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May 22, 2025
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CSR: Takeda India contributes ₹1.2 Crores to COVID-19 PM Cares Fund

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The CSR Journal
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Takeda India, part of the Takeda Pharmaceutical Company Limited, a global biopharmaceutical company, has announced a donation of ₹ 1.2 Crores to the PM Cares Fund to support India’s fight against COVID-19.
The contribution to the PM Cares Fund aims to support patients and the Government to contain the spread of the disease. Bringing innovative therapies to patients, supporting them through their disease journeys, and playing its part in helping to strengthen healthcare systems is fundamental to Takeda’s operating model, especially in Emerging Markets like India.
Koki Sato, General Manager, Takeda India, commented: “Takeda remains committed to standing together and supporting our communities in India during this unprecedented health crisis. Together with key authorities and partners we look to addressing some of the world’s most pressing and unmet health challenges, including COVID-19.”
Takeda India has worked with NGO partners in the past to support patients and strengthen front-line caregivers through training programs, as part of their corporate social responsibility (CSR) mission. Globally, Takeda works towards preventing disease, training health workers, strengthening supply chains, and improving access to quality diagnosis and treatment. The company actively partners with world-class organizations and NGOs with proven track records to address global health problems in innovative and enduring ways.
Disclaimer: This media release is auto-generated. The CSR Journal is not responsible for the content.

L’Oréal allocates €150 million to urgent sustainability issues

By
The CSR Journal
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L’Oréal launches today its new sustainability program “L’Oréal for the future”, laying down the Group’s latest set of ambitions for 2030. In the context of growing environmental and social challenges, L’Oréal is accelerating its transformation towards a model respecting planetary boundaries and reinforcing its commitments to both sustainability and inclusion.
L’Oréal will allocate €150 million to address urgent social and environmental issues. L’Oréal is engaging €100 million into impact investing, in order to act upon key environmental challenges. €50 million will be used to finance damaged natural marine and forest ecosystems restoration projects through a fund called the L’Oréal Fund for Nature Regeneration, to be operated by Mirova, an affiliate of Natixis Investment Managers, dedicated to impact investing. Another €50 million will be directed to financing projects linked to the circular economy.
To help vulnerable women, L’Oréal is also creating a €50 million charitable endowment fund. It will support field organizations and local charities in their efforts to fight poverty, help women achieve social and professional integration, provide emergency assistance to refugee and disabled women, prevent violence against women, and support victims.

Transforming L’Oréal’s business to respect the planet’s limits

By 2025, all of L’Oréal’s sites will have achieved carbon neutrality by improving energy efficiency and using 100% renewable energy;
By 2030, 100% of the plastics used in L’Oréal’s products’ packaging will be either from recycled or bio-based sources;
By 2030, L’Oréal will reduce by 50% per finished product, compared to 2016, its entire greenhouse gas emissions.
Contributing to solving the world’s challenges by supporting urgent social and environmental needs, through an unprecedented plan launched in May 2020:
L’Oréal is allocating €150 million to address urgent social and environmental issues.
In order to empower its consumers to make more sustainable choices, L’Oréal has developed a Product Environmental & Social Impact Labelling mechanism, scaling from A to E, endorsed by independent scientific experts and verified by an independent auditor, which will be progressively deployed for all brands and categories.
 “L’Oréal’s sustainable revolution is entering a new era. The challenges the planet is facing are unprecedented, and it is essential to accelerate our efforts to preserve a safe operating space for humanity. We do so in our own business operations and in our contribution to the society at large. We know that the biggest challenges remain to come and L’Oréal will stay faithful to its ambition: operate within the limits of the planet”, said Jean-Paul Agon, Chairman and CEO of L’Oréal.
Transforming L’Oréal’s business to respect “planetary boundaries”
“Planetary boundaries” are limits, which, if crossed, will compromise the Earth’s capacity as a habitat for human development. Respecting a safe operating space for humanity must be a priority in the decades to come, as scientists unanimously agree, which is why L’Oréal aims to transition to a way of operating its entire business within the limits of the planet.
Therefore, the Group has defined new quantifiable targets for 2030, to fight climate change as supported by the “Science-Based Targets” initiative, but is also going one step further by addressing three other major environmental issues: preservation of biodiversity, sustainable water management and circular use of resources. To ensure its business is respectful of a resource-limited planet, and fair for the communities it works with, L’Oréal will not only continue to reduce its direct environmental impacts, but also reduce the impacts of its entire activity including those of its suppliers and consumers.
“Over the past decade, we have profoundly transformed our company, putting sustainability at the very core of our business model. With our new commitments, we are entering a new phase of acceleration of that transformation: going beyond our direct environmental impact, helping consumers to make more sustainable choices, as well as generating positive social and environmental contribution. As an industry leader, we consider that it is our role to contribute to building an inclusive and sustainable society”, said Alexandra Palt, L’Oréal Chief Corporate Responsibility Officer.
A concrete example of what L’Oréal wants to achieve: by 2025, all of the Group’s manufacturing, administrative and research sites will reach carbon neutrality by improving energy efficiency and using 100% renewable energy. Through this commitment, L’Oréal wishes to contribute to the energy transition in countries where it operates.
Empowering L’Oréal’s consumers for sustainable consumption choices
L’Oréal considers that embarking its business ecosystem (clients, suppliers and consumers) is part of its responsibility.
To help its 1.5 billion consumers make more sustainable choices, L’Oréal has developed a Product Environmental & Social Impact Labelling mechanism. The labelling will include a score on a scale from A to E, with an “A” product considered as “best in class” in terms of environmental impacts. The method was endorsed by independent scientific experts and data have been verified by Bureau Veritas Certification, an independent auditor. The labels and scores will be accessible on products’ web pages. The first brand to implement the new methodology as of 2020 is Garnier for its hair care products, third beauty brand worldwide and leader of the market in France. This labelling will progressively be extended to other countries, L’Oréal’s brands and product categories.

