructure constructions (Giles, 2003). Nevertheless, compared with the success GIS technology gained in other fields, the utilization of GIS applications in tourism field is small and with slow growth.

From an engineer’s perspective, adoption of GIS technology brings benefits to the sustainable tourism in numbers of ways, including election making under the context of huge volume of Information, estimation of travel time, monitoring the traffic situation, and also evaluating the planning phase as well. From a different angle, successful GIS establishment can efficiently assist tourists to achieve satisfaction and affectively make local economic promotion.

Introduction GIS technology refers to “a geographic information system integrates hardware, software, and data for capturing, managing, analyzing, and displaying all forms of geographically referenced information” (SERIES official website). This remarkable imputer-based set of tools enables people are used for collecting, storing, retrieving, mapping, analyzing, transforming and displaying spatial and non-spatial data from geographic world for a particular set of purposes that varies for each discipline (Gabbier. 2005).

GIS in Tourism The generic capableness of GIS Indicate that this technology has tremendous potential in tourism in the visualization term, but its applications are limited in tourism field due to lack of general database of those visitors. For instance, GIS is unable to Illustrate the origin and destination of visitors. What is more, it cannot predict the resists’ expenditure patterns, motivation of travel, transportation selection, etc. In order to pursue a further investigation, Bearer and Elliot-White categorized functionalities of GIS.

The table 1 demonstrated below is the generic capabilities of a GIS (Batter and Elliot-White, 1999). Table 1 capabilities of a GIS Functional capabilities of a GIS GIS Basic Questions Tourism Applications Data entry , Storage and manipulation Location What is at? Tourism Resource Inventories Map production Condition Where Is it? Identify most suitable locations for Database Integration and management Trend What has changed? Measure ours impacts Data queries and searches Routing Which is the best route?

Visitor management/flows Spatial analysis Pattern What is the pattern Analyze Assess potential impacts of tourism development Decision support Source: Bearer and Elliot-White 1999, p. 159 Both GIS and tourism are sharing the common boundaries and disciplines such as the geography of particular area, urban development, environmental analysis and traffic study. This characteristic determines the usage of GIS provides information to land managers or stockholders to analyze the risks and opportunities associated the growing tourism industry.

For example, whether the increasing visitors in a particular land would put local biodiversity and water source to risk or create enormous number of Job opportunities? The following table indicates common tourism-related issues and GIS application (Elliott-White, 1999). Table 2 Common tourism-related issues and GIS application Problem GIS Application Benchmark/database Systematic inventory of tourism resources Environmental management Facilitating monitoring of specific indicators Conflicts Mapping recreational conflicts; recreation-wildlife; user conflict Tourism behavior Wilderness perceptions

Carrying capacity Identify suitable locations for tourism/ recreation development Prediction Simulating and modeling spatial outcomes of proposed tourism development Data integration Integrating socio-economic and environmental datasets within a given spatial unit Development control and direction Decision support systems Source: Bearer and Elliot-White 1999, p. 162 These two tables from Bearer and Elliot-White apparently reveal the benefits by utilizing GIS technology through tourism field.

These advantages include improving land management with accurate data and spatial attributes, easing the conflicts, hanging the information over time and decision making. Mapping Different from the traditional paper mapping that only considering the surface look of the world, GIS mapping is far more complicated. One distinct difference is that all ego-information, such as land and other spatial characteristics have to be presented in one map.

It allows the combination of tourists attributes such as objective types, categories of hotels and stations names and the postcodes; or the near nesses, distance, object locations with a designated rectangular map area Avionic, 2008). Such spatial feature information can be respectively presented by different layers ND then be amalgamated and finally becomes a digital map. It enables mapped can analyze layers separately when using this map. In these cases, the map contributes to simplify planning and management in tourism due to it specifies detailed components of the particular area.

Figure 1 presented below is the example of layers for tourism industry what clearly shows people the constitution of a digital map Tourism using GIS in China An outstanding example from China that has been mature in this GIS tourism field is Hough city, what is located in the south east part in China. Hough city has a omelet digital-framed categorical platform with multiple applications in numerous aspects such as land monitoring, real estate managing, traffic monitoring, etc.

Figure 2 below shows the general interface of the digital platform. Categorical tourism system is one of the subset under the entire digital system and it operates on two main elements: spatial and attribute data. Visitors can access this program using their phones and computer or those particular devices provided by hotels, and enter their starting point and destination and coordinate an optimal route for their trip.

This program also has implicit geographical references like lace’s name, address, postcode, and road name and road number on it. Moreover, there are evaluations and comments given by former visitors showing up since visitors select the restaurants or hotels on the map. With this categorical tourism map, the numbers of visitors of Hough City gained an obvious increase. Visitors appreciated the convenience this technology has brought to them in optimizing the tourism planning.

And because of this program, the traffic burden is mitigated during the peak period of tourism. Sustainability of GIS Tourism Unregulated tourism is generally regarded as an environmental unfriendly activity u to an excessive intensity and it consuming nonrenewable resources (Passbook, 2008). Depends on the seasonality of tourism, the negative elements influence natural, cultural, social and economic environment involve emission from transportation, erosion by building roads connecting landmarks, damages of local natural biodiversity.

However, with GIS technology, engineers and experts can analyze the land then come up with better strategically management planning, and gradually minimize the negative impact brought by unregulated tourism. Conclusion As tourism is constituted by numerous complex activities, and all involved in terms of trial, cultural, social and economic environmental demands, thus a powerful tool is really necessary for its sustainability.

GIS technology is proven to be one of the successful results for land management and decision making so far. The GIS has visual presentation of tourism data Avionic, 2008). Apart of this, from an engineer’s perspective, the spatial and non-spatial data contained by digital map dramatically contribute to effectively managing the land, easing the conflicts and risk, promoting the sustainability of tourism. Hereby, GIS technology utilization need to be proposed and extended in tourism field.

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Managing Marine Resources Sustainably

MANAGING MARINE RESOURCES SUSTAINABLY 8/17/2011 Sanie Joel V. Cagoco Managing Marine Resources Sustainably 2011 ARTICLE SUMMARY Eutrophication is a syndrome of ecosystem responses to human activities that fertilize water bodies with nitrogen (N) and phosphorous (P), often leading to changes in animal and plant populations and degradation of water and habitat quality. Nitrogen and phosphorous are essential components of structural proteins, enzymes, cell membranes, nucleic acids and molecules that capture and utilize light and chemical energy to support life.

The biologically available forms of Nitrogen and Phosphorous are present at low concentrations in pristine lakes, rivers, estuaries and in vast regions of the upper ocean. The natural resources of the sea are extremely valuable and, for the most part, are renewable. If properly managed, they should provide continuing returns into the future without diminishing their productivity. Yet, for many of these resources, including those of importance to industries such as ? shing and tourism, ef? ient management and sustainable exploitation have been the exception rather than the rule. Resources have been depleted and have collapsed due to over-exploitation, with severe economic and social consequences for the humans relying on them. Increasing demand for ocean resources due to population growth and economic expansion has raised concern about the sustainability of the ocean resources and amenities that contribute to the well-being of people around the globe. Highly productive fisheries have collapsed, marine and coastal habitats have been

Eutrophication was first evident in lakes and rivers as they became choked with excessive growth of rooted plants and floating algal scums, prompting intense study in the 1960’s – 70’s and culmination in the scientific basis for banning phosphate detergents and upgrading sewage treatment to reduce wastewater Nitrogen and Phosphorous discharges to inland waters. lost or degraded, and carbon dioxide from fossil fuels is changing the climate and some of the basic properties of the marine environment. These stresses increase the urgency of developing sustainable practices for activities in the ocean.

