11.vol 0003www.iiste.org call for paper no 2 pp 180-201

Issues in Social and Environmental Accounting
Vol. 3, No. 2 Dec 2009/Jan 2010
Pp 180-201
Corporate Social Performance
of Indian FMCG Companies
Introduction of CSR, framework and Karmayog CSR Ratings with
three top Indian FMCG companies CSR initiatives
Saeed Khan
The Jamnalal Bajaj Institute of Management Studies, Mumbai
India
Abstract
Effective Corporate Social Responsibilities or CSR initiatives shall be taken keeping all the
stakeholder’s issues in mind including the legal, ethical, commercial and other expectations
society has for the business. CSR initiatives in India are now taken by many companies. Espe-
cially for the FMCG companies, where the major challenge is reduction of packaging materials,
these companies are doing work in the field of Environment, Health care, Education, Commu-
nity welfare, Women's empowerment and Girl Child care. Companies like Hindustan Unilever
started work on CO2 reduction also. The websites of these companies are providing informa-
tion about their CSR initiatives but are found not updated regularly. For checking their CSR
performance, Karmayog Rating is taken. The rating gives good insight on CSR ratings of major
FMCG companies of India. The method of calculating the rating also discussed. In appendices,
India’s top three major FMCGs companies overall CSR initiatives are discussed.
Keywords: Corporate Social Performance, Indian Companies, Corporate Social Responsibil-
ity, CSR Ratings
Saeed Khan is a lecturer at The Jamnalal Bajaj Institute of Management Studies, Mumbai 164, Backbay Reclamation,
HT Parekh Marg, Mumbai 200 020, India, email: saeed@aol.in
Corporate Social Responsibility
– An Introduction
What is CSR?
Corporate Social Responsibility (CSR)
is viewed as a comprehensive set of
policies, practices and programs that are
integrated into business operations, sup-
ply chains, and decision-making proc-
esses throughout the organization –
wherever the organization does business
– and includes responsibility for current
and past actions as well as future im-
pacts. CSR involves addressing the le-
gal, ethical, commercial and other ex-
pectations society has for business, and
making decisions that fairly balance the
claims of all key stakeholders. Effective
CSR aims at “achieving commercial
success in ways that honour ethical val-
ues and respect people, communities,

181 S. Khan / Issues in Social and Environmental Accounting 2 (2009/2010) 180-201
and the natural environment.” Simply
put, it means “what you do, how you do
it, and when and what you say.” Several
terms have been used interchangeably
with CSR. They include – business eth-
ics, corporate citizenship, corporate ac-
countability, sustainability and corporate
responsibility. The issues that represent
an organization’s CSR focus vary by
size (small, medium and large), sector
(for example, financial institutions, in-
frastructure providers, textile manufac-
turers, agri-producers, supermarket re-
tailers, etc.) and even by geographic re-
gion. In its broadest categories, CSR
typically includes issues related to busi-
ness ethics, community investment, en-
vironment, governance, human rights,
the marketplace and the workplace.1
Defining the CSR
Corporate Social Responsibility is a con-
cept whereby companies integrate social
and environmental concerns in their
business operations and in their interac-
tion with their stakeholders on a volun-
tary basis. ‘European Commission’ and
the commitment of business to contrib-
ute to sustainable economic develop-
ment, working with employees, their
families, the local community and soci-
ety at large to improve their quality of
life.' World Business Council on Sus-
tainable Development.2
“Social responsibility (is the) responsi-
bility of an organisation for the impacts
of its decisions and activities on society
and the environment through transparent
and ethical behaviour that is consistent
with sustainable development and the
welfare of society; takes into account the
expectations of stakeholders; is in com-
pliance with applicable law and consis-
tent with international norms of behav-
iour; and is integrated throughout the
organisation.”3
As CSR issues become increasingly in-
tegrated into modern business practices,
there is a trend towards referring to it as
“responsible competitiveness” or
“corporate sustainability.”