What are L’Oréal’s sustainability commitments?

Very early on, L’Oréal became aware of the need to respond to environmental challenges. As an industrial company, it decided that tackling the environmental impact of its plants and distribution centres was the most obvious first step, and a necessary one, to begin its transformation process. This first phase is nearly completed.
– Since 2005, the Group has reduced the CO2 emissions of its plants and distribution centres by 78% in absolute terms, exceeding its initial target of 60% by 2020, while production volume increased by 37% over the same period.
– At the end of 2019, L’Oréal had 35 carbon-neutral sites (meaning they use 100% renewable energy), including 14 factories.
– In 2013, L’Oréal decided to address the core of its activity: the development of beauty products, its global sustainability programme Sharing Beauty With All, announcing tangible sustainability goals towards 2020. At its core laid an innovative tool known as SPOT (for Sustainable Product Optimization Tool), made to assess and improve the environmental and social performance of products across all brands. Sustainability is now fully integrated into the design process of the Group’s new products, from the earliest stages.
– 85% of products created or renovated in 2019 had an improved environmental and social profile.
– By end of 2019, L’Oréal has helped 90,635 people from disadvantaged communities find employment through the solidarity purchasing and inclusion programs.
– L’Oréal is the only company in the world to have achieved an “A” score in all three CDP rankings – climate protection, water management, forest preservation – for 4 years in a row.

What has L’Oréal India done?

L’Oréal India has been demonstrating advancements in sustainability throughout its value chain, from factories (Pune & Baddi, H.P.), office sites and research & innovation centres (Mumbai & Bengaluru).
– By the end of 2019, L’Oréal India reduced the CO2 emissions of its factories in India by 58%, while the production nearly doubled. Its objective is to become carbon neutral across all sites in India (factories, R&I centres, offices) by 2021.
– In keeping with its commitment to a more sustainable packaging policy, 80% of the PET bottles used for products were made from 100% PCR by 2019 and by the end of 2020 all PET bottles would be made from 100% PCR.
– Over 99% of the paper/cardboard packaging used for products is FSC/PEFC certified.

Education and skill building CSR initiatives

– 8,400 young women from disadvantaged sections of society have been provided with livelihood opportunities through the ‘Beauty for a Better Life’ beauty skills training programme
– L’Oréal conducted over 3,70,000 professional trainings in 2019 alone, making it one of the largest private sector beauty trainers.
– L’Oréal India For Young Women in Science scholarship programme has enabled 380 young women from economically challenged sections of society, to complete their graduation in a scientific field of their choice.
– The L’Oréal school at its Baddi factory, in partnership with the NGO Nirmala Niketan, provides free education to about 200 students in the age group of 6 to 14 years.
“With L’Oréal for the future we want to take a big leap forward and raise the bar for sustainability, towards a more inclusive and sustainable society,” said Amit Jain, Managing Director, L’Oréal India.
Disclaimer: This media release is auto-generated. The CSR Journal is not responsible for the content.

