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June 11, 2025
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Rations for unemployed boatmen in Varanasi this monsoon

The economic hardship induced by the lockdown has left the boatmen in Varanasi with no source of income. Their misery has been compounded with the onset of monsoon as they cannot venture into the Ganga river. The timely intervention of the Mukul Madhav Foundation (MMF), and Finolex Industries to provide them with grocery kits helped them overcome a humanitarian crisis.
MMF has collaborated with Vikas Khanna, Michelin Master Chef and Feed India Initiative to support these communities in Varanasi. For those living on the banks of the Aasi Ghat, Varanasi, tourism is the mainstay. The lockdown robbed them of their livelihood as they were not allowed to venture into the river at a time when it’s their main season before the onset of monsoon.
Rations for boatmen in Varanasi
Rations for boatmen in Varanasi
The Foundation stepped forward to support not only 700 boatman families but also Widows, transgender and physically challenged who have been left helpless during the crisis. A cumulative 2,000 grocery kits were distributed in the presence of Nikhil Zanvar Mushtaque Ali, ex-Indian Football team captain Lalit Upadhyay, Indian Men’s Hockey team player Vinod Singh, Director of Sheat Engg College.
Over the last 4 months, CSR of Finolex Industries and MMF have been providing grocery kits to daily wage workers, slum dwellers, rag pickers, migrants, transgender communities, sex workers primarily in Maharashtra and a pan India effort to support the plumber community. MMF was at the forefront to assist those affected in West Bengal by the Amphan Cyclone. A total of 80,000 people have been supported by the Foundation so far thanks to the support received from like-minded individuals, donors and partner organizations.
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CSR for Sports Employment in India

CSR funding can be utilised to effectively develop the value chain for sports employment in India including training programmes and curriculum for coaches and service personnel, infrastructure and equipment for training. Training and placement of youth in emerging sports jobs in the sector can be well-funded by corporate social responsibility (CSR) programmes.

A success story

Take the example of Homkant Surandase. Homkant is the son of a marginal labourer who comes from a remote village called Ner, near Yavatmal in the state of Maharashtra and left his home when many farmers in his village were committing suicide due to the harsh economic situation they were facing.
In Yavatmal, he came across kids participating in the Zopadpatti Football Tournament one day and before he knew it, his life took a new direction. Joining in with a competing team, his “can do” attitude was noticed more than his ability. Homkant was successful in the trials for the Homeless World Cup team in 2008, he represented India in Melbourne.
Returning from Australia, he began to help out with the Slum Soccer tournaments and was given a full-time post with them early in 2009. Slum Soccer is a nonprofit organisation that uses the game of football to transform the lives of street kids. The NGO itself has various social and CSR partners including FIFA Football for Hope, Sony Pictures Networks and Reliance Industries.
India was chosen as one of the pilot countries for the Football Plus programme and Homkant took the opportunity to train as a coach. He also went to Sweden in 2017 as a “role model” from India at UN camp Sweden. The camp is part of a 5-year co-operation between The Power of Sport Foundation and the United Nations. The initiative is about creating Role Models in societies around the world through sport.
Homkant at UN camp Sweden
Homkant with role models from 10 other countries at UN camp Sweden in 2017
Homkant is now a full-time staff member of Krida Vikas Sanstha in Nagpur. He regularly delivers coaching sessions to kids from different slums and rehabilitation projects. He was trained under Football Plus Programme, which was run by Homeless World Cup Foundation.

Scope of Sports Employment

According to NSDC skill gap estimates, India is short of 2 million coaches to achieve its 2022 goal for 26 elite sports. In addition to that, supporting trainers, medicine experts, psychologists and nutritionist are in short by 80,000. We are in short of 40,000 PE teachers every year. The sports goods industry has been in existence for more than a century in India and is pegged roughly at about USD 3.6 billion. Meerut and Jalandhar account for nearly 75% of the total production of sports goods in India and employ more than 4 lakh people. India exported sports goods worth around $180 million in 2015 growing by 17.2% year-on-year.
As for entrepreneurship and employment, sports startups are on the rise. Companies involved in sports infrastructure, data/ content aggregation, education and training, online retail, technology and online ticket booking are springing up. From ventures such as Smaash Entertainment and Kick which provide experiential infrastructure for playing outdoor games, to data analytics firms like SlamdunQ and Fantain providing information to help athletes improve their performance, tech startups in sports are on the rise. These startups are generating more avenues for sports employment in India.

