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Achieving Strategic fit through sustainable societal development - A suggestive framework for CSR measurement for PSUs

Achieving Strategic fit through sustainable societal development - A suggestive framework for CSR measurement for PSUsAbstract: During the first five-year plan (1950-51 to 1955-56), there were only five CPSEs in the

country with a financial investment of INR290 million Since then they have grown to 260

CPSEs with a financial investment of INR7,292.3 billion as on March 31, 2013 (including

225 operating and excluding seven insurance companies). Public Sector Units (PSUs) in the

Indian economy accounted for $390 billion turnover in FY13 with a revenue growth of 11%

since 2009.

PSUs have been set up with the aim to achieve higher GDP growth, self-reliance in

production of goods and services, long-term equilibrium in balance of payments, and low

and stable prices. But the major crux lies in disseminating the socio economic responsibility

with the new mandates coming up with respect to CSR & SD (Corporate social

responsibility & Sustainable development)

As we are moving from the optional CSR to compulsory mode, it becomes mandatory to

understand the “what” and “Why” of targets and objectives of policy makers in this regard.

The Companies Bill (Clause 135) talks about the list of activities that may be included by a

company in its CSR policy. The bill does not prescribe the proportion of funds to be

contributed towards any activity. There is a need of proper mandate to allocate percentage of

funds to be a disbursed for a particular activity under CSR & SD. In absence of specific

measurement metrics, there are issues with the measurement of CSR efforts.

This paper attempts to propose frameworks for CSR measurement, Framework for system

based working of PSU, and framework for sustainable socioeconomic development of the

country as a whole.

Key words: CSR (Corporate Social Responsibility), CMR (Corporate Moral

Responsibility), CCSR (Critical Corporate Social Responsibility), SD (Sustainable

Development)

Word Count: 268

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[1] Introduction: CSR has evolved from mere philanthropy to social responsibility. In the

recent years the role of CSR has developed significantly to have a positive impact on the

socially diverse areas of the community. In the current scenario, Broadly, companies view it

as a channel for using their businesses for addressing social and environmental concerns by

integrating CSR activities into their values and culture, thus, leading to social and economic

development of the country. Corporate social responsibility and sustainability is a

company’s commitment to its stakeholders to conduct business in an economically, socially

and environmentally sustainable manner that is transparent and ethical.

In his Arthashatra, Kautilya maintained that a king should have no self-interest, happiness

and joy for himself, his satisfaction lies in the welfare (happiness) of his people, i.e. he has

to submerge his personality into the larger personality of his people. This is based on the

cultural ethos of self-abnegation. Kautilya states in the happiness of his subject lies the

happiness of the king; and in their welfare lies his welfare. He shall not consider as good

only that which pleases him but treat as beneficial to him, whatever pleases his subjects.

Bahujana sukhaya bahujana hitayacha – the welfare of the many and the happiness of the

many. In fact, this concept of the happiness of the many need integrated into the area of

corporate management as the basic principle. Kautilya stressed the importance of happiness

to all stakeholders of an organisation. This also means that one must strive to generate

wealth – resources and money – share it equitably to create happiness for oneself and others.

CSR has evolved as a significant factor in the global business scenario. Today, the concept

of business has extended beyond the scope of existing as mere profit making entity. The

scenario has changed visibly from the traditional way of focusing on profitability to

fulfilling their social responsibility and contributing to the various stakeholders such as

investors, customers, employees, and community-at-large who are affected / impacted by 2 | P a g e


their actions. Keeping in mind the Growing competition and increasing globalization, the

companies are forced to redesign their strategies and business models to sustain over the

long term and CSR is expected to play an important role in the coming years.

CSR is closely linked with the principles of Sustainable Development which states that

enterprises should be obliged to make decisions based not only on financial/economic

factors (e.g. Profits, Return on Investment, dividend payments etc.) but also on the social,

environmental and other consequences of their activities. Companies have now recognized

the importance and immense benefits derived from implementation of a CSR strategy.

Consequently, CSR has become an integral part of today’s strategic business decision-

making process, with the goal of adding value to the business and the community at large.