A key point to note is that CSR is an
evolving concept that currently does not
have a universally accepted definition.
Generally, CSR is understood to be the
way companies integrate social, environ-
mental and economic concerns into their
values, culture, decision making, strat-
egy and operations in a transparent and
accountable manner and thereby estab-
lish better practices within the company,
create wealth and improve society. As
issues of sustainable development be-
come more important, the question of
how the business sector addresses them
is also becoming an element of CSR.
Above all, CSR is about sensitivity to
context—both societal and environ-
mental—and related performance. It is
about moving beyond declared inten-
tions to effective and observable actions
and measurable societal impacts. Per-
formance reporting is all part of trans-
parent, accountable—and, hence, credi-
ble—corporate behaviour. There is con-
siderable potential for problems if stake-
holders perceive that a company is en-
gaging in a public relations exercise and
cannot demonstrate concrete actions that
lead to real social and environmental
benefits.
1
(Research Capsule: The Status of Corporate Social
Responsibility in India – A Note by Environmental Man-
agement Centre (May2005) p1)
2
Corporate Watch Report (2006); "What’s wrong with
Corporate Social Responsibility?" p5
3
Working definition (February 2007), ISO 26000
Working Group on Social Responsibility, Sydney

S. Khan / Issues in Social and Environmental Accounting 2 (2009/2010) 180-201 182
CSR can involve a wide range of stake-
holders
A corporation’s stakeholders can in-
clude: shareholders, non-governmental
organisations, business partners, lenders,
insurers, communities, regulators, inter-
governmental bodies, consumers, em-
ployees and investors.
Importance of CSR for the companies
Many factors and influences have led to
increasing attention being devoted to the
role of companies and CSR.
These include:
Sustainable development
Globalization
Governance
Corporate sector impact
Communications
Finance
Ethics
Consistency and Community
Leadership
Business Tool
A 2004 GlobeScan CSR survey of more
than 23,000 individuals in 21 countries
suggests that the public expects more
from the corporate sector:
In industrialized countries, trust in do-
mestic (49% ) and global companies
(38%) was lower than that of non-
governmental organizations (68%), the
United Nations (65%), national govern-
ments (52%) and labour unions (50%).
While more recent surveys, including
the 2007 Edelman Trust Barometer
show a rise in public trust in business,
trust in CEOs remains low. For their
part, CEOs see the importance of sus-
tainability and CSR.
According to the 10th Pricewaterhouse-
Coopers Annual Global CEO Survey, 81
per cent of CEOs surveyed (between
September and December 2006) agreed
or agreed strongly with the statement:
“My company s development pro-
gramme focuses increasingly on equip-
ping leaders to take a role in creating a
sustainable business environment.” A
similar percentage of respondents in a
U.S. Chamber of Commerce survey con-
ducted in late 2005 agreed that compa-
nies need to make corporate citizenship
a priority.
Potential benefits of implementing a
CSR approach
The key potential benefits for companies
implementing CSR include:
Better anticipation and management of
an ever-expanding spectrum of risk. Ef-
fectively managing governance, legal,
social, environmental, economic and
other risks in an increasingly complex
market environment, with greater over-
sight and stakeholder scrutiny of corpo-
rate activities, can improve the security
of supply and overall market stability.
Considering the interests of parties con-
cerned about a company’s impact is one
way of better anticipating and managing
risk.
Improved reputation management. Or-
ganizations that perform well with re-
gard to CSR can build their reputation,
while those that perform poorly can
damage brand and company value when
exposed. Reputation, or brand equity, is
founded on values such as trust, credibil-
ity, reliability, quality and consistency.
Even for companies that do not have
direct retail exposure through brands,

their reputation for addressing CSR is-
sues as a supply chain partner— both
good and bad—can be crucial commer-
cially.