Project Saarthi will equip rural youth care-leavers to secure jobs

The slowdown of the economy rendered youth hailing from shelter jobs over the age of 18, jobless and unable to manage their living expenses. While temporary relief through donations was available during the initial months, it has started dwindling and raised the requirement of a regular earning source for their sustenance. Youth care-leavers (youngsters who leave the shelter homes) lack awareness and exposure to career guidance, finding employment and work skills. As a result, they take up low-paying, odd jobs in the unorganized sector, which is one of the worst affected sectors during this pandemic.
Nonprofit organisation Muskurahat Foundation launched Project Saarthi with the aim to equip these youngsters to find employment on an emergency basis and work with them in the long term to identify and take steps towards building their choice of career. The long-term vision of the project is to support the youngsters in equipping them with life skills and mental health support to be able to uplift themselves from their current situation.
Due to the on-going Covid-19 situation, Muskurahat Foundation identified a pressing need of income source for a cluster of youth care-leavers in Kolhapur (youth of 18 years and above who are required to leave the care of shelter homes as per the JJ Act). An emergency job readiness training was conducted in Kolhapur for a pilot batch of 35 youngsters to help them identify and secure job opportunities in line with the current job trends. Parallel to this, the youngsters will be paired with one-on-one mentors to guide them in identifying their life goals and action plans to achieve it.
“As we explored this segment, we realised the lack of NGO penetration in Kolhapur and surrounding areas, a result of which is the lack of exposure for the children in shelter homes. These children anyway grow up with the absence of a family that takes care of your basic needs till the time they are able to earn their own living,” says Himanshu Goenka, Founder, Muskurahat Foundation. “The requirement was urgent and of their survival, we took quick decisions to support them in the interim to resolve their immediate requirements while keeping our focus on the long term that is to help them build quality lives for themselves.”
The day-long workshop was packed with identifying their existing skills and interests and matching it with the current availability of jobs in and around them. The participants were exposed to different avenues of finding jobs, preparing for application, job query and interview preparation, etc. All tangible takeaways that would help the participant to start their job search immediately and rationally. The need for on-ground training proved essential as the participants didn’t possess smartphones or reliable networks and to ensure their buy-in into the project.
With the pilot batch underway, the learnings are helping Muskurahat plan and execute more batches that will serve the large community of youth care-leaves currently in need in Kolhapur. Additionally, a scholarship is made available to all participants to take up skill-building courses to bridge their skill gap.
Disclaimer: This media release is auto-generated. The CSR Journal is not responsible for the content

Now you can clean up Corbett by adopting a village

Over 200,000 tourists came to Corbett Tiger Reserve in 2019 and left behind a mountain of waste for local villages to deal with. In January 2020, a tigress and her cubs were photographed chewing plastic drums in Corbett, but this is just one of the countless unnoticed incidents over the years.
Imagine a national park that’s famous for accumulating plastic waste more than its Tigers or Elephants. This is where Corbett might be headed if nothing is done. It’s no doubt that India’s first Tiger Reserve and Asia’s first National Park, Corbett is iconic for both national and international tourists. As tourist numbers boomed, so did the amount of solid waste.
Dehradun-based waste management NGO Waste Warriors has partnered with Wishonary to raise funds to clean up the forests and borders of Corbett Tiger Reserve in the Himalayan Terai Arc landscape. Since 2013, the team at Waste Warriors Corbett, initiated by local resident Minakshi Pandey and consisting of 9 local youth and 15 Self-help Group women, have managed to remove over 450 tonnes of solid waste in local villages like Dhikuli, Sunderkhal, and Kyari. Apart from over 450 clean-ups with 6500 volunteers, including with Forest and CTR authorities, the teams regularly engage villages and schools to change behaviours and build SWM (solid waste management) systems. But much more support is needed to continue their efforts.
Waste Warriors
Waste collection at Corbett Tiger Reserve
Their fundraising campaign, called ‘Adopt A Village’, aims to support grassroots efforts to reduce the environmental impact on animals and forests caused by habitat degradation and plastic waste pollution, by building systems for solid waste management in 20 villages around Corbett. This fundraiser will support the ongoing efforts of trained local underprivileged youth and women-led SHGs, thereby keeping villages and forests cleaner, reducing the impact of wildlife, and providing meaningful livelihoods at the same time.

Puspendu Mandal (Project Manager, Waste Warriors Corbett), says, “Most (people) don’t realize plastic pollution itself is also an unacknowledged pandemic. It is present in the air, water, and soil, building up in our environment. There’s a strong need to work together to prevent and solve this. Our work in Corbett shows how this can be done in rural areas across India.” Mandal was the Tourism Manager at MP’s famous Satpura Tiger Reserve.
On 17th July, Waste Warriors launched a fundraiser with Wishonary, a social enterprise and online platform that connects grassroots organizations and social workers with corporates and supportive individuals, with the intention of solving local development issues. COO Vivek Saxena, Wishonary adds, “Our partnership with Waste Warriors is an extension to our effort in creating community-level engagement for bringing social change. We wanted to share the true picture of wildlife conservation in our country and support waste warriors with the community that can enable Waste Warriors with financial support and visibility they need to save wildlife at Corbett.”
Waste Warriors hopes that people, especially wildlife enthusiasts, environmentalists, and even those who have experienced the beauty of nature reserves, will respond to this call to adopt a village and support a cleaner Corbett.
Disclaimer: This media release is auto-generated. The CSR Journal is not responsible for the content

ESG: GAIL featured in prestigious FTSE4Good Index Series

GAIL (India) Limited has been included in the prestigious FTSE4Good Index Series for the fourth time in a row, affirming the Company’s strong commitment towards Environmental, Social and Governance (ESG) practices in the Oil & Gas Sector. Created by the global index and data provider FTSE Russell, the FTSE4Good Index Series is designed to measure the performance of companies demonstrating strong ESG practices. The FTSE4Good indexes are used by a wide variety of market participants to create and assess responsible investment funds and other products.
GAIL Chairman & Managing Director Shri Manoj Jain said, “I am pleased that GAIL (India) Limited has been included in the FTSE4Good Index Series for the fourth year in a row. This is proof of our commitment towards sustainable development while also doing business responsibly and focusing on our stakeholders.” GAIL is striving to implement Sustainability initiatives across all sites of the company, he added.
FTSE Russell evaluations are based on performance in areas such as Corporate Governance, Health & Safety, Anti-Corruption and Climate Change. Businesses included in the FTSE4Good Index Series meet a variety of environmental, social and governance criteria. It ranks the largest global companies based on ESG performance and transparency in information disclosure.
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Report: IBM CSR is Ready for the Digital Economy