Of the ocean’s renewable resources, fish are probably the most pressing concern to people around the world. The sustainability of the ocean’s fisheries is essential for the well-being of people in both developing and industrialized nations, through markets that range from local to global in scale. Seafood is the major source of protein for more than 1 billion people internationally, while about 44 million depend on fishing or fish farming for their livelihood. Because seafood provides an immediate connection between the ocean and people, we discuss fish production in terms of managing the wild harvest and developing sustainable quaculture practices. (Susan Roberts and Kenneth Brink) 1 Managing Marine Resources Sustainably 2011 Common to most definitions of sustainability is the concept of using renewable resources without jeopardizing their availability for use by future generations. Sustainable means different things to different people, and notably has been a point of contention in fisheries management. The 1992 UN Convention on Biological Diversity defined sustainable use as ? the use of components of biological diversity in a way and at a rate that does not lead to long-term decline of biological diversity, thereby maintaining its otential to meet the needs and aspirations of present and future generations. Fisheries management involves regulating when, where, how, and how much fishermen are allowed to harvest to ensure that there will be fish in the future. It draws on fisheries science in order to find ways to protect fishery resources so sustainable exploitation is possible. Modern fisheries management is often referred to as a governmental system of appropriate management rules based on defined objectives and a mix of management means to implement the rules, which are put in place by a system of monitoring control and surveillance.

Thru Fishery management, oceans would be fished and farmed to protect long-term production, not to generate the highest short-term cash flow. Market prices for catches would rise and fall within a predictable and profitable range, which would reward fairly the boat owners’ investments and crews’ labor. Fishing families would earn stable, year-round wages, and their coastal communities would thrive on these fishing wages and income generated by supporting businesses. Consumers would have stable supplies of high-quality local seafood.

An armistice would end the debilitating wars between fishermen and environmentalists; government regulators would make quick realistic decisions; and court dockets would be empty of head-of-the-pin fisheries cases Many different strategies have been proposed to make fisheries more sustainable. A few of these approaches, which could be pursued in concert, are described here: (a) adopting more conservative catch limits, (b) changing the economic incentives of the fishing industry, and (c) enhancing the demand for sustainable products.

An ecosystem is the basic functional unit in ecology, as it includes both organisms and their abiotic environment. No organism can exist without the environment. Ecosystem represents the highest level of ecological integration which is energy based. A pond, a lake, a coral reef, part of any field and a laboratory culture can be some of the examples of ecosystems. Thus an ecosystem is 2 Managing Marine Resources Sustainably 2011 defined as a specific unit of all the organisms occupying a given area which interacts with the physical environment producing distinct trophic structure, biotic diversity and material cycling.

Aquaculture, also known as aqua farming, is the farming of aquatic organisms such as fish, crustaceans, molluscs and aquatic. Aquaculture involves cultivating freshwater and Growing our own seafood through aquaculture can provide part of the solution to a major saltwater populations under controlled conditions, and can be contrasted with commercial fishing, which is the harvesting of wild fish. Mariculture refers to aquaculture practiced in marine environments. The wild capture fisheries are only one part of the seafood industry.

The largest growth in seafood production since 1990 has been in aquaculture, which currently accounts for about one-third of the world’s total fish and shell harvest. Aquaculture is expected to increase in importance as the demand for seafood increases. ecological catastrophe – overharvesting of the world’s marine life – while contributing to the global supply of healthy seafood. In aquaculture, there is also the option of farming herbivores instead of carnivores. This typically means culturing filter-feeding shellfish such as mussels, clams, and oysters.

These species do not require fish feeds – they are mostly herbivores that consume phytoplankton in the water and their culture can be beneficial in areas prone to phytoplankton blooms and eutrophication. However, some of the other concerns about aquaculture also apply to the culture of these mollusks including the effects of aquaculture operations on marine habitats and resident species. ARTICLE’S RELATIONSHIP TO PHILIPPINE ENVIRONTMENTAL CONDITION AND IT’S AGENCIES CONCERNED The country’s main environmental institution is the Department of Environment and Natural Resources (DENR).

It was created in 1987 by Executive Order No. 192, which consolidated several government agencies performing environmental functions. The DENR is primarily responsible for the conservation, management, development and proper use of the country’s environment and natural resources, specifically forest and grazing lands, mineral resources, and lands of the public domain, as well as the licensing and regulation of all natural resources. 3 Managing Marine Resources Sustainably 2011 Apart from the DENR, there are other national government agencies involved in environmental management.

The major ones include the Department of Agriculture (DA) and its Bureau of Fisheries and Aquatic Resources (BFAR), Department of Energy (DOE), Department of Health (DOH), National Commission on Indigenous Peoples (NCIP), National Water Resources Board (NWRB), National Power Corporation (NAPOCOR), and Philippine National Oil Corporation (PNOC) (the last two, in connection with watershed areas and reservations supporting hydroelectric power generation and geothermal fields, respectively).

Moreover, even agencies not traditionally associated with environmental functions, such as the Department of Trade and Industry (DTI), Department of Transportation and Communication (DOTC) and Department of Public Works and Highways (DPWH), have been given environmental management roles under the Clean Air Act and Clean Water Act. Given the country’s poor fiscal position, limited financial resources is a problem that the DENR and other agencies with environmental management functions share with the rest of the bureaucracy.

To address the environmental sector’s financial needs despite this limitation, reforms are necessary in both demand and supply sides. Progress has been made in terms of the institutional arrangements in the Philippines in addressing marine resources sustainably but the present situation requires a comprehensive strategy that will enable the country to effectively chart a more sustainable future. The establishment of a clear institutional mechanism by which the challenge of managing marine resources can be addressed is necessary.

Ambiguities in the government institutions tasked to deal with marine resources issues must be eliminated. The highest priority however is to adopt and implement a strategic framework which should guide the Philippine response in managing our marine resources. CONCLUSION If aquaculture is to fulfill its great promise, however, governments and citizens alike must be vigilant. Short-term economic considerations will make it all too easy for marine aquaculture to slip into the ecologically harmful methods of large-scale, intensive livestock production increasingly adopted on land.

Despite some recent improvements, experience to date with commercial salmon farming is not encouraging in this regard. The most popular farmed species among consumers in developed countries tend to be carnivores, creating an additional challenge to sustainability. Forms of 4 Managing Marine Resources Sustainably 2011 aquaculture that consume more fish than they produce cannot assist society in addressing the global problem of wild fisheries depletion.

As we look forward over a century, it is clear that human impacts will continue, but that the nature and form of those impacts will surely change. New approaches are being developed to help balance the uses of coastal and marine environments, including no consumptive ecosystem services such as erosion control, biological carbon sequestration, recreation and tourism. Continued investments in research and strategic, long-term planning can help to ensure that future generations will have an opportunity to experience and enjoy the ocean and its many resources.

The responsible use of the planet’s resources to meet the needs of society for healthful food is a goal universally supported by those across the spectrum of the aquaculture debate. All human activities have an effect on the environment, but in these early years of the 21st century, we are increasingly realizing that we have trod too heavily on the planet. Unsustainable consumption patterns, particularly in developed countries, are leading to global ecological disruption and rapid depletion of both renewable and nonrenewable resources. It is in this context that the future of aquaculture must be determined.

Growing our own seafood through aquaculture can provide part of the solution to a major ecological catastrophe—overharvesting of the world’s marine life—while contributing to the global supply of healthy seafood. About the article’s authors: S. J. Roberts is the director of the Ocean Studies Board at the National Research Council where she has worked since 1998. She received her B. S. in zoology from Duke University and Ph. D. in marine biology from the Scripps Institution of Oceanography. She has undertaken research on fish physiology, symbiosis, and developmental biology.

At the National Research Council, she has conducted many studies on marine resource issues such as marine protected areas, ecosystem effects of fishing, and endangered species. K. H. Brink is a physical oceanographer at the Woods Hole Oceanographic Institution, where he has worked since 1980. He was educated at Cornell (B. S. ) and Yale (Ph. D. ). His research concentrates on currents over the continental shelf, and their implications. His service as President of The Oceanography Society, and as Chair of the National Research Council’s Ocean Studies Board, have involved him in a range of practical concerns about the ocean. 5

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Anti-Corruption Drive in India

“Anna Hazare’s Leadership” and Anti –corruption campaign in India 16th august 2011, was a day of vanity in Indian history which has putted curiosity among most of Indians. Many of us coveted to be part of the activities happening all around in Delhi, a wish to join hands with Anna Hazare. It was really hard to believe that a tenacious soldier could turn into an anti-corruption crusader by brilliantly executing an amazing series of checks and counter checks, leading to eventual checkmate.