[2] Research Problem: As we are moving from the optional CSR to compulsory mode, it

becomes mandatory to understand the “what” and “Why” of targets and objectives of policy

makers in this regard. The Companies Bill (Clause 135) talks about the list of activities that

may be included by a company in its CSR policy. The bill does not prescribe the proportion

of funds to be contributed towards any activity. So there is a need of proper mandate to

allocate percentage of funds to be a disbursed for a particular activity under CSR & SD. At

present, the CSR activities of any PSU are directed in the areas where the respective PSU

have their projects implemented. The things are happening but one needs to check if they are

moving in the right direction and intent or not.

If one looks at the nature and place of activity, there is every reason to assume that focus and

clarity is missing amongst the PSUs and the collective synergized efforts are also missing.

Finally the budgets which are linked to current years profits, keep on changing. In most of

the cases budgets are increasing year after year. PSUs are puzzled over the expansion of

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CRS effort, issue of dedicated human resource, and mechanism to measure the impact and

extent of CSR effort. There is no systematized prescribed framework for the same.

[3] Objectives: The paper is written with following objectives in mind.

To gain a perspective of the concept and the current status of CSR & SD activities in

Indian PSUs.

To design a framework for CSR measurement

To design a framework for system based working of PSU.

To design a framework for sustainable socioeconomic development of the country as

a whole.

[4] Current state of CSR in India:

Priority of business is getting widened from 1 P to 3 Ps by inclusion of People and

Planet with Profit.

Short-term, charity based welfare interventions are being replaced by long-term,

empowerment – based CSR.

Based on the realization that business cannot succeed in a society that fails, CSR is

being considered as an imperative for carrying on business in the society rather than

as a charity.

The new Companies bill passed by both Lok Sabha and Rajya Sabha mandates the

corporates to spend 2% of their average net profits of the last three financial years

towards CSR. This is applicable for companies with a turnover of 1000 Cr/ PAT of 5

Cr/ or net worth of 500 cr. The new bill replaces the Companies act 1956 and

emphasizes carrying forward the agenda of Corporate Social Responsibility.

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It is mandatory for Central Public Sector Enterprises to allocate 2-3% of the PAT for

the inclusive development of a backward district (CSR & Sustainability guidelines by

Department of Public Enterprises 2013), in which one key project has to be in CSR

and the other in Sustainability for the development of the disadvantaged and

marginalized communities.

CSR Importance and its Relevance Today:

CSR as a strategy is becoming increasingly important for businesses today because of three

identifiable trends

1. Changing social expectations: The Consumers of today are more learned and aware

about the social responsibility of the company whose products they buy. Thus it has

become imperative for the companies to maintain public trust and confidence.

2. Increasing affluence: The standard of living gives the consumer the leverage to

afford, pick and choose the products they buy. The society can now restrict or bring

forward the bottom line of any organisation on the basis of its social image.

3. Globalization and free flow of Information: Growing influence of media exposes

the mistakes’ by companies immediately to the attention of the public. In addition,

the Internet fuels communication among like-minded groups and consumers -

empowering them to spread their message, while giving them the means to co-

ordinate collective action.

[5] PSUs – key contributors to socio-economic development of India: The government of

India formed public sector undertakings (PSUs) to attain inclusive growth, considering the

social as well as economic development of the country. The government established them

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with the purpose of building industrial capacity, creating employment opportunities and

improving the socio-economic condition.

Both, central public sector enterprises (CPSEs) and state level PSUs have played a vital role

in supporting the socio-economic development of the country. They are actively involved in

various areas of CSR such as education, healthcare, improving infrastructure, social

empowerment, vocational training and environmental protection among others. With a high

degree of support from the government, CSPEs acts as a catalyst of social enterprise by

providing such diverse services for grass root development. Following are the Revised CSR

and sustainability guidelines for CPSEs intended to attain the nation’s aim of inclusive

growth

India has emerged as one of the world’s strongest emerging markets and PSUs have played a

vital role in achieving this growth and development. In order to sustain this growth, CSR

initiatives have become important as they form a crucial part of the companies’ strategic

decision-making process. In order to integrate this into their business models and achieve the

nation’s aim of inclusive growth, the revised CSR and sustainability guidelines issued by the

DPE in Dec 2012 (effective April 2013) are expected to play a crucial role. The revised

guideline has urged the CPSEs to embrace a robust CSR practice that is in the interest of all

stakeholders.