The digital revolution permeating every aspect of daily life has made it essential for the CSR domain to play catch-up or else be left out. This actuality rings true more so in the case of the digital economy since social projects rely on private and public funding. This evolution was necessary even before COVID-19 changed the definition of ‘normal’. In the post-pandemic world, it’s practically an emergency for tech companies to take up the baton of reinventing CSR to make the digital transformation easier for other companies. One global tech firm that has already been building organised systems in this regard is IBM. We take a look at how IBM CSR has taken the lead in using technology such as AI and cloud, techniques including agile and Design Thinking.
IBM is reinventing its Corporate Social Responsibility (CSR) practices to meet the emerging needs of communities around the world. Leveraging IBM’s latest technology, techniques, and talent, IBM CSR is empowering civil organizations and communities to equip themselves for the future. The CSR Journal presents below excerpts from a white paper outlining how IBM is reinventing CSR in the digital economy to achieve scaled impact across the world. Excerpts from the paper:

1. IBM’s approach to Corporate Social Responsibility

Through all community efforts, as through business pursuits, IBM seeks to provide meaningful leadership in creating solutions, bringing them to scale and making them sustainable. Corporate Social Responsibility programmes are good for business too — strong communities coincide directly with strong business outcomes.
IBM leverages what it does best to provide the most impact. IBM CSR practices are aligned with the IBM business model, which enables identification causes that the company is best suited to positively impact. This means choosing focus areas that are aligned to IBM’s business imperatives as well as utilizing IBM’s technology, tools, and IBMers’ talent to make a difference. IBM CSR focuses primarily on education and skills, where the technology, techniques, and talent of the company can make a true difference globally.

IBM social impact paradigm

Digital technologies have transformed the lives of billions, but in doing so have also changed the types of workforce skills demanded by various industries. The World Economic Forum states that required job skills will shift significantly by 2022. IBM CSR focuses on education and skills to prepare the current and future workforce to meet these demands; with special focus on underserved communities. As a leading technology company, there is not only a huge opportunity but also a duty to equip the workforce with the technological skills required to be successful in the evolving job market.
As Ginni Rometty, CEO of IBM, stated: “Ultimately, our challenge as a society isn’t about AI replacing jobs—it’s about people and skills. If we introduce new technology into the world but don’t equip our workforce with the necessary skills, we’re not living up to our obligation as responsible innovators”. With IBM’s expertise in AI, blockchain, cybersecurity, cloud, and a multitude of other rising technologies, the company is suited to leverage its combined resources to provide this education to communities in need.

2. IBM CSR in India

IBM CSR STEM for Girls
STEM for Girls India is the flagship programme of IBM CSR our country
STEM learning (short for science, technology, engineering & mathematics) is the key to innovation and the future. Girls are pushing the boundaries of traditional social restrictions, and with STEM learning, effective mentorship and career opportunities, they can thrive in the digital economy.
Among IBM’s efforts in this regard is STEM for Girls India, a 3-year CSR programme to help high-school girls throughout India by promoting digital literacy, coding/tech skills, career development, and girls’ empowerment. Its goal is to advance the STEM skills and career prospects of over 200,000 girls, as well as 100,000 boys. STEM for Girls India began in 2019, working with 10 states to reach over 600 secondary schools and 78,000 students.

https://youtu.be/YdmUET2bM_0

Schools need to break any ‘gendered notions of intelligence’ and encourage girls not only to learn science at secondary and higher levels, but also to pursue careers in STEM.”

– Manoj Balachandran, IBM India CSR leader
STEM for Girls India uses a multiyear learning curriculum, starting in eighth and ninth grades. Students get access to the latest technical knowledge, and an environment to test these skills in real-life situations. The initiative includes professional development for teachers, and IBMers are engaged as mentors throughout the year to provide girls with much-needed role models.

India’s huge talent pool has an amazing opportunity to contribute to our country’s tech prowess. IBM’s collaboration with state governments will help girls participate and become future-ready — better aligned with market shifts and industry needs.”

– Sandip Patel, IBM India/South Asia General Manager

3. Using Technology to Solve the Biggest Challenges

IBM embodies the idea of putting smart to work and is currently at the forefront of some of the most cutting-edge technology, including blockchain, AI, machine learning, and analytics. IBM CSR leverages those same cutting-edge technologies to enact Smart for Good, bringing the best in talent and technology to help people succeed and communities thrive. These powerful tools have empowered government, non-profit, and community partners to succeed in a changing digital landscape. By ensuring that innovations coming from the IBM business are readily available and transferable to IBM’s CSR work, the company will continue making an impact.

3.1 Case Study: Artificial Intelligence (AI)

United Way Worldwide (UWW) provides 2-1-1, a free, confidential service that helps people across North America find the local resources they need 24 hours a day, 7 days a week. When Hurricane Irma hit Florida in 2017, the 2-1-1 service was inundated with public inquiries. UWW requested assistance from IBM in determining how they could alleviate the strain on their call centres during such times. IBM developed a virtual agent, or chatbot, for them, using CARLA (Cognitive Automated Response Learning Agent) technology. CARLA uses AI to connect incoming callers with the right resources or people, learning over time to improve its outcomes.
When Hurricane Michael devastated the Florida panhandle in 2018, CARLA was quickly deployed to provide Florida residents with vital information — both in English and Spanish — about evacuation, shelters, food, medications, and applying for government assistance. Hundreds of people used CARLA following Hurricane Michael, and the technology will be available during disasters and crises in the future on 211.org and local 211 websites. IBM has also worked with United Way on a chatbot for their Louisiana 2-1-1 service with a vision to expand nationwide.