Enhanced ability to recruit, develop and
retain staff. This can be the direct result
of pride in the company’s products and
practices, or of introducing improved
human resources practices, such as
“family-friendly” policies. It can also be
the indirect result of programs and ac-
tivities that improve employee morale
and loyalty. Employees are not only
front-line sources of ideas for improved
performance, but are champions of a
company for which they are proud to
work.
Improved innovation, competitiveness
and market positioning. CSR is as much
about seizing opportunity as avoiding
risk. Drawing feedback from diverse
stakeholders can be a rich source of
ideas for new products, processes and
markets, resulting in competitive advan-
tages. For example, a company may be-
come certified to environmental and so-
cial standards so it can become a sup-
plier to particular retailers. The history
of good business has always been one of
being alert to trends, innovation, and
responding to markets. Increasingly,
mainstream advertising features the en-
vironmental or social benefits of prod-
ucts (e.g., hybrid cars, unleaded petrol,
14 ethically produced coffee, wind tur-
bines, etc.).
Enhanced operational efficiencies and
cost savings. These flow in particular
from improved efficiencies identified
through a systematic approach to man-
agement that includes continuous im-
provement. For example, assessing the
environmental and energy aspects of an
operation can reveal opportunities for
turning waste streams into revenue
streams (wood chips into particle board,
for example) and for system-wide reduc-
tions in energy use, and costs.
Improved ability to attract and build
effective and efficient supply chain rela-
tionships. A company is vulnerable to
the weakest link in its supply chain. Like
-minded companies can form profitable
long-term business relationships by im-
proving standards, and thereby reducing
risks. Larger companies can stimulate
smaller companies with whom they do
business to implement a CSR approach.
For example, some large apparel retail-
ers require their suppliers to comply
with worker codes and standards.
Enhanced ability to address change. A
company with its “ear to the ground”
through regular stakeholder dialogue is
in a better position to anticipate and re-
spond to regulatory, economic, social
and environmental changes that may
occur. Increasingly, companies use CSR
as a “radar” to detect evolving trends in
the market.
More robust “social licence” to operate
in the community. Improved citizen and
stakeholder understanding of the com-
pany and its objectives and activities
translate into improved stakeholder rela-
tions. This, in turn, may evolve into
more robust and enduring public, private
and civil society alliances (all of which
relate closely to CSR reputation, dis-
cussed above). CSR can help build
“social capital.”
Access to capital. Financial institutions
are increasingly incorporating social and
environmental criteria into their assess-
ment of projects. When making deci-

sions about where to place their money,
investors are looking for indicators of
effective CSR management. A business
plan incorporating a good CSR approach
is often seen as a proxy for good man-
agement.
Improved relations with regulators. In a
number of jurisdictions, governments
have expedited approval processes for
companies that have undertaken social
and environmental activities beyond
those required by regulation. In some
countries, governments use (or are con-
sidering using) CSR indicators in decid-
ing on procurement or export assistance
contracts. This is being done because
governments recognize that without an
increase in business sector engagement,
government sustainability goals cannot
be reached.
A catalyst for responsible consumption.
Changing unsustainable patterns of con-
sumption is widely seen as an important
driver to achieving sustainable develop-
ment. Companies have a key role to play
in facilitating sustainable consumption
patterns and lifestyles through the goods
and services they provide and the way
they provide them. “Responsible con-
sumerism” is not exclusively about
changing consumer preferences. It is
also about what goods are supplied in
the marketplace, their relationship to
consumer rights and sustainability is-
sues, and how regulatory authorities me-
diate the relationship between producers
and consumers.
According to the 10th Pricewaterhouse-
Coopers Annual Global CEO Survey, 81
per cent of CEOs surveyed (between
September and December 2006) agreed
or agreed strongly with the following
statement:
“My company’s development pro-
gramme focuses increasingly on
equipping leaders to take a role in
creating a sustainable business envi-
ronment.” A similar percentage of
respondents in a U.S. Chamber of
Commerce survey conducted in late
2005 agreed that companies need to
make corporate citizenship a prior-
ity.”