AASHA Foundation’s ‘Course For A Cause’ support Families of Galwan Valley martyrs

By
The CSR Journal
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In a bid to extend financial support to the families of the beloved soldiers who lost their lives in the Galwan Valley while fighting against China, Mumbai-based AASHA Foundation is hosting a trailblazing initiative, ‘Course For A Cause’. The five-day philanthropic event will conduct 5 different webinars on skill-building courses, proceeds of which will be handed over to the families of the martyrs.
Initiated by Yashvi Lodha an extremely committed and precocious 12-year-old, a student of Class 7th from Hill Spring International School – Tardeo along with her friends Trisha Jhamb, Ishita Bharadia, Krisha Bang and Rahhya Ostwal.
‘Course For A Cause’ aims to honour the soldiers who sacrificed their lives in the violent face-off between India and China.
It is conducting online courses 5 different art forms for 6 to 12-year-olds; dancing, sketching, baking, calligraphy, yoga & workout, from the 29th June to 2nd  July. Hosted through Microsoft Teams, each online course is scheduled for one hour, for which interested applicants can donate a minimum of INR 500 to the AASHA Foundation. The screenshot of the transaction can be shared with Marylin D’cuhna (+919702045729). The applicants will then receive an email with the ID to join the event on Microsoft teams or get added to the event directly. The last day to sign up for the event is Sunday, 27th June.
So join these young citizens of India coming together to contribute to the greatest cause and make a difference!
Disclaimer: This media release is auto-generated. The CSR Journal is not responsible for the content.

CSR News: Hindustan Zinc launches “Koi Bacha Rahe Na Bhookha” Campaign

By
The CSR Journal
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Hindustan Zinc Limited (HZL), in association with Government’s Integrated Child Development Services (ICDS), has launched “Koi Bacha Rahe Na Bhookha” campaign – aimed at improving the health and well-being of the children in the age group of 0-6 years across 3089+ Anganwadis in Rajasthan. Through this campaign, HZL aims to break the chain of malnutrition and provide good health for children, lactating women and families, who have been severely impacted by the aftermath of Covid-19 pandemic.
In the wake of this unprecedented pandemic, vulnerable communities continue to struggle for food and ration. This has impacted lactating mothers, new born and young children the most. HZL’s KBNRB program till date has touched lives of more than 17,000 Severe Acute Malnutrition (SAM) and Moderate Acute Malnutrition (MAM) children. About 263 Khushi workers participated in the effort voluntarily, by assisting in supplying dry ration and Take-Home Ration (THR) for 2,372 SAM & MAM children, with support from Anganwadi and ASHA team of volunteers. Another set of 9,500 vulnerable families have also been ensured with supply of dry ration. Furthermore, the Company’s partners mobilized community and as a result more than 2,500 families received dry ration support from ~300 local donors.
The project is being implemented in partnership with reputed NGOs like Gramin Avam Samajik Vikas Sanstha (Ajmer), CARE India (Bhilwara & Chittorgarh), Jatan Sansthan (Rajsamand) and Seva Mandir (Udaipur) and would cover five districts of Rajasthan.  The campaign has been launched under Khushi Anganwadi programme which is a unique tri-partite Public-People initiative.
Disclaimer: This media release is auto-generated. The CSR Journal is not responsible for the content.

International Day Against Drug Abuse 2020: Are Bollywood movies glamourising drugs?

By
Kasmin Fernandes
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From Easy Rider to Fear and Loathing in Las Vegas, Hollywood movies have a long tryst with substance abuse. Drug cartels, destructive-level addiction and illicit trafficking are so common in American films, it doesn’t shock in the least. In Indian cinema, however, any portrayal of drugs on-screen is a trend that began only in the 1970s. Drugs have become a lot more prominent in this decade, with the leading men in Sanju, Udta Punjab, Kabir Singh and other recent movies, shooting heroin into their veins, snorting coke and popping ‘party pills’ compulsively. As we observe the International Day Against Drug Abuse and Illicit Trafficking 2020 today, let’s explore whether these portrayals of drug abuse are glamourising narcotics.

The first hit

Hindi cinema in the 50s and 60s did not bother so much with drugs. It was in the 70s that LSD, marijuana and heroin started making an appearance. It wasn’t the hero who indulged, however. The profile of villains changed from conniving village chiefs to notorious drug lords and smugglers. 

Drug mafia and violence

While substance abuse is a visual motif in many flicks, the drug trade is a theme. Jaanbaz (released in 1986) and Charas: A Joint Operation show the strategies adopted by the drug mafia to strengthen its hold on the system. The movies also deal with the problems of drug violence and corruption.  The underworld drug mafia runs through the storyline of another Priyanka-starrer Kaminey directed by the brilliant Vishal Bhardwaj. Shahid Kapoor plays identical twin brothers caught in a cocaine deal gone wrong. Once Upon a Time in Mumbaai is a modern-day retelling of the time illicit trafficking began spreading its roots in Mumbai in the 70s, and made it the lucrative illegal business it is today. 
Another 2011 film Dum Maaro Dum is about the drug trade in Goa. Abhishek Bachchan is ACP Vishnu Kamath, a corrupt narcotics specialist who comes to his senses after a car accident with a drug addict kills someone in his family. Kamath joins a special unit put together by the chief minister to bring Goa’s drug mafia to book. Lori and Zoe are two locals who are ensnared into peddling psychotropic substances because of the money in it. Zoe loses her life to drug lord Lorsa Biscuit and therein lies another lesson about getting involved in the trade.