3.2 Case Study: Open Source

In 2018, IBM launched a $25 million, four-year IBM Code and Response effort to put open source technologies developed as part of coding challenges in the communities where they are needed most. As open source development makes source code publicly available, users can see how the software was designed, enabling a wide exchange of ideas to foster technological innovation and choice.
Call for Code, a Code and Response initiative, challenges teams of up to five participants to write code and leverage one or more IBM offerings to create solutions that can be deployed as a sustainable business model. The inaugural winner in 2018, Project Owl, developed an Internet of Things (IoT) and software solution to quickly activate a communications network, including after a disaster. The second annual winner, Prometeo, developed an AI-based platform to monitor and act on firefighter health and safety in real-time and over the long term.
Project Owl was the inaugural winner of IBM’s Call for Code challenge which has gone on to establish various sustainable models
Through Call for Code, IBM has the power to activate developer expertise and innovative ideas powered by IBM technology and furthered by open source communities. Additionally, dedicated campaigns are offered for university students and IBMers to participate. These competitions enable IBM to inspire, mobilize, and support target populations while developing skills and engaging employees to maximize impact.

3.3 Case Study: Data Analytics

Human Trafficking is the fastest growing criminal industry with $150 billion in annual profits and 40.3 million victims of modern slavery globally. Information about human trafficking comes from diverse sources, from local news, financial transactions, and the web to official government agency reports. IBM partnered with the National Center for Missing and Exploited Children, Deliver Fund, and Stop the Traffik to turn this information into actionable intelligence.
After two years of design and development, IBM, along with a multi-sector consortium of organizations announced the launch of the Traffik Analysis Hub (TA Hub) – an international data sharing and analytics platform to disrupt human trafficking. Nonprofits, law enforcement, and financial institutions are using the TA Hub to share vital data on trafficking and applying IBM’s Watson AI and other tools to analyze blended data to uncover hotspots and routes that have not been evident before. With IBM i2 software, teams can visually analyze trends and hotspots and use this information to target awareness programmes that ultimately help disrupt human trafficking.

4. Using Talent to Solve Big Problems

Rather than following an approach in which only dedicated employees carry out values-driven work, IBMers across the company deliver social impact. This helps maximize the force of efforts and holds everyone accountable to shared goals. While IBM CSR coordinates the global corporate responsibility portfolio, local leaders across the company manage social impact initiatives optimized for their geographies and industries.
IBM provides a spectrum of social impact opportunities – from long term engagements such as participating in IBM Service Corps or delivering IBM innovation grants to strategic nonprofits, to smaller activities that are aligned with the business and IBMers individual interests.

4.1 Case Study: IBM Volunteers

IBM enables its employees to give back to the communities where they live and work through volunteerism and donations. The IBM Volunteers global programme helps active and retired employees apply their professional skills to community needs with a wide range of resources to organize and deliver effective volunteer support. Since its inception in 2003, the CSR programme has recorded 22 million volunteer hours across 94 countries.
In 2018, IBM decided to build upon the flagship IBM Volunteers programme by aligning the programme with IBM’s smart technology and transforming the experience for both volunteers and beneficiaries. IBM.org, a new centralized social impact platform that launched in 2019, was designed for an engaging experience that connects IBMers to global CSR opportunities using data and insights. It simplifies and celebrates IBMer giving and volunteering, providing a single destination for IBMers to learn about and actively participate in the company’s social impact programmes.
IBMers can easily view a comprehensive list of thousands of opportunities in their local community, filter based on personal interest and location, and sign up to volunteer directly through the platform. In the same platform IBMers can seamlessly track giving and volunteering milestones and connect with peers across the globe while also learning about powerful stories of IBMers and community partners putting #GoodTechIBM to work around the world. IBM.org was deployed globally using a combination of DevOps capabilities for rapid sprints and agile engagement with users for testing, adoption and scalability. The most recent Net Promoter Scores (NPS) are in the high 70s.

5. IBM Design Thinking

At the heart of the company’s approach to human-centred experiences is IBM Design Thinking, a framework to solve users’ problems at the speed and scale of the modern digital enterprise. The IBM Design Thinking Framework stems from three underlying principles:
1) Focusing on user outcomes, which drives business by helping users achieve their goals.
2) Restless reinvention, for which IBM designers counsel to “treat everything as a prototype.” By continually iterating through a loop of “observe, reflect, and make,” IBMers are always moving toward great outcomes for their users and clients.
3) Engaging diverse empowered teams, to enable faster progress. Design Thinking teams at IBM must have a diverse composition of expertise, backgrounds, experience levels, gender, race, ability, and age. These teams are equipped with the expertise and authority to deliver outcomes without relying on others for leadership or technical support.