There is general evidence that compa-
nies are beginning to benefit from their
CSR activities. This can be seen from
such things as positive media profile
(e.g., winning awards, receiving atten-
tion), surveys of employee, community
and customer satisfaction, and from the
success of CSR-driven business lines.
Here are some examples.
The Indian TATA group is engaged
in a wide variety of activities di-
rected at helping community devel-
opment. The company Web site lists
examples of the positive media this
has generated. http://
tata.com/0_our_commitment/ com-
munity_initiatives/index.html.
There are now high-profile lists of
the most responsible companies. The
Innovest firm “100 Most Sustainable
Companies in the World” list, for
example, has been released annually
at the World Economic Forum since
2005.http://innovestgroup.com/
Study shows benefits of CSR
Based on a two-year study, the World
Business Council for Sustainable Devel-
opment has drawn several conclusions
about the benefits of CSR to companies”

A coherent CSR strategy, based on
integrity, sound values and a long-
term approach, offers clear business
benefits to companies and helps a
them make a positive contribution to
society;
A CSR strategy provides businesses
with the opportunity to show their
human face;
Such a strategy requires engagement
in open dialogue and constructive
partnerships with governments at
various levels, intergovernmental or-
ganizations, non-governmental or-
ganizations, other elements of civil
society and, in particular, local com-
munities;
When implementing a CSR strategy,
companies should recognize and re-
spect local and cultural differences,
while maintaining high and consistent
global standards and policies; and
Being responsive to local differences
means taking specific initiatives.4
Implementing CSR: The framework
for action
There is no fix format of the CSR frame-
work or method for implementing CSR
in any organisation. However, we will
study below simple framework de-
scribed by World Economic Forum
Global Corporate Citizenship.
Leadership Challenge and the Frame-
work for Action
The opportunity to leverage business
activity to create sustainable economic
growth has never been so good. Today,
the business community recognizes, the
essential imperative to deliver economic
growth that gather together the natural
resources, spreads the fruits of the global
economy and contributes to fair and eq-
uitable social development. Over the
past several years, the business commu-
nity has devoted considerable attention
to corporate responsibility, bringing a
spirit of innovation and partnership. In
many cases, however, these programmes
have focused on symptoms rather than
addressing root causes.
The CSR initiative should be taken in
such way to have more universal impact.
The business has to play an important
role when Leadership is concerned. The
framework discussed here has the poten-
tial to create the conditions in which
businesses can flourish, governments
can more effectively deliver public
goods and social protection and, most
importantly, societies can enjoy the
fruits of sustainable economic growth.
1. Provide leadership
Include public governance ap-
proaches in corporate responsibility
and corporate global citizenship
strategies.
Use opportunities for dialogue with
public sector leaders to raise this
topic and communicate with civil
society.
Communicate the business case for
strengthening public governance, in-
cluding global governance.
Support public-private-civil society
collaboration as an essential tool for
addressing core questions.
2. Define what it means for your com-
pany
Identify the opportunities for impact
4
Hohnen, Paul and Potts, Jason; International Institute
of Sustainable Development (IISD) “Corporate Social
Responsibility, An Implementation Guide for Busi-
ness”. p4-14

that are most relevant to your com-
pany.
Implement strategies based on your
company’s areas of greatest compe-
tence.
3. Make it happen
Make public governance an element
of all corporate global citizenship
activities.
Align government affairs and corpo-
rate global citizenship activities in
support of essential business strategy.
Set goals, measure performance and
review progress.
Build industry coalitions/
collaborations to address universal
issues.
4. Be transparent about it
Report publicly on progress and chal-
lenges.
Engage in dialogue with the public
sector and civil society on how to
address barriers and increase positive
impacts.5’
Corporate Social Performance of In-
dian FMCG Cos.
Indian FMCG companies include do-
mestic as well multinational companies.