Hippie culture in Bollywood

Hare Rama Hare Krishna in 1971 focused on the problem of addiction in addition to the social problems of broken marriages and the sense of alienation in youngsters.  Zeenat Aman played the role of Dev Anand’s estranged sister who’s submerged in the hippie counterculture and the free love movement it endorsed.
hare rama hare krishna
Hare Rama Hare Krishna depicted the hippie culture of the 70s
The cult 1971 film was rather critical of drug culture. It implied that she takes to drugs to escape the pain of loneliness and a broken family. It’s one of the more mature and honest portrayals of the 70s counterculture by a Bollywood filmmaker.

Getting high or escapism?

Jalte Badan, which was released two years later, was also anti-drug abuse. It told the story of a young student becoming addicted to drugs but later coming out of the vicious trap. Crime thriller Khamosh had Pankaj Kapur playing a depressed heroin addict.
More than 20 years later, Priyanka Chopra-starrer Fashion showed how cutthroat competition, the inability to accept failure, loneliness and a career downfall can push one towards substance abuse. Through the character of a former supermodel Shonali Gujral (Kangana Ranaut, slaying it), the gritty Madhur Bhandarkar film depicted the prevalence of drugs in the fashion industry. Shonali turns to dope to escape the sense of failure she’s experiencing in her modelling career.
Meghna (Priyanka Chopra) too resorts to alcohol and cocaine when the chips are down. There’s a scene in the aftermath of her substance abuse that is uncomfortable to watch. She wakes up in a stranger’s bed after a night of reckless partying, with no memory of where she is and how she got there. Fortunately, the incidence is a reality check for her. Meghna takes a sabbatical to get clean and ends up stronger than when she started out.

Trippy haze

A year later, director Anurag Kashyap pushed the envelope of Indian filmmaking with his ground-breaking Dev D in 2009. He cast Abhay Deol as spoilt-rich-brat Dev drowning himself in cocaine, charas and vodka to get over a break-up with his childhood sweetheart. On the surface, this iconic movie might appear to be glamourising drugs with its trippy visuals and alternative music. But watching Dev slowly lose his grip on reality actually gives you a sense of the life-consuming power of narcotics which we believe was the filmmaker’s real intention.
Dev D
The leading man of Dev D is in a drug-induced stupor for the most part because of a shocking break-up
Deol’s Dev D co-star Kalki Koechlin was the highlight of 2011 sleeper hit Shaitan. Her character Amy and her gang of friends, turn to drugs after being depressed and mentally disturbed. Another Priyanka-starrer 7 Khoon Maaf depicts John Abraham as musician Jimmy Stetson who happens to be a junkie and dies of a drug overdose soon after his wedding. None of these drug-addled characters gets a happy ending.

Under the influence

It took many years for Bollywood to catch up with the rave scene. When it did, it was fleeting. Model Lisa Haydon cavorting with trippers in the hazy Manali Trance from The Shaukeens or the meandering Malang that came and went with a whimper in 2020.
However, zombie comedy Go Goa Gone from 2013 presents a more accurate picture of the euphoria of rave parties which are usually underground events. It also shows the hand that the mafia plays in the rave scene. The zombies symbolise addicts, who are reduced to mechanically devouring and destroying, unaware of their reckless actions or the consequences they will face. Didn’t expect a zom-com to have depth, did you?
We surmise, far from glamourising drugs, each of these Bollywood movies depicting substance abuse is actually anti-drugs. So, watch these (some brilliant and some average) films today without worry of being under the influence!