5.1 Case Study: IBM Service Corps Redesign

For more than 10 years, the IBM Service Corps programme gave IBM’s most talented employees the chance to help communities around the world tackle complex problems. Teams of 8 – 15 members from across IBM partner for four weeks with nonprofit, government, educational, and civic leaders to address high-priority issues such as education and skills, health and disaster preparedness.
IBM design thinking
IBM Design Thinking
In working to uphold the programme’s relevance and sustain its impact into the future, IBM CSR used Design Thinking workshops to envision how IBM could make the programme more accessible to a broader group of IBMers by scaling participation and simultaneously improving user experiences.
The team brought together over 100 IBM Service Corps alumni, prospective participants, and program staff over several workshops across the world. Working with these diverse stakeholders, IBM was able to successfully identify user pain points and build out a roadmap for the future and identify the stepping stones needed to achieve this vision, ensuring maximum impact for beneficiaries and employees alike. For example, by focusing on user needs, it became clear that providing both international and local volunteer opportunities would open the IBM Service Corps engagement model to thousands of other IBMers.
Further, the workshops demonstrated the power of alumni supporting participants, and they are now engaged for project scoping and providing local guidance when teams deployed close by. By using Design Thinking to regularly re-engaging participants, IBM will ensure that the programme continues to get feedback from various stakeholders and iterate as needed.

6. Collaborating to Build Better Outcomes

Corporate Social Responsibility at IBM is designed to enable IBMers to have a positive impact on the world. As such, CSR of IBM is engaged in a co-creation exercise with employees to build opportunities to create social impact for the future. The objective of this exercise was to gain buy-in during a period of significant change, improve the employee experience through more personalized programmes, and identify change agents to roll out the new strategic CSR vision.
The exercise resulted in an overwhelmingly positive response from IBMers and covered a diverse population – over 60 countries and 50 business units. This wide-reaching participation equipped management with specific insights to leverage as they continue to implement the CSR strategy. For example, an insight discovered through the exercise revealed that remote workers want in-person volunteer experience as this in-person interaction with fellow IBMers is something they feel they are missing in their regular work schedule. Overall, the IBMer co-creation exercise identified employee areas of interest and insights at scale allowing leadership to engage with employees and utilize these insights to redesign CSR programmes to be more impactful.

6.1 Case Study: SkillsBuild

SkillsBuild is IBM CSR’s new digital experience platform that provides job seekers, including the long-term unemployed, refugees, asylum seekers and veterans, with career-fit assessments, training, personalized coaching and the experiential learning they need to re-enter the workforce. Skillsbuild is available for users who register through local nongovernmental organizations (NGOs). It provides personalized coaching and experiential learning as well as IBM Digital Badges, which strengthen digital resumes and connect skills to real job listings. The CSR programme goes the final mile to present users with employment opportunities.
Skillsbuild
IBM SkillsBuild platform imparts free skills, job and career growth learning
The underlying architecture of SkillsBuild.org based in the latest microservices: Kubernetes and dockers configuration technology allows plug ’n play flexibility for partners’ integration and unprecedented personalization for users. SkillsBuild is built on an open ecosystem through four different types of partnerships:
— Content providers in the microlearning, gaming, and coding spaces.
— Technology partners including My Inner Genius for assessments, Credly’s Acclaim badging platform, and Crowdsift for projects and coaching interface.
— Other companies that offer content, mentors, project opportunities, and employment opportunities.
— NGOs that serve as both go-to-market enablers, bringing their beneficiaries to the platform, and as beneficiaries for their own development and transformation.
The starting point for partner-driven engagements is to leverage existing relationships where a level of trust is already established. For SkillsBuild, IBM CSR drew on the relationship network of CSR managers in different countries (France, Netherlands, United Kingdom, Germany, Philippines, Turkey and India) to secure the first partners for SkillsBuild. After that, targeted engagement was helpful to get traction with new organizations who heard what IBM CSR was doing with existing partners and wanted to get engaged. “It was a contagious effect and happened very quickly” stated Lisa Neddam, IBM’s SkillsBuild lead.
Most importantly, co-creation with partners allowed SkillsBuild to increase its impact on beneficiaries. As every stakeholder knows something about end-users, using a shared vision and success metrics will enable an optimized approach. Co-creation allowed SkillsBuild stakeholders to come together and share knowledge to create something better than any of the individual organizations could have created alone.

7. IBM CSR is maximizing impact

The goal of scaling impact is to make a meaningful and sustainable impact by reaching greater numbers of people. Three CSR pillars (business alignment, user-centricity, and partnerships) underpin the strategies to scale key CSR programmes. Currently, IBM’s P-TECH program is spreading to many locations and also expanding through a growing partner base.

7.1 Case Study: P-TECH

Pathways in Technology Early College High Schools (P-TECH) are innovative public schools spanning grades 9 to 14 that bring together the best elements of high school, college and career.
P-TECH started in 2011 in Brooklyn (USA) as a partnership between IBM, the NYC Department of Education, and NYC College of Technology. Since then, IBM has opened hundreds of other schools in 24 countries in collaboration with key education and industry partners. Within six years, students graduate with a no-cost associate degree in applied science, engineering, computer science or other competitive STEM disciplines, along with the skills and knowledge needed to continue studies or step easily into high-growth, new collar jobs.
Some of the P-TECH graduates will move on to new collar jobs, ranging from associate analyst to digital design developer. Others plan to pursue their bachelor’s degrees, and some will do both — maintaining jobs that use the skills they gained in the programme while furthering their education. There are currently 25 P-TECH graduates working full-time at IBM in New York, Georgia, North Carolina and Virginia. Some of these graduates are participating in IBM’s industry-leading apprentice programme, and more graduates are in the hiring pipeline. At Brooklyn P-TECH, the on-time graduation rate is four times the national average, and five times the national average for low-income students.
Critically, P-TECH is not a simple add-on programme to enhance curriculum, but rather a structural transformation model that merges high-school with technical university offerings to offer free-of-cost dual graduation opportunities to students in underserved communities. P-TECH uses IBM’s CSR values as guiding principles. By leading the upskilling of students in technology, IBM is helping the technology industry adapt and prepare for the unprecedented demand for tech skills.
Educators at P-TECH schools believe deeply in the mission of putting users first, and therefore use Design Thinking activities to ensure that they are meeting the needs of their students. Notably, students from low-income communities that deal with a variety of issues outside the classroom. It is critical that, teachers understand their students at the individual level and pull in the right stakeholders and learning to cater teaching to those students.
P-TECH schools were built in collaboration with hundreds of partners, from educators to policymakers industry and nonprofits. By engaging diverse stakeholders, each with a different area of expertise, the company was able to ensure the ongoing success of P-TECH schools around the globe. Co-creation amongst the many partners has allowed P-TECH schools to scale across the world, growing and changing to meet the needs of diverse student populations.