It was great experience to see a charismatic leadership in role of Anna Hazare that’s effect was so much subliminal which has shaken the backbone of deep rooted corruption in this country. Two questions were striking. Why this campaign? & why we need Anna for this campaign? Do we desperately need a leader like M. C. Gandhi again, who can cave in a right direction? Why we forgot real Gandhi and His sacrifice? We only remember that “Note wala Gandhi” by Munna Bhai MBBS. When we go to any office, Office clerk ask us “bhaiya Gandhi ke darshan karaa do Kaam ho jayega”.

This campaign under Anna’s leadership is purposeful in following dimensions. 1. Creating dominance against corruption The major force behind this campaign was creating environment against corruption, if we turn up with association of corruption, we formulate it asCorruption = Authority + Monopoly – Transparency Authority, we cannot ignore the fact that authority should be given to some peoples to govern. But intension to choose those peoples plays importance. When transparency enforces to choose authority outcome is better, if somebody an ets absolute authority to govern then, its’ clear that corruption would be there. ‘Absolut Authority, Absolute Corruption’. If only some people have the control over all the resources, resulting decisions become biased, certain group who hold the resources, drives monopoly. This campaign is about to include transparency in the society and system to prevent government, social and corporate corruption. 2. Promoting rectitude among individuals As well said a civilized economy cannot ignore the social value of business and responsibilities towards society, and environment.

This is what not happening in Indian Economy, to keep and realize “civilized economy” a strong need of moral rectitude is required. Inclusiveness of all sections of the society, participation of each class families in this campaign gives an indication to take forward that people should realize their responsibility towards others and make the system better by considering each spot transparent. 3. Optimism for clean Institutions Corruption has been deeply rooted in peoples’ day to day life. Even sometimes we take or give bribe and don’t realize it.

It has been strongly associated with status in society, fast growth and richness. Such kind of environment leaves an honest person alone and hopeless. This campaign has created some hope of truth, honesty and evoked to clean social and corporate Institutions from corruption. 4. Uprising humanity A development can be sustainable and unsustainable. In India, development is taking place at cost of others that’s why the gap between rich and poor becoming wider. We feel proud when we look our GDP is growing around 8. 5 to 9. % per year, on other side we fall under that category where we have the world’s largest population below poverty line. Sustainability which comes with collective humanism, must be our intention in development process, only then we can be able to develop ourselves with providing space for others to develop. The development stature of Anna’s village depicts an example of sustainability and this campaign under his leadership is pointing towards sustainable development. Reference: 1. http://nvonews. com/wp-content/uploads/2011/10/anna-ram-rajya. jpg

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Csr of Mnc

Table of Contents INTRODUCTION1 UNILEVER2 PHILANTHROPY DETAILS2 CSR IN BUSINESS PROCESS3 DEALING WITH SUPPLIERS3 CONTRIBUTING TO THE COMMUNITY4 REDUCTION IN ACCIDENT RATE4 SOURCING OF RAW MATERIAL4 SIGNATORY ISSUES5 AWARDS5 UNILEVER IN INDIA5 PROJECT SHAKTI5 SANJIVINI6 PROCTER & GAMBLE6 PHILANTHROPY DETAILS7 CSR IN BUSINESS PROCESS8 CSR: COMPANY POLICIES9 INDUSTRY ANALYSIS (FMCG)10 CITIGROUP INC. 11 PHILANTHROPY DETAILS11 FINANCIAL LITERACY11 Microfinance12 Community Relations12 ‘Plant-a-Tree’ initiative12 CSR IN BUSINESS PROCESS12 Diversity12 Technology13

Climate Change13 Environment and Social Risk Management Policy (ESRM)14 SIGNATORY INITIATIVES14 HSBC15 CSR AT HSBC15 GLOBAL EDUCATION PROGRAMMES16 INDUSTRY ANALYSIS (BANKING)18 VODAFONE19 CSR IN BUSINESS PROCESS19 COMPLIANCE WITH GRI GUIDELINES22 CONCLUSION23 REFERENCES24 Introduction Within the world of business, the main “responsibility” for corporations has historically been to make money and increase shareholder value. Although for decades, business has also been engaged in charity, philanthropy, and civic activities including social investments in health.

Many times these investments were less than strategic, and were not directed to real social change. Is then Corporate social responsibility planting trees in some vague corner of the world or supporting a certain cause? Today, business understands “doing well by doing good,” In the last few years, a movement defining broader corporate responsibilities– for the environment, for local communities, for working conditions, and for ethical practices–has gathered momentum and taken hold. The era of new corporate responsibilities have emerged.

Corporate social responsibility (CSR) is about how businesses align their values and behavior with the expectations and needs of stakeholders – not just customers and investors, but also employees, suppliers, communities, regulators, special interest groups and society as a whole. CSR demands that businesses manage the economic, social and environmental impacts of their operations to maximize the benefits and minimize the downsides. CSR is not only about fulfilling a duty to society; it should also bring competitive advantage. Through an effective CSR programme, companies can: •improve access to capital sharpen decision-making and reduce risk •enhance brand image •uncover previously hidden commercial opportunities, including new markets •reduce costs •attract, retain and motivate employees But in India most of the CSR Activities are philanthropic in nature, but globally it forms only a small percentage of total CSR. What if Indian companies also started looking at CSR as more than money donations and can we push them. this where CSRidentity is positioning itself. CSRIdentity is a resource that can be used to •teach managers and to-be-managers about “the real” CSR provide a tool/resource/database for CSR depts to refer to for CSR activities •Highlight “good” CSR practices from cos. to motivate them •use this to motivate Indian cos to match global standards CSRidentity. com Services a. Project identity for the corporate b. Project identity for the brands c. NGO Research d. CSR Research The first purpose of CSRidentity. com is to build capacity of the corporates on CSR. And the second purpose is to help corporates project their identity. The portal takes the mode of information, research, analysis, views and interviews.

It invites thought leaders to share a path which can be followed by others, share innovations in business, and share what went wrong. And while doing this, it will ensure that corporates think of the larger purpose than being myopic money makers. CSRidentity. com has rich information on CSR in philanthropy, CSR in business processes, CSR policies, Global trends in CSR … It plan to share CSR case studies of all the global fortune 500 companies, leading 200 Indian companies & SMEs, and leading companies in about 20 countries. Each case study offers great learning and replication potential.

Unilever Unilever is a Fortune 500 company and a global leader in the Fast Moving Consumer Goods (FMCG) category. As Unilever products touch a huge number of consumers worldwide every day, the company believes it has an opportunity to impact many lives through its CSR program. Globally Unilever lays more emphasis on CSR in the true sense i. e. a reduced emphasis on philanthropy. To ensure this, all brand managers in Unilever constantly work towards initiating CSR Initiatives for their brand to reduce the impact of its brands on the environment.

Mission : Unilever’s mission is to add Vitality to life. To meet everyday needs for nutrition, hygiene and personal care with brands that help people feel good, look good and get more out of life. To understand the vast program, it has been categorised into sub categories which include initiatives in Philanthropy, Business Processes, Impact on Environment, Company Policies and Signatory Issues. Philanthropy Details Food Donation In 2005, nearly two billion pounds of food and grocery products were provided through the Second Harvest network.

Available through food pantries, soup kitchens, emergency shelters and other distributions centres, the foods helped over 25 million Americans stave off the risk of hunger. Nine million of these were children. Unilever’s product donations made up 7. 6 million pounds of the charity’s total food basket – a threefold increase on our previous year’s donation. In total, Unilever US gives away products worth around $12. 5 million every year, around 70% of which goes to the Second Harvest’s hunger-relief work. Donations during Natural Disasters – Katrina and Rita

Unilever donated $1 million to relief efforts following the hurricanes – divided equally between the American Red Cross and the Salvation Army. Employees also dug deep, contributing over $600,000 as part of a matching-gift programme. Conservation of National Parks In May 2008, Unilever contributed grants of over $240,000 to 12 national parks across the United States in an effort to aid wild life preservation. Orphaned and Abused Child Welfare Unilever donated an industrial washing machine to the Durban’s Children Society which is a care centre for children in the age group of 8-18 years and have been orphaned, abused or neglected.