As per the new guidelines, it is mandatory for CPSEs to disclose its various CSR initiatives

and performance to stakeholders. Earlier, CSR and sustainable development were treated as

two separate subject areas and were dealt with differently for the purpose of memorandum

of understanding (MoU) evaluation. However, now they are combined into a single set of

guidelines for greater transparency. The budgetary allocation for CSR also stands modified.

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The revised CSR and Sustainability budgetary allocation for CPSEs

Net Profit in the previous year Budgetary allocation as a % of Net Profit in previous year

Less Than Rs.100 Crores 3 – 5 %

Rs. 10 Crores to 500 Crores 2 – 3 %

Rs. 500 Crores and above 1 – 2 %

Source: Department of Public Enterprises, Guidelines on CSR and Sustainability

The CPSEs would have to utilize and spend the entire amount earmarked for CSR, or would

have to disclose the reasons for not utilizing the full amount. Further, if the CPSEs are

unable to spend the earmarked amount for CSR in a particular year, it would have to spend

the amount in the next two financial years, failing which, it would be transferred to

‘Sustainability Fund’. Currently, its implementation mechanism is being formulated

separately.

However, the government has not mandated loss-making or negative net worth CPSEs to

earmark specific funds for CSR activities. However, they are expected to pursue the same by

integrating them into their business process. They can work in collaboration with other profit

making CPSEs, in areas that do not require financial support.

The new guideline has also focused on implementing a robust mechanism for project

monitoring. In order to avoid conflict of interest, the guideline enables companies to have a

third-party monitoring mechanism. For instance, if a company is implementing CSR projects

with the help of its own employees, then for monitoring its implementation it would have to

go through a third party and vice-versa. The chart below highlights the key changes in CSR

and sustainability guidelines for CPSEs:-

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[6] Points of Concern for CSR implementations in India:

2% spending on CSR is not mandatory for Companies; the rules are in line with the

‘Comply or explain’ principle with penalties applicable only if an explanation is not

offered. This could really be an escape clause for companies not meeting the

necessary CSR requirements.

Tax treatment to CSR spending by companies whether it is to be treated as non-

deductible income since it is an allocation of profit, or, whether it is to be treated as

an allowable expenditure under the Income Tax Act.

Even central public sector enterprises, subject to CSR norms under separate

guidelines, will, on enactment of the bill, come within the purview of these new

provisions.

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CSR measurement is an important aspect of sustainability program which provides a way to

gauge, track and report the progress of a company towards achieving sustainable

development goals. A common axiom of sustainability management is “What gets

measured ,gets managed” The proposed model depicted below is an attempt to provide the

authorities to systematize the implementation of CSR policy in India.

FRAMEWORK -1

The money/resources spend in the activity w.r.t. the parameter will be called as the monetary

value. This monetary value will be associated with every CSR activity carried by the

organisation. The monetary value will be converted into points. This conversion is based on

the factors such as Annual turnover of the company, annual profit of the company and

percentage of surplus profit which is allotted to CSR activities.

PARAMETERS FOR CSR MEASUREMENT

1.General information of the company :

- Nature of the company

- Surplus profit of the company (in that particular financial year)

- Whether PSU or a Private company

2.Organisational perspective :

- Tenure of the company

- Number of years , the company has been contributing in CSR activities.

- CSR awards

- Does the company have a separate CSR cell

- How many employees in the CSR cell

- Does the CSR cell have Mission, Vision & objectives in place

- Are base line surveys conducted before actually implementing CSR activity.

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- Awareness programs for the stakeholders

1. Environmental Perspective :

The parameters under the Environmental perspective consists of policies of the

company for natural environment.

- Does the org have a Environment cell

- Does the org have a environment policy

- Regulations & ISO 14000 etc compliance.

- Pollution Standards: What is the monetary allocation towards Pollution

prevention.