8. In conclusion

Aligning CSR programmes at the state or national level is a big enough challenge in itself. IBM CSR is pulling off the feat of aligning all its social projects in multiple areas of operations across the world with the same core values and embedding cutting-edge tech into the mix. IBM is considered a leader in corporate responsibility because it understands what is required to actualize its values, not only with clients, employees, and shareholders, but with the world at large. Making its social impact platforms and offerings (such as source code) available publicly generates goodwill not only among the public but also among other socially responsible companies that could replicate its models for the greater good.

Disclaimer: The contents of this report are largely excerpts of a white paper (written as a co-creation of the IBM CSR Team, under the orchestration of Michael Jacobs, Business Strategy Leader, IBM CSR). Published with permission

Engaging businesses to tackle marine plastic waste

In every marine and coastal environment on earth, plastic litter threatens the environment, human health, and business. The threat has been exacerbated by a spike in the use of single-use plastics due to the COVID-19 pandemic. At the High-Level Political Forum this week, UNEP within its Global Programme of Action for the Protection of the Marine Environment from Land-Based Activities/Global Partnership on Marine Litter (GPA/GPML) convened key global actors – from government and the private sector  working on combatting marine litter through a crucial front: Engaging industry.
To date, involvement by industry has been a mixed bag. While some industrial actors are seen as historic culprits of ocean pollution, others are innovating on modes of production and consumption, waste management and digital approaches. UNEP Executive Director Inger Andersen acknowledged that “Industry has a real opportunity to step up, lean in, and take responsibility.”
Simon Bennett, whose China Navigation Company and Swire Pacific Offshore Operations are leaders in the field of waste management through the Moana Taka Partnership, echoed her: “We need business to make this our day job.” Nicholas Holmes of IBM talked of SAM, an “AI human who lives on the internet” and can spend his time providing guidance to people about how to prevent marine litter. SAM is part of a larger digital toolkit being developed by UNEP, GPML, Science-Policy-Business Forum, and the Citizen Science Global Partnership. It involves data integration tools and multi-sector collaboration platforms to share information on marine litter.
There was consensus that we are entering a new phase of engagement with industry, one that governments are keen to scale. Dag-Inge Ulstein, Norway’s Minister of International Development, spoke of his government’s upcoming report on how industry can create the framework for healthy oceans, while H.E. Wallace Cosgrow, Seychelles’ Minister of Environment and Co-Chair of GPML noted that because “the entire value chain of plastic is a trans-boundary issue,” we must work to merge the disparate work being done on the ground into a shared vision.”
Lorna Innis, Coordinator of the Caribbean Environment Programme and Cartagena Convention Secretariat of Africa, made a call to action to unite private and public-sector interests: “We need to make real space, not token space, for industry and private sector actors,” she said. “Industry and the private sector have indicated they are ready. We need to open the door.”

Source: UNEP

Wrogn joins hands with Animal Planet to shine light on endangered species

USPL’s apparel line Wrogn, in association with wildlife channel Animal Planet, is launching a new collection – Animal Planet X WROGN. The apparel range aims to shine light on the cause of endangered species. Conceptualised by Black White Orange, Animal Planet’s licensing arm, each style in the range portrays an endangered animal including the Tiger, Sea Turtle, Gorilla, Sumatran Elephant and Panda, amongst others.
“I’ve been associated with Wrogn since inception and we take some exciting initiatives season after season. I couldn’t be happier that Wrogn is taking a step in the direction of creating awareness around animal endangerment,” said cricketer Virat Kohli, the face of WROGN. Megha Tata Managing Director – South Asia, Discovery, said, “Animal Planet has been striving hard to drive attention towards the importance of saving the endangered species in impactful ways. We are confident that this innovative collaboration with WROGN for this inspirational apparel line will help in spreading the message of conservation of endangered species as well as the wildlife.”
Speaking about the collaboration, Anjana Reddy – CEO, Universal Sportsbiz Pvt. Ltd said, “Animal endangerment is real. It’s a pressing issue and I’m aware that it really bothers the youth all over the world. We like the essence of this collaboration with Animal Planet as it enables people to wear their cause that they feel so strongly about and spread the word at the same time. The Rorschach art design is very interesting and hard to miss.”
Adds Bhavik Vora, Founder & CEO, Black White Orange Brands Pvt. Ltd, “What better way to spread awareness on endangered species among the youth of today, than collaborate with leading players in the segment – WROGN and Animal Planet. We worked closely with the Animal Planet team for almost a year, to conceptualize the art that you see on the range and it’s fantastic to see it come to life.”  
Disclaimer: This media release is auto-generated. The CSR Journal is not responsible for the content