The washing machine helps fulfil the cleaning needs for over 60 children in the society on a daily basis. Child Education Unilever donated $1 million for the Families of Freedom Scholarship fund – a fund initiated to assist the education of children who lost parents to the September 11 attacks. CSR in Business Process Nutrition Value in Food Products Unilever initiated the Nutritional Enhancement Programme to improve the nutritional quality of food and beverage products by assessing the level of four nutrients (based on international guidelines) – Saturated Fats, Trans Fats, Salt and Sugar.

The move has resulted in several changes in products like: •Reduction of 20% added sugar in brands for children such as twister •Reduction in salt levels in soup products from European markets by 10% •Breyers Ice cream launched a fat free range in North America with 50% less saturated fats Initiating Hygiene Unilever believes in developing products that would deliver benefits to people and make a difference to their health while promoting best practices for hygiene by partnering with local, government and international bodies.

Behaviour change is a high priority on Unilever’s campaign and includes The Global Handwashing Day Campaign by Lifebuoy, Safe Drinking Water – Pureit, Improving Oral Health Care – Pepsodent and Close Up, Enhancing Self Esteem and Better Skin – Dove and Vaseline. Influence on Consumers Includes inculcating best practices among consumers (Hygiene Campaign), Promoting outdoor learning and development in children (Dirt is Good Campaign), breaking stereotypes (Dove’s Real Beauty Campaign) Dealing with Employees

The company lays emphasis on certain key areas of employees such as Leadership Development, Health and Safety of Employees, People Vitality, Global Diversity, Continued focus on Gender, Diversity Planning and Listening to employees. Dealing with Suppliers The expectations of Unilever’s suppliers are codified in the Business Partner Code. It specifies guidelines which suppliers must follow in order to continue business with Unilever which include health and safety of workers, labour standards, consumer safety and impact on the environment. Unilever also conducts a Supplier Audit Programme to identify areas of improvement and non compliance.

Contributing to the Community Unilever measures its contribution to the community using the London Benchmarking Group model. In 2008 a total of 91 million Euros was contributed to commercial initiatives in the community (27%), social investment (35%) and charitable donations (38%) with the greatest emphasis on health (52%) and Educations (13%). Reduction in accident rate Unilever has continuously strived to reduce the accident rate at its production centres. It has succeeded in reducing the accident rate from 0. 26 to 0. 21 per 100,000 hours worked over one year. CSR in Company Policies

Advertising The company policy restricts marketers from using ‘size zero’ models in any of the ad campaigns of Unilever. Sourcing of Raw Material Unilever has decided to purchase all palm oil from certified sustainable sources only, in this regard it has already purchased the first batch in November 2008. It has also decided to procure tea for Lipton bags only from Rainforest Alliance Certified farms by 2015. Choice of Suppliers Unilever has a stringent expectations manual which their suppliers are expected to adhere to, if they wish to continue business with Unilever.

The company has identified eleven parameters for the suppliers to adhere under the sustainable agriculture policy. Already a third of the suppliers have registered with the electronic system to adhere to the norms. CO2 Emission control The company has targeted to reduce emission by 25% measured per tonne from production plan by 2012. Water Conservation The company has also committed to reduce water usage in the production process, during the years 1995-08 the company has reduced water consumption by 63%. It has also introduced product variants like Surf in India which equired less water to wash clothes to conserve water. PVC Usage The company has decided to eliminate the use of PVC (where sustainable alternatives are available) in an effort to reduce the impact of PVC on the environment. Waste Reduction Through the continuous efforts of the company, the production process has reduced its waste per tonne of production by 68% in the 1995-2008 period. Signatory Issues Global Compact Unilever has instituted a senior management position to ensure that labour standards are upheld and the company continues to support the UN Global Compact’s principles on human and labour rights.

This aspect has been given high priority by the executive committee. GRI The assessment of Unilever’s Global Reporting Initiative (GRI) reporting has been certified to be B+. The same has been verified by third party – Corporate Citizenship. Awards •Awarded Two ‘Good Egg’ awards by Animal Welfare NGO Compassion in World Farming in recognition of their decision to source eggs only from cage free sources •Unilever was awarded for the tenth year running, the leader in food sector in the Dow Jones Sustainability Index. Secured the Platinum standard award in the UK Business Community Corporate Responsibility Index •Included in Global 100 Most Sustainable corporations in the world for the fifth year running, a 2009 list compiled by Corporate Knights and Innovest Strategic Value Advisors •Gained joint first place in VBDO (Association for Investors in Sustainable Enterprises) 2008 rating for sustainable supply chain management, ahead of 34 other companies listed on the Dutch Stock Exchange Unilever in India Commitment to UN Global Compact

HUL has separately reaffirmed its commitment to the UN Global Compact and its ten principles. They support institutionalization of the principles enshrined in the Global compact amongst companies in India and are a founder member of the UN Global Compact Society of India. Project Shakti Hindustan Unilever’s Project Shakti is a rural initiative that targets small villages populated by less than 2000 individuals. It is a unique win-win initiative that catalyses rural affluence even as it benefits business. Lifebuoy Swastya Chetna

Lifebuoy Swastya Chetna (LBSC) is a rural health and hygiene initiative which was started in 2002. LBSC was initiated in media dark villages (in UP, MP, Bihar, West Bengal, Maharashtra, Orissa) with the objective of spreading awareness about the importance of washing hands with soap. Fair and Lovely Foundation The Fair & Lovely (FAL) Foundation aims at economic empowerment of women across India by providing information, resources and support in the areas of education, career and enterprise. It specifically targets women from low-income groups.

Sanjivini HUL started Sanjivani – a free mobile medical service camp in the year 2003 near its Doom Dooma factory in Assam. The aim was to provide free mobile medical facility to the interior villagers in Assam. This was done keeping in mind the lack of quality medical facilities available in the villages in and around Doom Dooma. PROCTER & GAMBLE Procter & Gamble Co. is a Fortune 500, American MNC headquartered in Cincinnati, Ohio As of 2008, P is the 8th largest corporation in the world by market capitalization and 14th largest by profit.

It manufactures a wide range of consumer goods. It has one of the strongest portfolios of trusted, quality, leadership brands including Pampers, Tide, Ariel, Always, Whisper, Pantene, MACH3, Bounty, Dawn, Gain, Pringles, Folgers, Charmin, Downy, Lenor, Iams, Crest, Oral-B, Actonel, Duracell, Olay, Head & Shoulders, wella, Gillette, Braun, and Fusion Vision: Be, and be recognized as, the best consumer products and services company in the world. Purpose: Company wants to be the innovation leader in every business, product category and country where P competes.

P views sustainability as a significant responsibility — and a continual source of opportunity. 2012 SUSTAINABILITY GOALS OF P Strategy 1: Products Develop and market at least $20 billion in cumulative sales of “sustainable innovation products,” which are products with a significantly reduced (;10%) environmental footprint versus previous or alternative products. Strategy 2: Operations Deliver an additional 10% reduction (per unit production) in CO2 emissions, energy consumption, water consumption and disposed waste from P plants, leading to a total reduction over the decade of at least 40%.

Strategy 3: Social Responsibility Enable 250 million children to Live, Learn and Thrive. Prevent 80 million days of disease and save 10,000 lives by delivering 2 billion liters of clean water through Children’s Safe Drinking Water program Strategy 4: Employees Engage and equip all P employees to build sustainability thinking and practices into their everyday work. Strategy 5: Stakeholders Shape the future by working transparently with stakeholders to enable continued freedom to innovate in a responsible way. P follows CSR activities in following categories Philanthropy Details

Education Over the past 12 years, P has built over 140 schools across rural China, helping tens of thousands of children access better education facilities and an improved learning environment. Through this program, P builds and maintains facilities, trains teachers, and provides health and hygiene education programs. P Hope Schools engage employees on multiple levels, even encouraging participation from employees’ families. It uses cause-related marketing efforts, more than 320,000 retail outlets and 100 million consumers have also supported P Hope Schools.

Shiksha (India) Through Shiksha, which means “education,” P is providing children in 15 cities and 75 villages across India with access to education. This program commits a portion from the sale of P brands toward the education of children in need in India. P India has also launched the Shiksha Ambassador Program, allowing employees to lead a word-of-mouth campaign to raise awareness of the issue. Infant health Pampers/1 Pack = 1 Vaccine campaign helps babies in underdeveloped regions, especially Africa, get off to a healthy start.