- Natural resource management

- Dealing with harmful wastes of the company

- Recycling of material

- Steps towards minimization of waste, packaging, emissions &pollutions.

2. Community Perspective :

- Disaster Management: Monetary value with respect to the companys

participation in disaster relief work such as Flood, earthquake, war etc.

- Rural Development programs (with Government or with UN agencies or with

NGOs)

- Formation of cooperatives.

3. Constructive Partnerships with Government at various levels such as

- IGOs (Intergovernmental organisations)

- NGOs (Non Governmental organisations)

- Local communities

Apart from the above mentioned parameters, points will be allotted for contributing to the

development of the nation as a whole. Maximum points will be allotted to the company

which contributes in dealing with the critical issues.

The structure of the Indian economy is service centric with over 55% of GDP being

contributed by the service sector. Agriculture contribution to GDP is around 14%.

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There is progress seen on Human Development Index (HDI) with a 18.65% increase

in index value between 2009-2012.However inequality remains a concern with 28.7%

loss in HDI value on account of inequalities.

Though there are improvements seen in literacy rates of both males & females, there

is a significant gender gap.

Poverty levels remain high in the country with almost 37.2% of the population

deemed income poor and over 53.7% multidimensional poor.

CSR measurement parameters based on the company’s contribution in dealing with the

Critical issues : CCSR

Critical issue 1 : Hunger & Poverty

Till date, India has been moderately successful in reducing poverty. The poverty headcount

ratio which is estimated to reach 18.6% by 2015(according to the Govt. of India MDG

report) is likely to miss the target by 3.5% points.

Measurement shall involve:

- Activities directed at eradicating hunger

- Activities directed to curb malnutrition cases

Critical issue 2 : Primary Education

Measurement shall involve Activities directed at

- Reducing dropout rates of children at the elementary level

- Developing minimum standards of educational attainment in elementary schools

- Increasing the literacy rate

- Reducing the gender gap in literacy

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Critical issue 3: Promote gender equality & Women empowerment

Gender inequality persists and women continue to face discrimination in access to education,

work and economic assets, and participation in government. For example, in every

developing region, women tend to hold less secure jobs than men, with fewer social benefits.


- Women Empowerment

Critical issue 4 : Environmental sustainability

According to the UNDP reports ,India has made some progress towards the Millennium

Development Goal(MDG) of ensuring environmental sustainability. Forest cover has

increased to 21.02 percent and protected areas cover to about 4.83 percent of the country’s

total land area. Reducing the energy intensity of GDP growth through higher energy

efficiency will be the key to achieving energy security.

India is on-track in achieving the MDG target for sustainable access to safe drinking water.

The overall proportion of households having access to improved water sources increased

from 68.2 percent in 1992-93 to 84.4 percent in 2011-12.

However India, which is one of the most densely populated countries in the world, has not

recorded similar progress in improving sanitation facilities over the last decade. The

proportion of households without toilet facilities declined from 70 percent in 1992-93 to

about 47 percent in 2011-12. At current progress, the country is unlikely to achieve the target

of reducing the proportion of households having no access to sanitation to 38 percent by

2015.


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- Increasing forest and tree cover

- Providing clean drinking water

- Road construction in hilly & tribal areas

Sample CSR Computation model :

PARAMETER

ACTIVITIESCorporate Moral Responsibility Corporate Social Responsibility Critical CSR

Weight Monetary

allocation

(%)

Activity Weight Monetary

allocation

(%)

Activity Weight Monet

ary

allocati

on (%)

Activity

Environment

Community

Constructive

partnerships with

Government

Calculation of Points :

Points will be calculated on the basis of weight allotted to the activity and percentage of

monetary allocation for the activity.

Percentage of monetary allocation = Amount spent on the activity x 100

Total amount allocated for CSR(annual)

Criteria for giving weights :

Range Type

0.1 - 1.0 CMR

1.0 - 5.0 CSR

5.0 – 9.0 CCSR

The queries where Yes/No is the answer. Allot 1 point to YES and 0 point to NO

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FRAMEWORK -2

Aligning 7S for successful CSR implementation and moving towards sustainability development

STRATEGY Comprehensive strategy for implementing CSR&SD

A blend of organisational objectives & CSR objectives

Adjusting strategy to Environmental issues

STRUCTURE Structure of CSR & SD commitees.