80% of CSR Budget of Fiscal 2019-20 Spent Over COVID-19 Related Causes

By
Hency Thacker
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The Crisil Foundation has conducted a study which suggested that the coronavirus pandemic is likely to exhaust most of the CSR funds of the companies this fiscal year. According to the foundation, India Inc. has already allocated over 80% of the annual CSR budget to address the pandemic, which could impact spending on other areas this year.
The COVID-19 pandemic called for emergency spending in the country. The lockdown imposed to contain the spread of the virus delivered a major shock to the economy. The labour crisis, lack of employment and rising need for essential services required immediate attention. In addition to this, the safety of the frontline workers who were working to contain the spread of the pandemic, was also of high preference. While balancing these issues, the country also had to invest in research in order to discover a cure or treatment to defeat coronavirus disease.
In order to contribute in the fight against the virus, the firms in India have spent significantly in the form of a contribution to the PM CARES Fund and other relief funds to help the state control the situation; distribution of food, masks, personal protective equipment for healthcare workers to ensure their safety; or provision of relief material to the needy to make sure no one loses their lives over essentials.
The Crisil Foundation drew up a list of top 100 companies by revenue in and CSR spend each in the country in fiscal 2019. It then checked whether they were alive to the need to alleviate the widespread distress caused by the pandemic. According to the study, of the total 200 companies, 70 appeared in both lists, while 60 in only one. Of these 130 companies, 113 spent on pandemic-related mitigation, according to publicly available data until 15 May.
In less than two months, 84 of these companies (including support through the corporate group) spent ₹7,537 crores on causes that can be classified as CSR spend. The remaining 29 companies either contributed to other funds (₹373 crores), and/or facilitated voluntary employee donations (₹84 crores) that cannot be classified as CSR spend, or donated solely in kind (food and masks), for which assigning a monetary count was difficult.
Of the 84 companies, as many as 56 (or 67%) were private sector companies, accounting for over two-thirds of the total amount spent on pandemic-related support. The 24 public sector units (29%) contributed 30%, while seven private (foreign) sector companies brought in the rest. Region-wise, 36 companies in Maharashtra, which accounts for a third of all covid-19 cases in the country, stand out as they accounted for 63% of the total spending.
Maya Vengurlekar, chief operating officer, Crisil Foundation, said: “Interestingly, the 130 companies analysed by Crisil accounted for nearly 80% of the total CSR spend by all listed companies in fiscal 2019. Assuming other companies would have followed a similar path, India Inc has already allocated over 80% of the annual CSR budget to address the pandemic. This could impact spending on other areas this fiscal.”
The CSR spending has continued to grow in the five years since it was mandated in the Companies Act, 2013. There have been companies who have spent more than the recommended amount and there have been companies that do not meet their targets. However, the growth in spending, as well as involvement by corporates in national development, has been overwhelming.
The problem is though, that the CSR spending each year is focused on certain given sectors such as education and skill development, healthcare and sanitation and rural development; and the areas such as environment, national heritage conservation and sports are totally neglected by the companies. This uneven structure has contributed to the uneven development of the nation. This year around, owing to the pandemic, the spending will be even more uneven.

CSR News: Ramky Enviro launches Solid Waste Management plant

By
The CSR Journal
-
Ramky Enviro Engineers Limited (REEL), a leading provider of comprehensive environment management services in India as well as Asia today launched Chhattisgarh’s largest solid waste management plant with a capacity of managing 700 tonnes of waste per day in Raipur.
The plant was inaugurated by Shri Bhupesh Bhagel, Hon’ble Chief Minister of Chhattisgarh. The entire event was commemorated through video conferencing. The ceremony was also addressed by Hon’ble Minister for Urban Development Department, Govt of Chhattisgarh’s Shiv Kumar Daharia,   Hon’ble Mayor Aijaz Dhebar and Saurabh Kumar, Municipal Commissioner of Raipur.
As per a 15-year contract between the Municipal Corporation of Raipur and Delhi MSW Solution Limited (A Ramky Company), the treatment plant has been set up in Sakri, a district located at 15 km North of Raipur city. The plant is spread across 67 acres of land. The company has also built a processing plant and scientific landfill at the location and Ramky is currently operating as per PPP (Public-Private Partnership) model. The total project cost is INR 197 crores, of which INR 127 crores has been used in setting up the processing plant.
Raipur being the capital of Chhattisgarh has a diverse population of 17 Lakhs and experienced immense growth in recent times. This growth, in turn, has created room for the establishment of a centralized mechanism that would enable a door to door waste collection and Solid Waste Management. Additionally, in the ongoing event of the global pandemic, waste management holds the utmost significance.
It is highly imperative that bio-medical waste is handled by professionals especially in today’s times where the nation is battling COVID-19, a highly contagious viral disease. Ramky Enviro, a stalwart in waste management services is facilitating the same by providing state-of-the-art facilities PAN India. The company is also actively and effectively handling bio-medical waste that is generated by hospitals which further helps to slow down the spread of COVID-19.
Commenting on the inauguration of the new venture, Masood Mallick, Joint Managing Director of REEL, said, “We are extremely pleased to announce the launch of Ramky’s largest plant in the State of Chhattisgarh that has the capacity of managing 700 to 1000 tons of waste per day. We would like to express our sincere gratitude to Shri Bhupesh Bhagel, Hon’ble CM of Chhattisgarh, The Hon’ble Minister for Urban Development Shri Shiv Kumar Daharia and the Hon’ble Mayor Shri Ajaz Dhebar and the Commissioner Shri Sourabh Kumar, other officials and non-officials of Municipal Corporation of Raipur for their continuous guidance and cooperation in our mission of providing a clean environment to the citizens of our nation.”
“This facility marks as a milestone in the progress trajectory of Chhattisgarh as it holds the potential to be the state’s first waste-to-power generation plant.” He further added.
Speaking about the launch of the new plant, Aijaz Dhebar, Mayor of Raipur said, “We are delighted to have witnessed the inauguration of Chhattisgarh’s largest solid waste management plant, particularly when the COVID-19 pandemic continues to spread and its impact on human health plus the economy is intensifying with every passing day. Companies like Ramky Enviro play a key role in ensuring maximum hygiene. We look forward to a successful collaboration that not only provides us with a state-of-the-art solid waste management plant but also holds the potential to enable power generation that can further be utilized for the city of Raipur.”
As per the terms of the agreement, as of today, door to door waste collection, transportation is being done by Ramky Enviro from all 70 wards. In the process, 220 Tata ace vehicles, 29 portable compactors, 6 hook lifters, 4 refuse compactors, 6 tippers, and 2 JCBs have been in use. All door to door waste arrives at the 16 transfer stations and empty the vehicle in a portable compactor located there. Which are then transported to the processing plant with the help of large hook lifters.
Disclaimer: This media release is auto-generated. The CSR Journal is not responsible for the content.