Each time a consumer purchases a package of Pampers, a vaccination is provided via UNICEF to a child in need. So far, more than 50 million vaccinations have been funded. P hopes to eradicate maternal and neonatal tetanus through this effort, saving tens of millions of lives. Safe Drinking Water Children’s Safe Drinking Water initiative provides safe drinking water for children in need around the world, with an emphasis in Africa. It provides emergency relief and establishes safe drinking water technology to children and their families.

This program is on the ground in developing nations such as Uganda, Kenya and Malawi. Thus far, technology has provided more than a billion liters of clean drinking water. Goal is to provide up to 2 billion liters of water by 2012. Community Welfare Enfance Mal-Logee (France) Program supports families with children living in sub-standard housing. This Live, Learn and Thrive program helps move families from sub-standard living conditions to safe, accessible housing, allowing children to stay with their families rather than being placed in orphanages. T. O. U. C. H. Together for Our Community Here) program has resulted in thousands of hours of voluntary work to help disabled, sick, and underprivileged children in Geneva. CSR In Business Process Waste Management P Gattatico Plant instituted a “War on Waste” program in January 2008 to reduce the trend in liquid waste due to increasing change-over sanitizations as production lines “produced to demand. ” Gattatico is a waste “lead site” for EMEA. At the end of FY 07/08 the site avoided 3,000 tons of disposed liquid waste. By the end of FY 08/09 they plan to reduce by another 2,200 tons.

This plan will have over a 50 percent reduction impact on the waste footprint by FY11/12. The key interventions include: recycling wash water back into the process; improved washout procedures; and adding wastewater treatment to reduce the COD levels prior to sewer discharge. Energy saving and Emission reduction P operations pioneered breakthrough technologies to reduce energy consumption. Among the simple, low-cost steps were the following: oUsing water spray instead of electric power to cool water oRecovering waste heat from washout and sanitization water Using high-efficiency long-life lighting Over the year, these changes helped to reduce mean output energy by 6 –10 percent for each site. They are currently being reapplied across other business units. In addition, energy training and energy audits were conducted at all sites this year, making each self-sufficient in delivering sustainability opportunities. There has been a decrease over the past three years in CO2 (Direct): 2. 9 million metric tons, 2. 9 million metric tons and 2. 8 million metric tons in 2006, 2007 and 2008, respectively.

Also there has been a decrease over the past three years in water consumption: 91 million m3, 90 million m3 and 87 million m3 in 2006, 2007 and 2008, respectively. Technology/ Information Technology Managing innovation sustainably begins with the use of comprehensive analysis tools. Life Cycle Assessment (LCA) generates a complete environmental footprint, extending beyond carbon impact to measure total energy and water use and waste production. Also included are the impacts of consumer use of P products, as well as all emissions into the air, water and land.

This detailed review pinpoint areas where our innovation efforts can be most effective. Recycle At manufacturing site for perfume in Avenel, New Jersey, P developed a new process for blending scrap material for reprocessing as an ingredient for potpourri. As a result, annual generation of scrap waste at the site has dropped from 50,000 kg to zero. Each site monitors total suspended particulates, volatile organic compounds (VOCs), carbon monoxide (CO), nitrogen oxides (NOx) and sulfur oxides (SOx). Overall, the total air emissions decreased from last year to 15. 9 thousand metric tons.

P continues to find innovative recycling methods to change the trend to be more efficient. CSR: Company Policies Disclosure policy Disclosure controls are systems and processes that help ensure that important information is made available to the right people at the right time. The Company requires every area of the business to maintain disclosure controls to provide adequate assurance that significant information is reported to the appropriate levels of the Company – so that the appropriate business steps can be taken to address any issues, and so that the Company can consider whether the information should be disclosed externally

Antitrust Policy and Compliance Guidelines Antitrust laws are designed to prohibit agreements among companies that fix prices, divide markets, limit production or otherwise impede or destroy market forces. P policy is that all employees strictly comply with antitrust laws and the competition and anti-monopoly laws of all countries, states and localities in which they conduct P business. Supervisors and managers are responsible for ensuring that employees under their responsibility are aware of and comply with this policy. Child Labor and Worker Exploitation Policy P does not use child or forced labor in any of our global operations or acilities. P do not tolerate unacceptable worker treatment, such as exploitation of children, physical punishment or abuse, or involuntary servitude. The Company respects employees’ right to freedom of association, third party consultation and collective bargaining where all P by law. P expect our suppliers and contractors with whom P do business to uphold the same standards. HIV/AIDS Policy All employees, including those who are HIV infected or with AIDS, are treated consistently with the Company’s Purpose, Values & Principles (PVP) by the Company, their managers and coworkers.

P&G treat employees with HIV/AIDS the same as P&G treat those with other serious illnesses. Specifically, an employee who is HIV-infected or with AIDS: have the same employment rights and responsibilities as other employees, has the same eligibility for employee benefits and programs, including medical care and disability coverage, as non-infected employees, is afforded privacy and confidentiality protection consistent with the Company’s handling of confidential, medical or other sensitive information, and is provided management support to remain productive Fair Competition

P compete strictly on the merits of our products and services and make no attempts to restrain or limit trade. P do not enter into agreements with competitors concerning prices, production volumes, customers or sales territories. P do not disparage the products or services of a competitor. P collect competitive information through proper public or other lawful channels but do not use information that was obtained illegally or improperly by others, including through misrepresentation, invasion of property or privacy, or coercion. Advertising/Promotion Policies

Neither deceptive advertising nor questionable promotional activity can ever be justified. These are vital tenets of P dedication to consumers and essential to gaining and keeping their continuing loyalty to our brands. P observes standards of commercial fairness in devising, using and selecting advertising and promotions, so the products succeed based on their own quality and performance and our reputation as a company, rather than by false or deceptive statements or comparisons. AWARDS 1. In December of 2007, P was honored with the highly prestigious Presidential Ron Brown Award for Corporate Leadership. . International Health Communication Gold Medallion Award, Johns Hopkins University Bloomberg School of Public Health — for building market-based relationships that sustain and deliver safe drinking water. 3. Children’s Environmental Health Excellence Award, U. S. Environmental Protection Agency for outstanding leadership in protecting children from environmental risk. 4. Global Leadership Award, United Nations Association of the USA — in part, for providing clean water for millions around the world through the Children’s Safe Drinking Water program.

Report is prepared using the Global Reporting Initiative’s (GRI) G3 Guidelines. INDUSTRY ANALYSIS (FMCG) FMCG industry primarily deals with the production, distribution and marketing of consumer packaged goods. Some of the prime activities of FMCG industry are selling, marketing, financing, purchasing, etc. The industry also engaged in operations, supply chain, production and general management. With increased competitiveness in the sector, it is critical for an each organization to leverage its social activities in order to gain a competitive advantage.

The increased credibility and goodwill earned from the customers and associates is an invaluable intangible asset for the FMCG organization. CSR has now become a part of the corporate strategy thinking. A CSR activity of FMCG companies generally involves improving their processes and brings out change through policy measures. Most of the companies use communication medium and channels partners to showcase their activities and sensitize the population about the issue. Global FMCG companies have presence in more than 50 countries and CSR activities are designed according to the local issues and problems.

Business Process: Innovation is the key for P and through innovation company brings efficiency in overall operations. Use of technology to reduce the inventory, waste management and emission reduction issues are some of the activities undertaken. Unilever mainly concentrates on providing more nutritional value to its product and promoting good practices for hygiene. Unilever is also involved in waste management and emission reduction. Company policies: P strongly advocates CSR through its policies and follows the same across all the offices and manufacturing units.

Providing right information to consumers, no discrimination of employees on social status or on health issues like AIDS. Unilever mainly controls its supply chain through strict policy measures and make them also socially responsible. Philanthropy Most of the P activities across the globe concentrate on Child welfare. Through Live, Learn and Thrive Program Company provides education, scholarship, safe drinking water to millions of children. Unilever is providing to relief to disaster affected areas.

Also wild life preservation and environment conservation initiatives are undertaken. CITIGROUP INC. About the Company: Citigroup Inc. , a global financial services company, provides consumers, corporations, governments, and institutions with a range of financial products and services, including consumer banking and credit, corporate and investment banking, securities brokerage, and wealth management. The core citizenship priorities of Citi include microfinance, financial education and asset preservation, and the environment.