Eg.MECL & NTPC

SYSTEMS Planning

Base line survey

Implementation

Control

Reporting

Impact Analysis

SHARED VALUES Developing Core values inclined towards socio economic

growth of India as a whole

VMO of CSR&SD

Communication & awareness among organisation

employees

STYLE Leadership style

Cooperation from Employees

STAFF Separate team for CSR&SD

Appropriate number of staff

Eg.CIL will be recruiting new staff for CSR

SKILLS Special skills

Identify skills already available in the organisation

Define the process of skill assessment

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FRAMEWORK -3

At present, the CSR activities of any PSU are directed in the areas where their projects are

implemented.But there is no systematised framework for the same. This model proposes that

irrespective of the project areas of the PSUs, a BLOCK should be adopted by the PSU. The size of

the block will be based on the population density of the region. A BLOCK will be allocated to the

PSU on the basis of the funds available with the PSU for the CSR & SD activities. The PSU will

now be concentrating on the socio-economic development of the block allotted to it . If every PSU

takes care of the development of a respective region, this in turn will result in sustainable socio

economic development of the country as a whole.

Conclusion :

CSR activities, especially at the grass root levels provide opportunities to connect

with specific strata of people that necessarily might not be a part of the company’s

clientele. Through CSR activities, beneficiaries also get a chance to know more about

the company and its products. Further, customers who are well versed about the

company’s CSR activities might perceive the company and its products in a positive

light.

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PSU 2

PSU 1

PSU 3

BlockCCSR

CSR

CMR

BlockCCSR

CSR

CMR

BlockCCSR

CSR

CMRADOPT

ADOPT

ADOPT

Socio-Economic development of the block



Sustainable Socio-economic Development of the country


Investors, to maximize the social impact of their investment, are also taking

increasing interest in supporting businesses that follow effective CSR practices.

Consequently, they are seeking more information about their investee firm’s CSR

initiatives and performance. Further, investors are realizing the importance of CSR as

a major tool available to companies to manage exposure to non-financial risks.

Hence, a robust CSR program goes a long way in complementing business strengths

in adding value to investment attractiveness.

The CSR initiatives of Indian PSEs have tremendous potential in addressing structural

challenges of inclusive growth and marginalisation causing deprivation of many people in the

nation. They also have the opportunity and potential to transform the nature of global

business itself. Indian CSR PSEs can herald a new generation business paradigm that is based

on an interconnected vision of all people’s well-being, growth and contentment.

[7] Concluding Remarks: As it is clear that the efforts of PSUs should be in sync

with each other such that the overall outcome is aligned to the inclusive growth

objectives prioritized by Indian policy makers. There has to be a guideline wherein

the PSUs establish special cells, develop competencies and attempt outcome based

programs to suit to the growth targets of country. Although we may not see synergic

gains of CSR efforts in near future in absence of concrete directions and guidelines,

we must make efforts to avoid duplication of work. Need of the hour is that we

should go in for top down approach where PSUs act as SBUs for achieving target of

inclusive and sustainable growth. Idea is very simple, Key results will follow when

one knows KRAs.

[8] References:

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1. Carroll, A.B ., 1991. The pyramid of corporate social responsibility: Toward the

moral management of organizational stakeholders. Business Horizons, 34(4): 39-48.

2. Das, S.C., 2009. Status and direction of corporate social in Indian perspective: An

exploratory study. Social ResponsibilityJounal, 5(1): 34-47.

3. The Challenges of Social Corporate Social Responsibility: Facts for You, May 2013,

pp. 38-39

4. India, Ministry of Corporate Affairs, Corporate Social Responsibility Voluntary

Guidelines 2009

5. Guidelines on Corporate Social Responsibility and Sustainability for Central Public

Sector Enterprises – DPE(2013)

6. Corporate Social Responsibility Practices in India, Times Foundation, the corporate

social responsibility wing of the Bennett, Coleman & CO. Ltd.

