2. Back to School: Sustainability in Education and Wipro ‘earthian’
• An Overview of Wipro’s Sustainability programme.
• Business wields enormous power and influence in today’s world, both,
economic and socio-political. With this power comes the concomitant
responsibility to do good in the larger canvas.
• This starts with a set of foundational values as embodied in the Spirit of
Wipro: ‘Intensity to Win’, ‘Act with Sensitivity’ and ‘Unyielding
Integrity’.
3. • Though CSR as a concept has gained immense popularity, there is a
lack of agreement on what it really means.
• There are different expectations from different stakeholder groups,
different standards, and different practices leading to a fragmented
understanding of CSR.
• Considering the present scenario, there may be a need for consolidation
in the understanding of CSR.
• Are there boundaries that need to be drawn to delineate CSR from
employee benefits, welfare, creative public relations campaigns, and
eye-catching brand building activities, being a responsible citizen by
not harming the environment, etc.?
• Or does it really matter as long as the organization is involved in doing
some good!
4. • As CSR is gaining prominence, there is a growing need for
incorporating social responsibility in management curriculum.
• The operating structure of Wipro’s multiple sustainability initiatives is
based on the idea of building a coalition or network of partners –
internal and external – with nodal responsibility lying with a distinct
group.
• Thus, the sixteen+ initiatives mentioned above are handled by four
groups at the corporate level – ecoeye, Wipro Applying Thought in
Schools (WATIS), Wipro Cares, and Mission10X – along with the
appropriate functions and divisions.
5. Funding Model
• Sustainability programmes in Wipro follow the regular planning and
budgeting process. As part of the annual planning exercise, each
sustainability group prepares an annual budget that is then extensively
discussed with the Chairman, the members of the Corporate Executive
Council and with Finance before approval.
Vision on Education
• They think that it is not enough to earn the economic license to operate
and businesses must earn a broader societal license to operate which
implies the willingness to engage with difficult social challenges.
• School education in India and is centred on five areas: Domains of
knowledge, assumptions about the child, school and class
environment, how to assess, and supporting the teacher.
6. • Wipro’s vision is that the school education system has to continuously
respond to the changing needs of the society. Schools should become
spaces that not only develop the student’s individual capabilities but
also further the idea of democracy and sensitivity to social and
ecological responsibilities.
• It is from such thinking that the idea of ‘earthian’ took root.
Sustainability in Education
• Sustainability is inherently trans-disciplinary where the disciplines of
ecology, biology, economics, complexity science, systems theory,
behavioural sciences, applied engineering, etc., interplay with each
other in ever changing configurations.
• Sustainability is an epistemic problem because what we know about it
is not only grossly inadequate but often even directionally incorrect.
7. ‘Earthian’: Wipro’s Sustainability in Education Programme
• Launched in April 2011, ‘earthian’11 is our nation-wide programme that
seeks to work with schools and colleges as partners in change — change
at a fundamental level leading to a future scenario where sustainability
would have become axiomatic to learning and education.
• Srructure of earthain.
• ‘earthian’s’ first edition met with outstanding response; starting with
2,800+ registrations, we had nearly 1,000 entries covering nine themes
– Climate Change, Cities and Urbanization, Homes, Agriculture, Water,
Production and Consumption, Biodiversity, Role of Policies, and Role
of Information Technology.
• Video
8. SHARDA TRUST: An Arvind Limited Initiative
to Help the urban poor
•It was created in 1995 by Arvind
Limited
•It is formed for Arvind’s CSR activities
•To address the major societal issues in
Urban India
•It has carried out many programmes to
help poor people
9. Continue…
It is formed to fulfill the five important needs of
urban poor. The five needs are :
1. Providing Basic Infrastructure: The Pilot Slum
Networking Project In Sanjay Nagar
i. Background
ii. Objective
iii. Components
iv. Unique Features
v. The Profile Of Sanjay Nagar
vi. The Project Achievements
12. 3. Providing Access to High Quality Secondary and
Tertiary Health Care
The poor people are not able to get secondary
and tertiary health care due to the following
reasons:
i. Ignorance and the hesitation on the part of the
poor to approach the right specialists with right
equipment.
ii. High cost of treatment with private providers of
health care
iii. Poor quality of health service in public hospitals
13. 4. Reading, writing and arithmetic skills (3Rs) for
all
• Teaching English and computer skills under a
programme called PECA(Practical English And
Computer Applications)
14. 5. Skills and Abilities to compete in a highly
competitive environment
i. Driver's Training Programme
ii. Garment Operatives Training Programme
15. Gyanda: Fountain of Knowledge – Improving the
Quality of Education in Municipal Schools
16. Continue…
i.
ii.
a.
b.
c.
Launched in 2006
The four basic components of the model include:
Partnership with the local Government
Development of Innovative-Teaching-Learning Methods
and Materials
Continuous Monitoring for Evaluation and Tracking of
every child and the Creation of Supportive
Infrastructure.
d. The Creation of Supportive Infrastructure.
17. About Coca-Cola
The Coca-Cola company is of Atlanta, Georgia,
and is often referred to simply as Coke (a
registered trademark of The Coca-Cola Company
in the United States since March 27, 1944).
Originally intended as a patent medicine when it
was invented in the late 19th century by John
Pemberton, Coca-Cola was bought out by
businessman Asa Griggs Candler, whose
marketing tactics led Coke to its dominance of
the world soft-drink market throughout the 20th
century.