These companies are doing business of
selling FMCG products ranging from
Personal Care like shampoos, hair oil,
body lotions, soaps, Home Fabric
Care like detergents, laundry soaps, to
Foods products like biscuits, jams, fruit
juices, etc. The main CSR challenges for
these companies are reduction in the use
of packaging material, environment pro-
tection and health care of direct stake-
holders at the manufacturing areas, recy-
cling of the waste material, etc.
With the help of Karmayog ratings and
information made available on their
websites by these companies, we try to
analyse how Indian FMCG companies
are doing in the field of Corporate Social
Responsibility or CSR.
Karmayog CSR Rating for 2007-8
The problems and issues that confront
society today are too large and complex
to be solved by government and NGOs
alone. Sustainable solutions to society’s
problems can only be found through the
collaboration and involvement of all
who are part of it.
Companies have tremendous strengths;
they have extremely capable people,
technology, access to money, the ability
of geographical reach, etc. Many compa-
nies worldwide and now even in India
are more powerful than governments
and even countries, and thus corporates
are important stakeholders in society.
CSR Ratings are important to various
stakeholders for different reasons: - gov-
ernment bodies can use CSR Ratings to
develop industry-wise CSR guidelines,
industry associations can use them to set
benchmarks of CSR for companies to
follow, NGOs get to know about the
CSR undertaken by companies, thus
enabling partnerships with them, and
companies themselves learn about and
from the CSR initiatives of other compa-
nies. The Karmayog Corporate Social
5
Partnering to Strengthen Public Governance (January
2008), The Leadership Challenge for CEOs and Boards,
World Economic Forum Global Corporate Citizenship
Initiative in partnership with Business for Social Re-
sponsibility; John F Kennedy School of Management -
Harvard University; International Business Leaders
Forum and AccountAbility p6

Responsibility Study and Ratings of In-
dian Companies provides to explore and
understand the role that corporates are
playing and can play in finding mean-
ingful solutions to the problems facing
India today. Usually corporates are in-
vited to enter or nominate themselves for
CSR awards, and hence only the good
companies are highlighted, whereas a
rating enables a comparative study
across all companies. Karmayog under-
took a CSR study and rating to under-
stand the CSR activities of all companies
on an equal level, thus showing up com-
panies doing no CSR, as well as show-
casing companies doing good work.
The Karmayog CSR Ratings also help to
identify areas where corporates, govern-
ment and civil society organizations can
work together.
Karmayog CSR Ratings criteria
List of 1000 largest Indian companies
is taken as per Sales figures from the
BSE Sensex as in June 2008
Information on the 1000 companies
was collated from the company’s
website and Annual Report of 2007-
2008
Impact of the products and processes
of the company is taken into account
CSR initiatives of the company for
the current period are studied, includ-
ing a comparison with previously
listed CSR initiatives.
Companies are rated from Level 0 to
Level 5 (Level 5 being the highest)
Rating is based on Sufficient, Neces-
sary and Negative Criteria for differ-
ent levels
All companies were informed of the
assigned rating and requested to re-
spond with further information, if
necessary
The Karmayog CSR Rating of any
company is open to review whenever
new information is provided by the
company
Necessary Criteria Explanation Rating
Level
If undertaking any CSR Activity Where any kind of social, devel-
opmental or community work is
done
Level 1
If CSR is linked to reducing the
negative impacts of company’s
own products or processes
CSR activities that aim to im-
prove processes and products of
the company.
Level 2
If CSR initiatives are for the lo-
cal community
CSR activities that are focused on
those who are affected directly by
the company
Level 3
If CSR is embedded in the busi-
ness operations
CSR activities form a part of the
daily business activities of the
company.
Level 4
If innovative ideas and practices
are developed for CSR
CSR activities enable sustainable
and replicable solutions to prob-
lems faced by society.