Citizen Social Responsibility (CSR): Classrooms turn Covid War-Zone for Students

Image by fernando zhiminaicela from Pixabay
I am writing this article with the hope that after reading it, all of us together fight for the rights of our children and take it to a positive, logical conclusion.
A misleading situation still remains regarding exams. In view of the present Covid-19 pandemic, all government and non-government institutes, private institutions, schools, colleges are either closed or operating with a minimum attendance. From our Prime Minister to the Chief Ministers, MPs,  MLA’s to Corporators, everyone is very well aware that they have to take utmost care of their safety and health. So, they are all following strict social distancing. At such a time, is the exam assessment of children for one year so important that pressure is being built on them to sit for examinations despite serious risk to their lives?
Students were eagerly waiting for the new exam guidelines by the University Grants Commission (UGC). Ending this wait, UGC has created a superstorm by releasing the new guidelines for universities on conducting final-year examinations. The commission’s insistence on online or pen-paper or a blend of the two modes in conducting examinations, although with a much-delayed timeline, has been widely criticised. Punjab, Maharashtra, West Bengal, Delhi, Odisha and Tamil Nadu have already raised objections. Uttar Pradesh has announced that its universities will hold examinations irrespectively. Delhi University students have termed the decision arbitrary and discriminatory, and have challenged it in the Delhi High Court.
In April 2020, UGC constituted a committee of experts. The committee was to discuss and recommend matters relating to examinations and academic calendars. Based on the report of the committee, UGC released a guideline related to examinations and the academic calendar on 29 April 2020.
Before this information was revealed, there was a demand for cancellation of examinations in universities. This demand was made by a committee of the University Grants Commission. Looking at the situation of the Covid-19 pandemic at that time, it was expected that the results of the final year would be given on the basis of the marks of the previous examination.
After receiving the new guidelines, all the universities and colleges started an uproar. In such a situation, the University Grants Commission approached the universities to give the status of the conduct of examinations. UGC received responses only from 755 universities with regards to the final year exams. About 560 of these universities have either conducted the exams or were reconsidering it. There are still about 168 universities that have not decided on the final year examinations. UGC has also reported that 27 private universities established during 2019-20 are not valid for the final year examination.
Later a committee of experts was again urged to review the guidelines and suggest options for examinations, admission to colleges and universities and start of a new academic session as the cases of Covid-19 were still increasing.
The committee submitted its report which was recently discussed and approved by the UGC. According to the new guidelines, it is compulsory to conduct final year/ semester examinations in all universities. These guidelines of the UGC will affect those released on April 29. Earlier these exams were scheduled to be held in the second week of July but now it has been pushed to the month of September.
It was wrongly assumed that the final year results would be prepared on the basis of the earlier exam and internal assessment on the lines of other semesters/term but now the commission has put an end to all rumours and has made it clear that examinations will be conducted.
Soon after UGC released the latest guidelines, Maharashtra Cabinet Minister, Aaditya Thackeray filed a petition in the Supreme Court on 18th July in which the UGC’s decision to conduct final year examinations before 30 September has been challenged. In his petition, he cited such a decision as inhumane and unimaginable amidst the ongoing war with the Coronavirus, also citing the current state of mind of students and parents. Strangely, this issue has been raised by a young leader and our intellectuals, educationalists and the central government choose to stay quiet. There has been a lot of uncertainty and speculation ever since all educational institutions, including schools, colleges and universities, were locked down in March. The month of March-April is very important for students from the examination point of view and so, all the courses under universities are still awaiting proper orders and guidelines.
The students are in a dilemma whether they should focus on their final year exams or start preparing for their higher education and competitive exams. There is confusion in their minds if the certificates given by universities/colleges without appearing for exams will be valid in other states, all institutions and for appearing in various competitive exams.
After the first case of Covid-19 was detected in India in January 2020, the government was determined not to allow its spread in the country. The central government had to order a lockdown in the entire country in March. The education system of the country was hugely affected with this decision. The central government gave a clear order to all the states for a complete lockdown, and requested the state governments to postpone all examinations scheduled for this year. Despite a lot of efforts and precautions, the Covid-19 pandemic has spread its wings across the country in a big way and the situation has only worsened.
UGC and the states, since then, have been inconsistent in their approach and thought process, giving different time limits, different guidelines and different decisions on conducting examinations. For example, Karnataka CET exams have been scheduled on 30-31 July despite the rise in Covid-19 in Bengaluru. Students and parents are struggling with the outbreak of the epidemic and are raising their voices against it. The Rajasthan government decided to cancel the annual examinations last month and the final results were to be released on the basis of internal tests. The Punjab and Haryana governments had also proposed to cancel the examinations. The same decision was also made for states like Gujarat and Karnataka.
Even in the states most affected by the Covid-19 epidemic, the government in June passed the order to cancel the examinations and declare the results on the basis of internal tests. However, this decision came after a lot of ups and downs in Maharashtra. Maharashtra Education Minister, Uday Samant, said that it is not possible to conduct online or offline examinations due to rising cases of coronavirus in April-May. He feared that the health and security of students and their families will be at stake. However, no clear instructions have been issued for degree students till date.
UGC again brought out a new order last week to put the students in a state of confusion and shock. As per the most recent guidelines, the examinations evaluate students’ lives better and are necessary for the all-round development of talent. But given the deadly form of the epidemic, both the students and parents are not ready to risk the lives of their families and want the intervention of the Central government on this matter.
It has also been said that students with doubtful symptoms will be able to sit separately and appear for the exam. Are you serious? The common man is worried today for his child. The doors of temples have been closed to avoid crowd gatherings but the locks of the schools are being opened for examinations? Such a ridiculous and unimaginable rule! Where the 138 crore population is imprisoned in their homes for fear of a micro virus, there is so much fuss with regard to the lives of children. This is the time for the Central government to intervene. If we are one country and one Constitution, then why is the Central government – in coordination with the state governments – unable to come up with a common, safe, secure and logical solution for the students? If our Honourable Prime Minister can bring the whole nation together with applause and lamps to fight the Covid-19 pandemic, then why is he still silent on this very important and delicate issue?
This is an Emergency-like situation and we can’t take the lives of our youth for granted. If the pandemic continues, we might also need to implement a new education system in the country. ‘No examination is better than risking lives’. Do we really need to debate on this? Everyone is worth their lives. Shouldn’t it be that first, all government departments, corporate offices resume work with 100% attendance and only then we consider sending our children to schools and colleges and letting them appear for exams?
Even while I am writing this article, I wonder why this carelessness with children? Are even 50% of the parents ready to follow the latest UGC guidelines? No. They are confused and worried about an uncertain future for their children. On one hand, while questions are being raised about the recent decision of the UGC in the Maharashtra government, the epidemic is at its peak. States like Assam are facing a double whammy of floods and epidemics, on the other hand, political games are being played, defections and horse-trading is rampant in Rajasthan. I wonder if this state, and also our country, has become corona-free, so some are playing the game of politics in their free time? Is the Central government putting its pieces on this board? If not, what is it doing to stop it? Maharashtra Youth Leader Aaditya Thackeray has raised a legitimate question “Are UGC decisions for another planet?” Why such negligence with the hands in which to hand over the reins of our future?
In the event of a disaster of this scale, the country expects our Honourable Prime Minister to lead from the front and take a wise and far-sighted decision. This issue is directly related to his pro-youth approach. The Prime Minister has given an important place to the youth, education and their problems. Under his leadership, the importance of education in the country has grown manyfold. So naturally, both the students and the parents are expecting a meaningful step for their problem.
Before taking the important decision of the lockdown, our Prime Minister met Chief Ministers of all the states through videoconferencing and after taking their opinions, took the important decision. When an anti-China decision can be made against the encroachment under the strong leadership of our Prime Minister, then why no concrete steps are taken in this case? In the last few years, the central government has taken many big decisions in the interest of the country and has ensured that the decisions take the form of reality rather than being up in the air.
Is it appropriate to take such a big risk? Is it necessary to push the navigators of the country in this experiment? Can a few hours of examinations really determine the competence, performance and credibility that is necessary for global acceptability? It is a matter of concern that our education system still continues to be exam-centric and these guidelines fail to take into account the fact that the validity of exams fundamentally depends on their reliability. Most examinations in India merely test an ability to recall facts or information rather than an understanding of those facts or an ability to use them in practical situations. The Central government needs to take the right decision keeping these factors in mind. This matter ideally should have been settled between the public and the government instead of the Supreme Court. It shows the apathy of our system, the need to present such sensitive issues before the court.
This is an issue that should be decided by the mind and heart rather than the Constitution.