7. Overview of Corporate Social Responsibility By: S. Ravi, FCA

8. Ahona Ghosh & Kiran Kabtta Somvanshi, ET Bureau Jan 24, 2013

9. D&B Research findings

Webliography:-

http://en.wikipedia.org/wiki/Evolution_of_corporate_social_responsibility_in_India

http://www.csrwire.com

www.globalissues.org/issue/367/sustainable-development

www.managementparadise.com

http://unglobalcompact.org

www.wikipedia/wiki/sustainable_development

www.csrhub.tiss.edu/uploads/docs/strategy.pdf

http://www.unmillenniumproject.org/goals/index.htm

http://www.un.org/millenniumgoals/bkgd.shtml

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ANNEXURES

Annexure 1: Four Phases of CSR Development in India

The first phase of CSR was driven by noble deeds of philanthropists and charity. It was

influenced by family values, traditions, culture and religion along with industrialization. Till

1850, the wealthy businessmen shared their riches with the society by either setting up

temples or religious institutions. In times of famines, they opened their granaries for the poor

and hungry. The approach towards CSR changed with the arrival of colonial rule in 1850. In

the Pre-independence era, the pioneers or propagators of industrialization also supported the

concept of CSR. In 1900s, the industrialist families like Tatas, Birlas, Modis, Godrej, Bajajs

and Singhanias promoted this concept by setting up charitable foundations, educational and

healthcare institutions, and trusts for community development. It may also be interesting to

note that their efforts for social benefit were also driven by political motives.

The second phase was the period of independence struggle when the industrialists

were pressurized to show their dedication towards the benefit of the society. Mahatma

Gandhi urged to the powerful industrialists to share their wealth for the benefit of

underprivileged section of the society. He gave the concept of trusteeship. This concept of

trusteeship helped in the socio-economic growth of India. Gandhi regarded the Indian

companies and industries as “Temples of Modern India”. He influenced the industrialists and

business houses to build trusts for colleges, research and training institutes. These trusts also

worked to enhance social reforms like rural development, women empowerment and

education.

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In the third phase from 1960-1980, CSR was influenced by the emergence of Public

sector undertakings to ensure proper distribution of wealth. The policy of industrial

licensing, high taxes and restrictions on the private sector resulted in corporate malpractices.

This led to enactment of legislation regarding corporate governance, labor and environmental

issues. Still the PSUs were not very successful. Therefore there was a natural shift of

expectation from the public to the private sector and their active involvement in the socio-

economic growth. In 1965, the academicians, politicians and businessmen set up a national

workshop on CSR, where great stress was laid on social accountability and transparency.

In the fourth phase from 1980 onwards, Indian companies integrated CSR into a

sustainable business strategy. With globalization and economic liberalization in 1990s, and

partial withdrawal of controls and licensing systems there was a boom in the economic

growth of the country. This led to the increased momentum in industrial growth, making it

possible for the companies to contribute more towards social responsibility. What started as

charity is now understood and accepted as responsibility.

Annexure2: Companies Bill and CSR

Purpose of Inclusion of CSR in the Companies Bill

• Allow corporates to harness and channelize their core competencies as well as

develop effective business models

• Promote and facilitate far better connect between businesses and communities

• Facilitate deeper thought and longer term strategies for addressing some of our most

persistent social, economic and environmental problems

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• Assist in synergizing partnerships between Corporates, Governments, Civil Society

Organizations, Academic Institutions and Social Entrepreneurs

Companies Bill and CSR – Clause 135

Every Company With :

Net Worth of Rs. 500 Crores or more

Turnover of Rs. 1000 Crores or more

Net Profit of Rs. 5 Crores or more

Shall constitute a Corporate Social Responsibility Committee of the Board

consisting of three or more directors, out of which at least one director shall

be an independent director.