These are the areas in which Citi holds specific expertise and has an opportunity to make a material difference. We will be discussing the CSR activities undertaken by Citi under two major heads – philanthropy and CSR in business practices. Philanthropy Details Financial literacy The Citi Foundation supports programs that provide individuals with access to knowledge and incentives that help them take control of their financial future by making informed decisions, acquiring and preserving financial assets, and responding to major life events that can affect income and expenses.

The specific goals of Citi Foundation program are: •Invest over $200 million over ten years in financial education; •Support programs to help low income families build and preserve assets. Performance highlights for 2008: Total funding till date has been $149 million. In 2008 alone, Citi invested $28 million in 73 countries. The total number of individuals reached through this program by the year 2008 is 22,344,441. Microfinance The Citi Foundation has been supporting the expansion and evolution of the microfinance industry for decades.

Its approach is to: •Expand outreach to millions more low-income borrowers •Build and preserve borrowers’ assets via savings, housing finance, remittances, insurance, and financial education •Build global awareness of microfinance as an effective poverty alleviation tool The highlights of the microfinance initiative of Citi are as follows: Citi Foundation sponsored the Microfinance Banana Skins Survey 2009 that describes the risks facing the microfinance industry. Citi launched an innovative micro-savings product called Citibank Pragati in India.

It utilizes a biometric ATM, which can identify customers not only on the basis of a card and a pin, but also by their fingerprints, and it displays and speaks to customers in up to six languages. On May 9, 2007, SKS Microfinance and Citibank announced a $40 Million (Rs. 180 crores) financing program involving Citibank India purchasing loans that are originated by SKS. Community Relations Under its community relations initiative, one of the major programs of Citi has been its Office of Homeownership Preservation (OHP).

Through this, Citi is working hard to keep distressed homeowners whose mortgages it owns or services in their homes and out of foreclosure. It established its Office of Homeownership Preservation (OHP) in 2007, as the foreclosure crisis began to emerge. This initiative has helped approximately 440,000 homeowners since 2007 through loss mitigation and proactive loan modification. In the year 2008 OHP: •Reached out to 88,000 borrowers •Participated in 106 borrower outreach program in 72 cities •Trained more than 600 counselors from 304 non-profit organisations •Worked with 18,240 borrowers to find foreclosure solutions ‘Plant-a-Tree’ initiative

In April 2007, Citi adopted a ‘Plant-a-Tree’ initiative to create environmental awareness by encouraging its credit card holders to switch to paperless statements, planting a tree for each conversion made. CSR in business process Diversity Citi strives to be an ‘Employer of Choice’ by: a. Hiring, training, mentoring and championing individuals from diverse backgrounds. b. Offering training to employees on topics such as “Championing Diversity,” “Valuing Diversity and Inclusion at Citi” and “Leadership Through the Lens of Diversity. ” It strives to be a ‘Business Partner of Choice’ by a.

Maintaining a diverse supplier base. Its supplier diversity team tries to identify and hire qualified business enterprises owned by minorities, women, and people with disabilities, veterans and disabled veterans. Energy Citi has undertaken various initiatives to conserve energy by following certain practices in its business process. It has developed a ‘Green Energy Community Investment Fund’ which supports the installation of solar electric systems on commercial buildings, especially the ones which are under privileged. Also, between the year 2006 and 2008, it centralized its recycling of e-waste operations in New York.

More than 0. 1 million devices were recycled between these two years itself. Citi is also looking at increasing the component of purchases with recycled content in its office supplies. In the year 2008, it increased from 33% to 38%. Employees Citi is particularly focused towards its employees. It provides Employee Assistance Plan (EAP) to help employees manage stresses related to job loss, personal counseling etc. It also offers Flexible Work Strategies program through which the employees can decide when they want, from where they want and how they want to work.

Technology In the year 2008, Citi launched ‘log off for Savings’ program. This program involves centrally managing PC sleep settings. This initiative would cut down GHG emissions and save costs too. Another of its initiative, Desktop Standardization Initiative (DSI) deployed ‘Thin Client’ technology which uses anywhere from 6 to 50 watts, versus the 150 to 350 watts used by a standard PC. Citi also plans to reduce number of overall datacenters from 52 to 24. In the year 2008, it has come down to 32 datacenters.

Citi has also been adopting ‘virtualization’ to reduce the need for physical resources. It is also trying to conserve energy resources through travel substitution by Using Tele- and video conferencing wherever possible. Climate Change On May 8, 2007, Citi announced that it will direct $50 billion over the next 10 years to address global climate change through investments, financings and related activities to support the commercialization and growth of alternative energy and clean technology among the clients and markets it serves, as well as within its own businesses and operations.

In 2008, Citi eliminated six million square feet of office space through the Alternative Workplace Strategies program. Environment and Social Risk Management Policy (ESRM) This policy was developed in 2003 to help address environmental and social issues from both a credit risk perspective and a reputation and franchise risk perspective. The CMB ESRM Policy’s core elements are based on the Equator Principles. The ESRM policy assesses the proceeds from the financial transactions into three categories: ? Category A: Use of proceeds is expected to have a significant adverse impact on society and/or environment. Category B: Use of the proceeds is expected to have limited adverse impact on society and/or environment. ?Category C: Use of proceeds is expected to have minimal adverse impacts. Signatory initiatives Equator Principles In adopting the Equator Principles, Citi agreed to provide loans only to those projects whose borrowers can demonstrate their ability and willingness to comply with comprehensive processes aimed at ensuring that projects are developed in a socially responsible manner and according to sound environmental management practices.

Global Reporting Initiative (GRI) Citi uses Global Reporting Initiative (GRI) G3 Sustainability Guidelines in Citi’s 2008 Citizenship Report. It is a self-declaring a “B” Application level. The carbon Principles Through its commitment towards the Carbon Principles, Citi has sworn in to •Encourage investments in cost effective demand reduction to reduce the amount of CO2 emissions. •Encourage clients to invest in cost effective renewable sources of energy and distributed technologies. Assess and reflect the risks in the financing of certain fossil fuel generation in the light of the need to substantially reduce greenhouse gas pollution through its Enhanced Due Diligence process. On September 14, 2009, Citi announced that it has been included in the Dow Jones Sustainability World Index (DJSI) for the ninth consecutive year, affirming Citi’s position as a global sustainability leader. Associations Citi has many NGO partners: Friends of the Earth (U. S. ), EcoLogic Finance, Forest Trends, Rainforest Action Network, Wildlife Habitat Council, World Wildlife Fund etc. Awards Citizenship

Best Corporate Citizen, Second Place in Foreign Company Category Common Wealth Magazine, Taiwan Best Bank for Corporate Social Responsibility The Bank of the Year Competition, Hungary Honorable Mention for Best CSR Award Taiwan Academy of Banking and Finance Diversity 100% Corporate Equality Index Human Rights Campaign (United States) – fifth time on the list Employees Best Flexible Work Practices Hong Kong HR Awards 2008 The City Foundation The Citi Foundation is committed to the economic empowerment of individuals and families, particularly those in need, in the communities where it works so that they can improve their standard of living.

Citi is particularly interested in supporting program innovations in the following priority focus areas: Microfinance: Help individuals and families improve their lives through economic self-sufficiency and reduce financial vulnerability Small and Growing Businesses: To create employment opportunities and support broad economic growth Education programs: To help improve quality and access to primary and secondary education in Citi markets internationally, and in the United States programs that increase the number of low-income and first-generation students who enroll in postsecondary education and earn a degree Financial Education and Asset Building: To help individuals and families develop the knowledge they need to achieve financial stability HSBC HSBC Holdings plc is a public limited company incorporated in England and Wales in 1990, and headquartered in London since 1993.

As of 2009, it is both the world’s largest banking group and the world’s 6th largest company according to a composite measure by Forbes magazine. HSBC has an enormous operational base in Asia and significant lending, investment, and insurance activities around the world. The company has a global reach and financial fundamentals matched by few other banking or financial multinationals CSR at HSBC The focus of HSBC’s work on environmental issues primarily addresses the risks and opportunities associated with climate change and natural resources, including energy, water management, waste and biodiversity. The social initiatives they prioritise include making financial services available more widely and providing access to education.