CSR of Standard Chartered Bank and Bajaj Auto drought-proofing India

By
Kasmin Fernandes
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More than 44% of India was under various degrees of drought conditions in 2019, according to the Drought Early Warning System (DEWS). The situation isn’t different this year. In Jaisalmer district of Rajasthan, there is a severe drought in 653 villages. Small and marginal farmers in drought-hit areas of the district have abandoned their cattle.
The overall decrease of seasonal summer rain in the last few decades has led to an increased propensity for drought over India. In particular, areas over central India, southwest coast, southern peninsula and north-eastern India have experienced more than two droughts per decade, on average.

Drought-proofing India

The Indian government’s Jal Shakti Mission is an effort
at bringing water-stressed districts out of the crisis, through a water conservation Jan Andolan and the Jal Saksharta mission. At the same time, inspiring stories are emerging of how corporates are increasingly building a strategic fit of their CSR projects for drought-proofing India. Chief among them are Adani, Ambuja Cements, Mahindra & Mahindra and Grundfos India. We analyse the two largest and most impactful of CSR water projects for drought-proofing India.

1. Bajaj Water Conservation Project

The total committed amount for this CSR programme is INR 30,522 lakhs with 27,432 lakhs going to interventions in Maharashtra, 2,751 lakhs to Rajasthan and 331 lakhs to Uttarakhand.
Most parts of Central Maharashtra, including Marathwada and Vidharbha face repeated drought. Most of the villages are tanker-fed for 6 to 9 months in a year and the region faced severe drought in 2014-16. The Bajaj Water Conservation Project (BWCP) in Aurangabad plans to cover an area of 21,500 ha in 51 villages of Paithan, Gangapur Taluka of Aurangabad District and in second phase in 110 villages, 2 blocks (Gangapur, Aurangabad), in Aurangabad Districts of Maharashtra.
The BWCP was envisaged with the objective of making 425 villages drought-free by raising community awareness on degradation of natural resources and empowering them to conserve natural resources. Since the aim was to conserve 75% of the available runoffs and ensure 100% domestic water availability throughout the year, the Bajaj team began the project with a demand-supply gap assessment.
All existing water harvesting structures and their current status were mapped to calculate available water harvesting capacity; dysfunctional structures were taken up for repair and maintenance to ensure these regain their designed water harvesting capacities.
The drainage line treatment for run-off water harvesting and ground water recharge were thus major components of the BWCP, a detailed L-SECTION survey was conducted. Using a Station Instrument, the survey covered a drainage length of 400 kms running across 60,000 hectare watershed area.
A hydro-geological study was carried out with the help of expert geo-hydrologists to understand possibilities of vertical as well as lateral movement of water below the ground surface and the technical aspects of groundwater recharge and the depths of excavation. The project villages have experienced an increase of 5M in the water level in wells and a 10% increase in the vegetative cover.