Level 5
A) Minimum Necessary Criteria
Necessary parameters that make a company eligible for a particular rating level:

B) Sufficient Criteria for Minimum Rating
If the company is doing this, they automatically get this rating at least
Sufficient Criteria What this means Rating
Level
Company fulfilling the basic
needs of society
e.g. manufacture of food
The products and services of the
company are useful and benefits
society
Level 1
Unique CSR activity which would
not otherwise happen
e.g. Developing a mapping and
tracking software for adoption in
India
The CSR activity being under-
taken by the company is not be-
ing done by government, NGOs,
etc.
Level 1
Company reducing negative im-
pact of others
e.g. A company that makes water
purification waste recycling sys-
tems
The company’s products or ser-
vices provide solutions to miti-
gate harm caused by actions of
companies, their products, etc.
Level 1
Company adopting the GRI
Framework for CSR reporting
The company is committed to
measuring and reporting its CSR
initiatives as per a voluntary
globally accepted framework.
Level 2
Company’s annual expenditure on
CSR = 0.2% of sales
The company is committed to a
minimum expenditure on CSR
annually, and thus considers
CSR as an integral part of its
business
Level 3
C) Negative Criteria that usually determine the maximum possible Rating
Companies in this category will not normally get a higher rating than the one shown
Negative Criteria Reason Rating
Level
Companies that make liquor,
tobacco, genetically modified
crops
These products are not needed by so-
ciety, and cause harm to people and
the environment. The CSR to do is to
stop making these products.
Level 0
Companies that violate laws/
rules/regulations
CSR is not limited just to how a com-
pany spends its money, but also to
how it makes that money in the first
place
Level 1
Companies engaged in high
impact processes
Processes that severely damage the
environment require extraordinary
efforts by the company to reduce and
repair the damage, and require greater
contributions to benefit society
Level 1

Level 5 (Level 5 being the highest)
Rating is based on Sufficient, Neces-
sary and Negative Criteria for differ-
ent levels
All companies were informed of the
assigned rating and requested to re-
spond with further information, if
necessary
The Karmayog CSR Rating of any
company is open to review whenever
new information is provided by the
company
Mandatory Recommendations
There are 3 mandatory recommendations
flowing from the premise that ‘every
company must do CSR’, and these are:
1) Minimum annual CSR expenditure
Every company must spend a minimum
of 0.2% of its sales on CSR activities
(i.e. Rs. 20 lakhs per Rs. 100 crores).
The scale of operations of a company
and its impact is connected with its turn-
over and not with its profit. The larger
the company the greater is the damage it
is doing to the environment. Conversely
the greater is the company’s ability to do
well.
2) CSR Reporting
A Corporate Sustainability section
should be included in the Annual Report
and preferably a separate Corporate Sus-
tainability Report (as per the Global Re-
porting Initiative framework) should be
published by the company.
CSR reporting should also include de-
tails of CSR expenditure by the com-
pany.
CSR is linked to the company’s proc-
esses. It is recommended that the section
on CSR reporting should come after the
EHS (Environment Health and Safety)
section in the Annual Report.
3) Other recommended steps for CSR
a) Adoption of industry guidelines for
improving processes
The first step is to identify and adopt
methods to minimize the environmental
damage caused by the products and
processes. A comprehensive set of
guidelines, both general as well as sector
-specific, have been drawn up by the
World Bank. These are known as the
Environment, Health and Safety Guide-
lines (EHS) of the International Finance
Corporation (IFC). The EHS Guidelines
are technical reference documents with
general and industry-specific examples
of good international industry practice.
b) CSR linked to the skills of a com-
pany
Companies must use their core compe-
tence, skills and strengths while under-
taking CSR activities, as CSR is not an
un-related activity
c) CSR linked to the location of a com-
pany
Companies must first undertake CSR
activities in the areas they are located in.
(factories, plants, offices, etc.) The
greatest impact (in terms of land, pollu-
tion, livelihoods, etc.) is on the local
environment and community, and hence
companies must focus on improving
conditions in the communities in which
they operate.

Non Mandatory Recommendations
Karmayog has also made 8 non-
mandatory recommendations on CSR to
enable companies to make their CSR
programmes more meaningful and effec-
tive.