HSBC believe this is the best way to help communities build capacity, financial independence and long-term prosperity. Sustainability at HSBC is overseen by the Corporate Sustainability Committee of the HSBC Holdings Board. The Corporate Sustainability Committee is responsible for advising the HSBC Holdings Board, committees of the Board and executive management on sustainability policies, including environmental, social and ethical issues. Focus Area The main focus of HSBC’s commitments is on two main themes – education and the environment. HSBC believes that we are dependent upon the skills of future generations; if we do not prepare them adequately, we limit our future potential. Access to education can be life changing and helps to equalise opportunity.

It is also a prerequisite for economic growth and the development of stable societies. Their educational support focuses on: •Disadvantaged children •Financial and business literacy •Environmental education and understanding They equally believe that the needs of today’s society should not be fulfilled at the expense of future generations. It believes that we are dependent upon the state of the environment, and if we degrade it, we damage our future prospects. Our environmental support focuses on: •Climate change •Freshwater (e. g. rivers) •Biodiversity (plants, forests and animals) Global Education Programmes Opportunities for disadvantaged children – Future First

The flagship programme, Future First, has taken on the challenge of helping homeless children, orphans and children in care around the world. For this they are working in partnership with the charity SOS Children’s Villages, among others, with the shared aim to provide access to education and life skills training. This helps the children to grow in confidence and, in time, to make their own contribution to society. Our presence in over 80 countries and territories presents us with a large network of people and resources capable of making a significant difference to these children’s lives. Rural Children Programme China has seen impressive economic growth over the last two decades but a vast disparity remains between the prosperity of rural and urban regions.

To help support the ongoing success of the country, HSBC has identified a need to build up the educational infrastructure in rural areas where 95 per cent of primary schools are located. HSBC’s Rural Children Programme aims to improve facilities and provide training to teachers in curriculum design, computer-aided teaching, nutrition and counselling to help support a modern and rounded education for rural children. Financial Literacy Programme – JA More than Money As household debt rises throughout many developed countries and the world faces economic uncertainty, gaining an early understanding of how to create and manage a sustainable income is ever more important for individuals and for society as a whole. HSBC launched JA More than Money™ in 2007 in partnership with Junior Achievement Worldwide®.

HSBC colleagues are involved in classroom activities where they draw on their own skills and experience to teach children about earning, spending, sharing and saving money. Promoting environmental education: Eco – Schools Climate Initiative The HSBC Eco-Schools Climate Initiative is run by the Foundation for Environmental Education (FEE) and with HSBC’s support will be able to expand the programme across the world. The programme involves a tried and tested seven step processes to engage the entire population of the school in practical activities to improve their local environment. Through these seven steps, students, parents, teachers and the wider community are encouraged to take a more active role in environmental decision making. Investing in the Environment

Protecting the environment is central to HSBC’s sustainability strategy as a carbon neutral organization. They focus on reducing the footprint of their own operations and even encourage their clients and suppliers to do the same. They also partner with leading environmental organizations to achieve shared goals. The Climate Group works with corporate and government leaders in some of the world’s cities to tackle climate change. Participation in the HSBC Climate Partnership has enabled the launch of new offices and recruitment of new members in Beijing, Hong Kong and Delhi plus the launch of the UK Together campaign, helping households save carbon dioxide by providing cheap and easy ways for consumers to reduce their carbon footprint.

The HSBC Climate Partnership has helped WWF to support 33 nature reserves in China to tackle increased flooding, reduce pollution and safeguard endangered species in the central and lower Yangtze River. The HSBC Climate Partnership makes up around 80% of HSBC’s overall investment in the environment. It is complemented by a number of local programmes, many of which allow its employees the opportunity to engage in and understand conserving their local environment. INDUSTRY ANALYSIS (BANKING) Banks act as financial intermediaries in our society: they price and value financial assets, they monitor borrowers, they manage financial risks and they organize the payment system. By performing these functions, banks have a huge impact on society.

They usually require firms and households to adopt certain behaviour in order to increase the chances that these lenders will pay interest and amortizations. As such, they also may affect sustainable development. Socially responsible banking is becoming a well-established notion in the financial services industry. Financial institutions are coming round to the idea that there is more to invest than just to check the figures. In the US, every one out of eight dollars invested is subject to some social or ethical screen. In most countries, private households have the opportunity to save or invest their money not only on the basis of financial rewards, but also in the face of the nonmonetary value of savings and investments.

In many OECD countries, specialized banks offer savings accounts to the public while promising that the savings will be used to finance environmentally sound projects or for operations of entrepreneurs who find it hard to get access to finance from institutions that are more conventional. Women and minorities have been targeted specifically in this respect in the US based on so-called community investments. In more than 40 countries – including several developing countries like Brazil and South-Africa – people can put their savings in socially responsible investment funds that in some way or another check for corporate social responsibility (CSR) of the firms in which they invest. Banks increasingly are involved with financing economic activity that aims at sustainable development and offer microcredit to the poor and deprived. Some of the important CSR initiatives taken by various banks are: Reporting Standards

Non-financial reporting is a very popular instrument in the banking sector and this is a partial confirmation of CSR’s maturity of the sector. Banks have developed their own reports and use the ‘Global Reporting Initiative’ (GRI) reporting framework. Financial Literacy With growing business banks and other financial institutions have started realizing of creating awareness about financial planning. To address this issue banks have started with financial literacy programs at various levels. Like HSBC has launched JA More than Money™ program to educate children on financial planning while on the other hand Citi has various programs targeting adults for the financial literacy. Climate Change and Environment Protection

Banking Industry has shown concerns towards changing climatic conditions. Although banks have less impact on the natural environment than, say, the chemical or mining industry, their relatively low impact on environmental sustainability is more than compensated for by their impact on society as a whole. Most of the initiatives are towards reducing the total CO2 emitted not only by them but also by their stake holders forming part of the value chain. Some of the important steps are like commitment of USD50 billion by Citi towards climate control investments, HSBC’s eco-school climate initiative to provide education on climate conservation awareness. Energy

Banks are encouraging investments in green energy. The encouragement is mainly in terms of funds and other financial assistance specifically allocated for installation of green energy sources. Recycling of waste and use of recyclable supplies is been done at the institution level by majority of the banks. Vodafone Vodafone is a British mobile network operator, with its headquarters in Berkshire, England, UK. It is the largest mobile telecommunications network company in the world by turnover, and has a market value of about ? 75 billion (August 2008). Vodafone currently has operations in 31 countries and partner networks in a further 40 countries. Vision :

To be world’s mobile communications leader, enriching customers’ lives, helping individuals, businesses and communities be more connected in a mobile world. Vodafone’s latest Corporate Responsibility Report It highlights how the company’s expansion in emerging markets is facilitating economic development by increasing access to communications. The rapid expansion of the network means one of Vodafone’s biggest issues is how to control greenhouse gas emissions. To address this Vodafone recently announced a target to reduce CO2 emissions by 50% by 2020 in its established markets. This year’s report outlines how the company aims to achieve this ambitious goal.

Vodafone is also exploring how its products and services can help other industries cut their carbon footprint, and is increasing its focus on managing climate impacts in the supply chain. Vodafone’s social and environmental performance in 2008/09 is reported in its signature ‘We said, We have, We will’ format. CSR in business process Decreased like-for-like carbon emissions by 4. 7% In 2008/09, company’s total CO2 emissions was1. 31 million tonnes, 4. 7% lower than last year despite an increase in energy use. The carbon intensity of the Group’s energy consumption has decreased due to our increased use of green tariff energy – energy generated from renewable sources. This Group reduction target applies to our entire local operating companies that active for a full year in 2006/07; and to their CO2 emissions from all energy ources except business flights and other greenhouse gases. Increased the number of sites powerd by on-site renewable energy by 7. 5% across the Group Vodafone now has 429 base stations powered by on-site renewable energy in eight countries, Diesel is often used to power sites that are not connected to the electricity grid, as well as being used in back-up generators in case of power failure. In 2008/09, diesel use accounted for 6. 3% of our total CO2 emissions from network energy use across the Group. This proportion is higher in our Indian operations. Collected 1. 82 million handsets for reuse and recycling Vodafone has exceeded our target to collect 1. 5 million handsets during 2008/09.