Impact on land and the people

These endeavours have facilitated the achievement of the objective of increasing area under irrigation for Kharif crops to 44% and under Rabi up to 30% of the cultivable area. Alongside these initiatives, the Bajaj team also worked to develop productive and intensive cropping systems by helping farmers imbibe good farming practices and improve farm inputs.
With a holistic project approach, the village found several new livelihood opportunities in agriculture and allied sectors. The farms have clocked in increased productivity of over 20% in the general crops and the areas under vegetable & fruit crops has also increased by about 10%. The outcomes have driven household incomes to double and in some cases even triple from INR 0.5 lakhs to INR 1.5 lakhs.
The largest programme of its kind in terms of funds commitment, the Aurangabad project is impacting a population of 127,343 comprising 25,847 households in 100 plus villages. It is being delivered in phases.
Phase 1: Total outlay of INR 1,900 lakhs
Phase 2: INR 19,879 lakhs
Phase 3: being implemented in Aurangabad, Satara and Yavatmal Districts of Maharashtra, it covers 17,696 Hectares across 30 villages impacting 4,898 households. Bajaj Group has set aside a budget of INR 4,263 lakhs for this phase. These exclude 10% contribution by the community.
Going forward, the Bajaj Group plans to undertake New Watershed projects to cover 25,182 Ha in 22 villages spread across Satara, Ahmednagar and Beed districts of Maharashtra.
Rajasthan: A sum of INR 2,751 lakhs has been committed towards projects being implemented in 210 villages across 13 Districts impacting around 25,866 households comprising 125,879 people.
Uttarakhand: A population of 4,171 comprising 971 households are expected to benefit from INR 339 lakhs committed for projects being implemented in 75 villages of 5 districts.
Internal Project Monitoring against DPR (detailed project report) commitments and a third party evaluation by an independent NGO, a half-yearly community-based evaluation by the Village Development Committee together create a strong monitoring framework to ensure that Bajaj CSR projects stay on course.

2. Standard Chartered Bank CSR project for drought-proofing India

Bringing cutting edge technology into the mix is Standard Chartered Bank’s CSR project for drought-proofing India. CII – Triveni Water Institute has developed WATSCAN, an integrated IT-driven, GIS and Remote Sensing based information system. It generates millions of digital pixels, links satellite and on-ground databases and undertakes analytics with cloud computing.
Successful on-ground implementation of WATSCAN-led interventions, behaviour change and high level of community ownership and participation, are helping villages in Paithantaluk to transit from being drought-prone to drought-resistant. The project was launched in 2017 with support from Standard Chartered Bank under its flagship WASHE programme. It has successfully implemented strategies for stabilizing/ improving water resource scenario in the identified villages.

Engaging with villagers/ community and dovetailing with ongoing Government programmes such as Jalayukt Shivar Abhiyan and Village Social Transformation Mission, the project has been working towards adoption of water management strategies for enabling social transformation by drought-proofing India. Concerted efforts have been made to build ownership, develop a holistic water management strategy and a model for scale and replication.
In 2017, Phase I of the Aurangabad project, WATSCAN was applied to six drought-prone districts of Maharashtra for undertaking water resource assessment at the district’s watershed level. The outcomes guided the selection of 4 drought-prone villages in Aurangabad, that aligned well with the ongoing Government initiatives. An exercise to identify critical gaps was undertaken to create maximum impact with optimal investment.
Phase II of the project involved village-level assessment and implementation to scientifically enable siting of appropriate water management strategies – a combination of demand and supply-side measures.

Before the intervention

In the pre-project scenario, the selected villages were experiencing a negative demand-supply water balance. With high vulnerability and low resilience, water was becoming increasingly scarce. Erratic rainfall meant that village wells would go dry by February- March each year, leading to high dependence on tanker water supply. Several farmers were giving up agriculture and their selling land to adopt another vocation to earn their livelihood. Subsequently, the initiative/project led interventions, both supply-side and demand-side measures, were planned and implemented.

Making a sustainable impact

Given that the supply-side interventions were based on scientific analysis, 40% infrastructure slippages were avoided, making investments credible and transparent. The check dams, nalabunds, trenches and recharge shafts were constructed in the appropriate water accumulation zones, thus leading to enhanced storage capacities. Post monsoon (2019) rise in the water level in the observation wells were witnessed.
Improved agriculture water use through promotion of demand-side measures such as sericulture, other inputs and practices is helping reduce water demand in the area. Sericulture–when adopted by farmers under proper training and supervision–will not only save water but also can increase their income by approximately 3 times against their traditional cropping practice – cotton.
Overall the groundwater level in the village is stabilizing and water tables are showing signs of improvement, taking the village towards becoming Water Secure. The indication of potential availability of water has increased interest in farming and has prevented distress selling of farmland in these villages.

Healthcare on wheels for cyclone-hit rural communities in West Bengal

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The CSR Journal
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SEEDS (Sustainable Environment and Ecological Development Society), a leading humanitarian organisation and Grace Cancer Foundation have come together to start the initiative, #Healthcareonwheels. The two organisations are dedicated to provide medical services to those affected by a wave of sequential disasters in 24 North Paraganas, 24 South Parganas and East Medinipur districts of West Bengal.
A dedicated of team of doctors and health care volunteers has been assigned for the initiative. They will be traveling to these locations on a bus as a part of Cyclone Amphan response. The mobile bus has equipment for conducting comprehensive cancer screening and diagnosis. It is also equipped with advanced facilities for x-ray, ultrasound, bone and blood tests to provide better diagnostics than primary healthcare centres. The medical bus will also provide telemedicine facilities where expert doctors from Hyderabad will be available based on network availability locally.