Amit UpadhyayThe author, Amit Upadhyay, is Editor-in-Chief of The CSR Journal 

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CSR News: PNB launches Nationwide Campaign to Fight COVID-19

India’s second largest Public Sector Bank, Punjab National Bank (PNB) has launched a nationwide initiative to combat the spread of COVID-19, complementing the Government of India’s extensive efforts to contain challenges and risks posed by the growing pandemic.
Honourable Union Minister for Health and Family Welfare, Science and Technology, and Earth Sciences, Dr. Harsh Vardhan inaugurated the campaign at Nirman Bhawan, New Delhi. The initiative is launched as PNB’s Corporate Social Responsibility (CSR) campaign and it will entail providing COVID-19 related prevention materials like masks, sanitizers, etc. across India in 662 districts.
The Honourable Union Minister, Dr. Harsh Vardhan said, “This is a great initiative, taken by Punjab National Bank, to distribute the COVID-19 precautionary kits nation-wide. PNB has a distinguished history of undertaking such an act of kindness. This initiative of PNB will inspire public and private institutions to come forward and help the citizens of our country, not only to fight the pandemic but also to come out healthy and strong.
On behalf of the Ministry of Health, I would like to thank PNB and its officials for supporting and fighting this pandemic together.”
Commenting on PNB’s biggest CSR effort so far, Shri CH SS Malikarjuna Rao, Managing Director and Chief Executive Officer, said, “The Honourable Minister, Dr. Harsh Vardhan is in forefront of the fight against COVID-19 and we are certain that the country will soon come out of this pandemic under his capable leadership. We are highly obliged that he took his valuable time for the Bank’s noble cause. On this occasion, we also assure him that Punjab National Bank is committed to play its role in this difficult time.”
Besides the MD and CEO, other senior officials, Executive Director, Dr. Rajesh Kumar Yaduvanshi and Chief General Manager Shri B N Mishra were also present at Nirman Bhawan for the inauguration of the campaign. The same campaign was launched at 5 locations simultaneously. Further Bank’s 22 zonal offices across the nation also marked their presence through live video conferencing.
Disclaimer: This media release is auto-generated. The CSR Journal is not responsible for the content

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