1. CSR philosophy to be defined
2. Ensure responsibility of suppliers
3. Create inclusive employment
4. Link CSR initiatives to government’s
development plans
5. Involve employees in CSR
6. CSR activity to improve the industry
sector
7. Expand Reach to benefit society
8. Support areas and issues that are ne-
glected
Analysis of CSR Performance of Indian
FMCG Cos. Based on Karmayog ratings
and information made available on their
websites by these companies.
1. Only three companies got the rating
of 3 and three companies got the rat-
ing of 1. No company out of 16 got
more than 3 rating.
2. No companies have mentioned their
CSR spending.
3. There are indications that CSR initia-
tives are for the local communities,
however few companies are moving
towards business embedded CSR ini-
tiatives.
4. Almost all 16 companies are doing
CSR activities.
5. Analysing these companies websites,
its found that Indian FMCG compa-
nies are energy conscious and work-
ing reducing energy consumption and
also earning the carbon credits.
6. Companies like Hindustan Unilever,
Tata Tea, and Dabur are more CSR
active.
7. CSR challenge to these companies is
reduce use of packaging material,
recycle and use waste material, be
energy conscious.
8. Companies like Tata Tea are more
CSR conscious and publishes Sus-
tainability Report every year.
9. The websites are not updated about
the latest CSR initiatives they had
taken.
10.Many FMCG companies are involved
in environment protection CSR initia-
tives.
Sr No. Company
Sales ('07-'08)
in crores.
(Rs.)
Recommended CSR
(0.2% of sales) in
crores (Rs.)
CSR Rat-
ing
('07-'08) CSR areas
1 Dabur India Ltd. 2120 4.2 3
Community welfare,
Environment
2
Hindustan Unilever
Ltd 14000 28.0 3
Community welfare,
Health care, Women,
Education, Environ-
ment
3 Tata Tea Ltd. 1150 2.3 3
Environment, Health
care, Education,
Community welfare,
Women's empower-
ment, Girl Child
4
Britannia Indus-
tries Ltd 4600 9.2 2 Community welfare
5
Colgate-Palmolive
(India) Ltd 1500 3.0 2
Health care, Educa-
tion
6 Emami Ltd 580 1.2 2
Community welfare,
Health care

References
Environmental Management Centre
(May 2005); Research Capsule:
The Status of Corporate Social
Responsibility in India – A Note
by Environmental Management
Centre p1;
Corporate Watch Report (2006);
What’s wrong with Corporate
Social Responsibility? p5;
European Commission Green Paper
(July 2000) 'Promoting a Euro-
pean Framework for Corporate
Social Responsibility' ;
World Business Council on Sustainable
Development (January 2000),
'Corporate Social Responsibility:
Making Good Business Sense',
www.wbcsd.org;
Working definition (February 2007),
ISO 26000 Working Group on
Social Responsibility, Sydney;
Hohnen, Paul and Potts, Jason; Interna-
tional Institute of Sustainable De-
velopment (IISD) “Corporate So-
cial Responsibility, An Implemen-
tation Guide for Business”. p4-14;
PricewaterhouseCoopers – reports data
from http://www.pwc.com
US Chamber of Commerce – reports
from http://www.uschamber.com
Partnering to Strengthen Public Govern-
ance (January 2008), The Leader-
ship Challenge for CEOs and
Boards, World Economic Forum
Global Corporate Citizenship Ini-
tiative in partnership with Busi-
ness for Social Responsibility;
John F Kennedy School of Man-
agement - Harvard University;
International Business Leaders
Forum and AccountAbility p6;
Karmayog CSR Ratings available on
w e b s i t e h t t p : / /
www.karmayog.org;
Dabur corporate website http://
www.dabur.com;
Hindustan Unilever corporate website
http://hul.co.in;
Tata Tea corporate website http://
www.tatatea.com.
11 Nestle India Ltd. 1000 2.0 2
Community welfare,
Environment
12
Procter Gamble
Hygiene Health
Care Ltd.