Vodafone operating companies continued their efforts to collect handsets for recycling, collecting approximately half a million more handsets than last year – representing a 37% increase. Begun a pilot project to assess capability for recycling e-waste in Mumbai In 2008/09, Vodafone commenced an end-of-life assessment of mobiles in India, particularly in Mumbai, with The Environment Resources Institute. The study aims to assess current practices and devise strategies to improve end-of-life management of mobile phones. Supply chain Vodafone expect all our suppliers to maintain high ethical, environmental and labour standards, and Vodafone work with them to build their CR capability. Our Code of Ethical Purchasing (CEP) sets out our requirements and Vodafone assess new and existing suppliers for compliance with the CEP.

Vodafone also engage in industry partnerships to improve CR standards throughout the supply chain for the ICT sector as a whole. Diversity in workforce The strategy, launched in April 2008, aims to ensure that Vodafone’s workforce reflects its diverse customer base and that the company has an inclusive working environment that embraces the benefits diversity brings. Implementation of the strategy is overseen by a global steering committee. The initial focus is on gender and nationality diversity. In 2008/09, 13% of our most senior managers – including three operating company CEOs were female. A total of 23 nationalities were represented in top management bands, an increase on 2007/08.

Introduced a new health and safety strategy In February 2009, Vodafone developed a three-year strategic plan to prevent fatalities and ensure effective implementation of our product safety policy. To achieve this, Vodafone will introduce initiatives to promote leadership in health, safety extend our online management and reporting systems, and improve health and safety governance and risk management. Consumer Issues Vodafone’s reputation depends on earning the trust of its customers. Their loyalty is vital to the long-term success of our business. This section covers a range of issues that Vodafone believe play an important part in maintaining customer trust.

Important consumer issues include the clarity of our pricing, the responsibility of our marketing material, the way Vodafone handle customer privacy and our measures to protect customers from inappropriate content, contact and commercialism. Vodafone also address other consumer issues such as responsible mobile phone use, driving safety and mobile theft. Safety from RF & EMF Developed employee awareness training and awareness initiatives on RF fields Vodafone has made significant investment in e-learning programs, induction briefings and face-to-face training to raise awareness among relevant employees in all our local operating companies to enable them to fulfill their vital role in communicating our approach to RF fields. The International Commission on Non-Ionizing Radiation Protection (ICNIRP) has issued guidelines on levels of exposure to RF fields.

Vodafone’s policy on Health and Safety of RF Fields requires that all our base stations – and the mobile phones Vodafone sell – comply with ICNIRP guidelines. In fact, RF field exposure from our base stations is typically hundreds, if not thousands, of times below the limits set by the guidelines. Mobile for blind and deaf people Vodafone is currently focusing on making its services easier to use for customers who are: •Blind or visually impaired •Deaf or hard of hearing •Elderly or have special healthcare needs. This text-to-speech software – enabling blind and visually impaired customers to use text messages – is an updated version of Mobile Speak.

Health Service vial mobile An mHealth services pre-feasibility study in India. A total of ? 450,598 was provided by the Fund towards these initiatives at 31 March 2009. In 2008/09, Vodafone fostered continued developments in mHealth by partnering with and investing in t+medical, the leading provider of mobile phonebased technology used to transfer patient biometric data. t+Medical’s innovative technology enables patients with chronic diseases to record details about their condition and treatment using their mobile phones. The information is quickly and easily relayed to nurses who can monitor the data and take action if Necessary. Corporate Governance

The Board of the Company is committed to high standards of corporate governance, which it considers are critical to business integrity and to maintaining investors’ trust in the Company. The Group expects all its directors and employees to act with honesty, integrity and fairness. The Group will strive to act in accordance with the laws and customs of the countries in which it operates; adopt proper standards of business practice and procedure; operate with integrity; and observe and respect the culture of every country in which it does business. Vodafone Group Plc Annual Report 2008 65 Awards During the year, Vodafone’s 2007 CR report won the main accolade of the Corporate Register Reporting Awards for the best report and was commended by the Association of Chartered Certified Accountants (“ACCA”) for the best isclosure in Tax and Public Policy. Vodafone is included in the FTSE4Good and Dow Jones Sustainability Index and rated fifth in the Global Account Ability Rating. The Vodafone Group Foundation The Vodafone Group Foundation is a UK registered Charity established by Vodafone Group Plc in 2002. It has invested over ? 100 million in projects since its creation and currently receives ? 24 million per annum from the Vodafone Group Plc which it distributes between projects globally and its unique global footprint of 23 Vodafone Foundations. Vodafone is committed to making a difference in the communities in which it operates. The Vodafone Group Foundation has invested over ? 00 million in projects since its creation in 2002 concentrating on disaster relief, helping disadvantaged children via sport and music initiatives and specific projects across Vodafone’s 23 local Foundations worldwide. Philanthropy Details The Vodafone Group Foundation has donated ? 10m to the United Nations Foundation over five years, part of which has been made available to the Measles Initiative for Immunization programs. As a second phase of their support of these activities, VGF and the UN Foundation have now begun work with WHO on a new program to use technology to improve disease surveillance, a critical aspect of fighting not only measles but many other diseases. The Vodafone Group Foundation partnership is the largest financial commitment made by any corporation to the UN Foundation. Philanthropy in India

Vodafone Group Plc has established the Vodafone India Foundation, with an initial commitment of $10 million. This step signifies a further landmark in the development of Vodafone’s presence in India and confirms the Group’s commitment to invest socially in the communities where it operates. This activity will be supported by The Vodafone Group Foundation which has developed a unique network of 23 Foundations around the world during the last five years. Compliance with GRI guidelines Vodafone has benchmarked its CR reporting against the Global Reporting Initiative (GRI) sustainability reporting guidelines. The company assess its application of the GRI reporting framework to be at level B+. Independent assurance report to Vodafone

KPMG LLP was engaged by Vodafone Group Services Limited to provide assurance over selected aspects of the Vodafone Group plc 2008/09 Corporate Responsibility Report. Conclusion CSR activities are followed worgwide but their ways of approach are different depending upon company and their nature of business. CSR projects are frequently carried out as a cooperative effort; involving external partners can enhance the success and value of the project, and projects can benefit from the experience of local organizations or stakeholders. Companies are faced with the challenge of expanding their reporting to include the social and ecological effects of their business activities. This involves, in particular, maintaining international standards and norms with respect to CSR topics.

More and more, however, even socially relevant CSR projects and their effects are being carefully scrutinized. It is no longer enough simply to assert that a project is doing something positive for society The goal is to develop a CSR strategy that addresses the most urgent social needs on the local agenda, while avoiding risks and identifying new opportunities to achieve corporate objectives. In a country with widespread poverty, for example, adapting a company’s products to the resources of low-income consumers can serve a social purpose and at the same time help the company gain access to new customer groups. Providing basic and further training ensures a well trained labor force and alleviates a shortage of qualified workers.

Well planned CSR activities can have the immediate effect of helping a company’s business run more smoothly while also ensuring the long-term availability of the workers and resources that are necessary for corporate success. Rather than following fleeting trends or giving in to pressure from NGOs, companies need to integrate sustainable CSR activities into their everyday routine so that they gradually become second nature. Another option is to outsource CSR projects or transfer them to partners with greater expertise and experience in the relevant area. Particularly when projects are too far removed from a company’s core business, it is wise to assign responsibility for them to competent entities or independent structures. CSR projects can only survive if they are integrated into a company’s core business over the long term.

It is not simply a matter of developing a positive reputation, but also of shaping sustainable business processes. It is therefore important to review the effectiveness of projects on a regular basis. Accordingly, (CSR) management is responsible for introducing CSR projects that have been successfully launched to the relevant departments and making them part of the company’s core business as independent products and processes. In purchasing, certain social guidelines should be the norm, and environmental standards should be the norm in the area of development. References www. csridentity. com www. csrwire. com www. unilever. com www. citygroupinc. com www. hsbc. com www. pg-india. com www. vodafone. co •Sustainibility report of all five companies

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