Grace Foundation health camp

Dr Anshu Sharma, Co-Founder, SEEDS, said, “We are committed to reaching out to the maximum number of people who are the most vulnerable in these difficult times of crisis. We are glad to have come together with Grace Foundation to turn this idea into reality and provide healthcare assistance to communities while on the move.”
The initiative aims to reach out to the most vulnerable far-flung communities who are struggling with the adverse impact of the Covid-19 pandemic and the recent Cyclone Amphan. #Healthcareonwheels began on June 8, 2020 and went to different villages in these districts until June 20, providing free medicines and doctor consultations to the affected people.
One of the doctors, Dr Motika Abhishek while sharing his experience from the ground, said,  “We have been here for more than 10 days now and every moment we spend with the community members here leaves us touched, full of gratitude and with satisfaction of being able to help to those struggling to make their ends meet.”
Rajiv Lal, Principal Advisor, Grace Foundation said, “We have conducted 12 medical camps in these districts as the disaster has not only taken away people’s homes but also exposed them to highly contagious diseases. We are happy to have collaborated with SEEDS for this unique initiative and were able to monitor the health of people in these remote areas, diagnose them and administer medication where needed.”
Increasing active cases of Covid-19, followed by cyclone Amphan, had a devastating effect on rural communities in the interior regions of West Bengal. While the relief effort continues on the ground, it is necessary to create long-term resilience among vulnerable communities to #BuildBackBetter. During such uncertain times, where people are not sure whether to seek refuge or to pay heed to their body ailments, the mobile bus service equipped with medication, facilities and qualified doctors will help in treating people and providing much-needed care.
Disclaimer: This media release is auto-generated. The CSR Journal is not responsible for the content.

International Widows Day 2020: Cherie Blair QC CBE and Amitabh Kant call for widow empowerment

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The CSR Journal
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Former First Lady, Cherie Blair QC CBE and Amitabh Kant, CEO Niti Aayog joined The Loomba Foundation to call for coordinated international efforts towards widow empowerment, especially during the COVID-19 pandemic. Since widows continue to be one of the most exposed and vulnerable groups, the webinar focused on the possible implications of COVID-19 on them and build global momentum towards social and economic support.
Focusing on the need for government’s support to address this challenge, UN Secretary General António Guterres conveyed that as we work to build back better from this crisis, recovery efforts must be accompanied by long-term structural changes, including ending discriminatory laws that deny women equal rights to men. We also need quality data, broken down by age and sex, to ensure that widows are counted and supported, now and in the future.
Talking about the importance of International Widows Day, Cherie Blair QC CBE, Former First Lady of UK and President, The Loomba Foundation, said, “During COVID-19, there are going to be many newly widowed who will need our support as they fight these challenging times, because they are still disadvantaged in society and face prejudices. Neither they nor their children should be expected to make any sacrifices.”
Amitabh Kant, CEO Niti Aayog, Government of India said, “The COVID-19 lockdown has left widows exposed as a vulnerable group with no access to finance to support their children or themselves. While the Government is responding to the situation by advancing pensions directly to their account, the role of civil societies, voluntary groups and citizens is extremely important.”
Reinforcing the need for immediate international action, Lord Raj Loomba, Founder and Chairman, The Loomba Foundation shared, “As per latest estimates, there are 258 million widowed women globally and the current figures will be much higher especially as COVID19 has exacerbated this situation. It is likely to leave many women newly widowed at a time when they are cut off from their usual socio-economic and family support. The role of local governments to support their welfare cannot be undermined, and the G20 countries must find a way to help support these grassroots efforts.”
Fatima Maada Bio, First Lady, Sierra Leone said, “Traditionally, access to finances and inheritance rights have been the biggest challenges for widows. They not only fight the loss of their partner but are also left isolated and homeless. In our country, apart from COVID-19, we have a history of war and Ebola pandemic that have escalated the situation. As widows continue to be vulnerable, their children and they often also become victims of rape and early marriage.” The webinar was moderated by Harjiv Singh, Founder and CEO, Gutenberg Communications and Trustee of The Loomba Foundation.
In 2005 the Loomba Foundation launched International Widows Day at the House of Lords in the UK, as an effective day of action for widows and their children around the world. After a tireless campaign, the UN adopted 23rd June as the UN International Widows Day at its 65th UN General Assembly in 2010. 23rd June is a significant day as it was on this day Lord Loomba’s mother, Shrimati Pushpa Wati Loomba, became a widow in Punjab in India in 1954.
Since 2010, IWD has been a reminder for concerted efforts dedicated to highlighting and combating the discrimination and injustice faced by widows worldwide, the IWD has helped to expand efforts by concerned individuals and organisations to positively impact the lives of widows worldwide.
Disclaimer: This media release is auto-generated. The CSR Journal is not responsible for the content.
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