Activities Required for Qualifying Companies

Duty of the Board :

Disclose the composition of the CSR Committee in its report

Approve the Company’s CSR policy after considering the recommendations of

the committee

Disclose the CSR policy in its report and on Company Website

Ensure the implementation of the policy

To spend at least 2% of the Company’s average profit for the last 3 financial

years for this purpose

Give preference to spending in local areas where it operates

Specify reasons in report in case of failure

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Companies Bill – Permissible CSR Activities

Schedule VII of the Companies Bill requires the CSR policy created by the CSR

committee involve at least one of the following focus areas:

Eradicating extreme hunger and poverty;

Promotion of education;

Promoting gender equality and empowering women;

Reducing child mortality and improving maternal health;

Combating [HIV], [AIDS], malaria and other diseases;

Ensuring environmental sustainability;

Employment-enhancing vocational skills;

Social business projects;

Contribution to the Prime Minister’s National Relief Fund or any other fund set up by

the Central Government or the state governments for socioeconomic development,

and relief and funds for the welfare of the Scheduled Castes, the Scheduled Tribes,

other backward classes, minorities and women; and

Such other matters as may be prescribed.

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Annexure 3: Duty of the Corporate Social Responsibility Committee

Formulate and recommend a CSR Policy to the Board indicating the activities to

be undertaken by the Company

Recommend the amount of expenditure to be incurred on CSR related activities

Monitor the Company’s CSR policy from time to time.

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Annexure 4: TOP PSU’s Spending on CSR

Maharatna CPSEs S. No.

Name of the CPSE Year

Total fundsallocated for

CSR(Rs. Crore)

Funds utilizedfor CSR

(Rs. Crore )

1. Coal India Limited2010-11

2011-12

262.28

553.33

152.33

77.33

2.Indian Oil Corporation

Limited

2010-11

2011-12

131.11

95360

128.41

82.73

3.National Thermal Power

Corporation Limited

2010-11

2011-12

72.37

45.52

72.21

49.43

4.Oil and Natural Gas

Corporation Limited

2010-11

2011-12

335.352

378.48

219.03

121.08

5. Steel Authority of India

Limited

2010-11

2011-12

94.00

64.00

68.95

61.25

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Navratna CPSEs S. No. Name of the CPSE Year

Total fundsallocated for

CSR(Rs. Crore)

Funds utilizedfor CSR

(Rs. Crore )

1. Bharat Electronics Limited2010-11

2011-12

2.74

2.25

2.08

2.36

2.Bharat Heavy Electrical

Limited

2010-11

2011-12

21.55

30.05

4.30

4.87

3.Bharat Petroleum

Corporation Limited

2010-11

2011-12

22.00

7.73

18.23

7.76

4. GAIL (India) Limited2010-11

2011-12

69.54

(including carry

forward amount

of financial year

2009-10)

82.77

63.91

54.43

5.Hindustan Aeronautics

Limited

2010-11

2011-12

No specific

allocation of

money for CSR,

as CSR Policy

was notified

formally during

November 2010

5.00

1.79

5.8

6.Hindustan Petroleum

Corporation Limited

2010-11

2011-12

15.00

30.78

20.10

26.54

7.Mahanagar Telephone

Nigam Limited

2010-11

2011-12

Since MTNL is in

losses, no

specific allotment

is made under

CSR Head

-

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8.National Aluminum

company Limited

2010-11

2011-12

26.77

34.22

26.77

34.22

9. NDMD Limited2010-11

2011-12

81.56

80.13

62.23

86.72

10.Neyveli Lignite

Corporation Limited

2010-11

2011-12

12.47

13.00

13.23

16.14

11. Oil India Limited2010-11

2011-12

25.00

50.00

29.40

50.19

12.Power Finance

Corporation Limited

2010-11

2011-12

11.89

13.24

8.91

13.27

13.Power Grid Corporation of

India Limited

2010-11

2011-12

20.41

13.48

15.58

24.93

14.Rashtriya Ispat Nigam

Limited

2010-11

2011-12

15.40

12.00

11.73

10.62

15.Rural Electrification

Corporation Limited

2010-11

2011-12

5.10

12.85

1.38

12.99

16.Shipping Corporation of

India Limited

2010-11

2011-12

3.77

5.67

5.84 – including the

balance carry

forwarded from the

previous year

5.84

26 | P a g e

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