18. The Coca-Cola Company Mission
Mission is:
• To refresh the world - in mind, body and spirit
• To inspire moments of optimism - through our
brands and actions
• To create value and make a difference
everywhere we engage
19. The Coca-Cola Company Vision
To achieve our mission, we have developed a set of
goals, which we will work with our bottlers to
deliver:
• Profit: Maximizing return to shareholders, while
being mindful of our overall responsibilities
• People: Being a great place to work, where people
are inspired to be the best they can be
• Portfolio: Bringing to the world a portfolio of
beverage brands that anticipate and satisfy people's
desires and needs
20. • Partners: Nurturing a winning network
of partners and building mutual loyalty
• Planet: Being a responsible global
citizen that makes a difference
• Productivity: Be a highly effective, lean
and fast-moving organization
21. The Coca-Cola Company Values
Our shared values that we are guided by are:
• Leadership
• Passion
• Integrity
• Accountability
• Collaboration
• Innovation
• Quality
23. CSR
Coco-Cola sees its sustainability efforts first and
foremost as the right thing to do
Populations are growing, natural resources are
stressed, communities are forced to do more
with less, and our consumers expectations are
expanding, we understand that sustainability is
core to our business continuity and depends on
how we create long-term value.
World’s largest beverage system, Coca-Cola has a
presence in thousands of communities, across
more than 200 countries, worldwide.
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Coca-Cola’s global vision which is based on our
goals in each of the 6’Ps’ pillars of business:
People
Portfolio
Partners
Planet
Profit
Productivity
25. Sustainability Framework
‘Live Positively’ is a Coca-cola’s system wide
commitment to making a positive difference
in the world. Focused in the areas of:
Marketplace, Workplace, Community,
Environment and has seven core elements
that are key to our business sustainability
26. Continue..
Define there priorities on basis of:
Beverage benefits
Active healthy living programmers
Building sustainable communities
Energy efficiency and climate protection
Sustainable packaging
Water stewardship
Workplace rights
27. CSR
Developing innovative packaging that uses
fewer resources and costs less to manufacture
and transport.
Supporting the desire of individuals to lead
healthier and more active lifestyle by
introducing an ever-widening variety of
beverages to meet evolving refreshment,
nutrition and hydration needs.
28. Global commitment to support at least one
active, living programs in every country
In India, they support Under – 16 football
tournament in partnership with AIFF and
national Under-16 cricket tournament with
Procam International.
Launched a new innovation named, eKocool, a
solar powered refrigerator in electricity
deficient areas.
Installed 20 such coolers and plans to expand
the deployment of up to a total 1000 coolers
by this year end.
29. Reducing water usage ratio(efficiency);
recycling the water used in operations(waste
water treatment); and replenishing the water
used in manufacturing process.
In India, installed 500 rainwater harvesting
structures spread across 20 states in
partnership with NGOs and local communities.
Restoration of several ponds like Kalahasti in
Chittor, in Andhra Pradesh, at Ramnagaram
near Bangalore and at Wada near Mumbai.
Drip Irrigation projects for initiating waterefficient agriculture in Kaladera area.
30. Provides part funding to farmers to install the
equipment while Krishi Vigyan Kendra provides
training and insight.
Installed drip irrigation spread over an area of
hectares.
Free retailer training programme called
“Parivartan” run by The Coca-Cola University.
Provided training to , retailers free of cost in rural
areas and villlages in Jan 2012
With partnership with NDTV launched Support
My School (SMS) campaign on 24th of January,
2011 for overall development of the child.
Coca-Cola is focused on sustainability and we
strive to be a force for lasting, positive change.
33. •
•
•
•
Sustainability is essential
Not only nice but, right
No business can grow in isolation
Picked up the area where its contribution
could be more meaningful
34. HSBC Sustainability comprises.
• Financial Inclusions
Education
Financial Literacy
Women Empowerment etc.
• Environment and climate change
35. Strategies at HSBC
The three major ways by which HSBC, convey
Corporate Sustainability (CS) are:
• • Our business practices
• • Our proactive CS programmes –community
investment and volunteerism
• • Managing our footprint
36. • adopted a partnership-based approach
• works closely with NPOs microfinance
institutions, social enterprises, and various
state governments
• The bank’s Inclusive Business Unit (IBU)
37. The Mann Desi Foundation
• The seeds of this project were, sown earlier, in
2006
• Started in 2010-11
• to launch an IT-enabled financial inclusion
eCard solution
• A women’s co-operative bank in rural India–
The MannDeshi Mahila Sahakari Bank.
38. Continue…
• Based in Satara,Maharashtra
• Provides both banking and knowledge support
to help them become self-sufficient
• banking transactions at their doorstep
• The school was set up in the remote district of
Satara
39. The Radiophone Education Project
• In 2011-12, HSBC partnered with two Delhi-based
organizations,
1. The Restoring Force (TRF)
2. the Sesame Workshop
• To address the educational and health needs of
disenfranchised children
• Strengthening not only the schools that form part
of the intervention, but also creates community
awareness about education issues in the larger
community
40. Climate and Environment
• Businesses are showing leadership by
voluntarily reducing their carbon emissions.
• increased realization of the need for publicprivate partnerships
• it requires a concerted effort between
business and governments on policies and
programmes to accelerate the world’s
transition to clean energy technologies.
41. Partnership with BEE
• In 2010-2011, the Bureau of Energy Efficiency
(BEE) and HSBC signed a Memorandum of
Understanding to work closely on the former’s
Energy Efficiency Financing Platform (EEFP).
• The objective of EEFP is to create a
mechanism towards mainstream financing of
energy efficiency projects.
42. Continue…
• The partnership aimed to strengthen EEFP
that seeks to overcome barriers to financing of
energy efficiency projects through risk sharing
strategies and capacity up-gradation of
financial institutions
43. Continue…
• Development of a robust due diligence
process to ensure selection of the right
partner
• Creation of ‘Catalyst’, a network of employees
in all HSBC offices and branches across the
country who engage with the respective
partners near their location
• Investment in building capacity of the not-forprofit partner.