645 1.3 2
Education
13 Tata Coffee Ltd. 360 0.7 2 Community welfare,
Health care, Education
14
Godrej Consumer
Products Ltd 880 1.8 1 Environment
15 Marico Ltd. 1500 3.0 1
Community welfare,
Disaster relief
16 Nirma Ltd. 2300 4.6 1
Community welfare,
Education
The rating system as adopted from Karmayog CSR Ratings available on their website http://
www.karmayog.org
7 Gillette India Ltd 600 1.2 2 Water
8
GlaxoSmithkline
Consumer Health-
care Ltd 1300 2.6 2
Environment, commu-
nity welfare
9 Henkel India Ltd 390 0.8 2 Environment
10
Mcleod Russel
India Ltd. 655 1.3 2
Environment, Educa-
tion, Health care

Appendices
Dabur India Ltd:
Dabur's major initiatives in the Social sector include:
Establishment of the Sustainable Development Society, or Sundesh, in 1993 - a non-
profit organisation to promote research and welfare activities in rural areas; Promoting
health and hygiene amongst the underprivileged through the Chunni Lal Medical
Trust; and Organising the Plant for Life programme for schoolchildren - to create envi-
ronmental awareness amongst young minds.
Dabur's commitment to Environment
Dabur values nature’s bounty and committed to ecological conservation and regenera-
tion. Dabur follows the principles of ancient texts, which say:
Dehi me dadami te - you give me, and I give you.
Plants for Life
Dabur has set up the Plants for Life project in the mountainous regions of the Himala-
yas. Under the project, a high-tech greenhouse facility has been set up for developing
saplings of rare and endangered medicinal plants. Fully computer-controlled and moni-
tored, this greenhouse maintains the highly critical environmental parameters required
for their survival. They are also developing quality saplings of more than 20 herbs, 8
of them endangered, through micro propagation.
In addition, satellite nurseries spread across mountain villages and contract cultivation
of medicinal herbs helps in maintaining the ecological balance. These measures have
also helped provide local cultivators the scientific knowledge for harvesting herbs and
a steady source of income. So they are not forced to exploit the environment to earn a
livelihood.
Conservation of Energy
Dabur has been undertaking a host of energy conservation measures. Successful imple-
mentation of various energy conservation projects have resulted in a 13.8% reduction
in the Company’s energy bill in the 2008-09 fiscal alone. What was noteworthy was
the fact that this reduction has come despite an 8-9% volume increase in manufactur-
ing, and an average 11.7% increase in cost of key input fuels.
The host of measures – key among them being use of bio-fuels in boilers, generation
of biogas and installation of energy efficient equipment – helped lower the cost of pro-
duction, besides reduce effluent and improve hygiene conditions productivity.
Technology Absorption
Dabur has also made continuous efforts towards technology absorption and innovation,
which have contributed towards preserving natural resources.
These efforts include:
Minimum use of water in process by pre-concentration of herbal extract and reduction

in concentration time.
Uniform heating in VTDs by hot water as against steam earlier, resulting in 30% re-
duction in bulk wastage by using non-stick coating and formulation change.
Improvement in water treatment plant through introduction of RO (Reverse Osmosis)
system for DM water, reutilization of waste water from pump seal cooling and RO
reject waste-water management.
Introduction of water efficient CIP system with recycling of water in fruit juice manu-
facturing. Development of in-house technology to convert fruit waste into organic ma-
nure by using the culture Lactobacilus burchi.
The Company has achieved a host of significant benefits in terms of product improve-
ment, cost reduction, product development, import substitution, cleaner environment
and waste disposal, amongst others.
Health Safety Environmental Review
Renewing the commitment to Health Safety and Environment, Dabur has formulated a
policy focusing on People, Technology and Facilities. A dedicated “Safety Manage-
ment Team” has also been put in place to work towards the prevention of untoward
incidents at the corporate and unit level, besides educate motivate employees on
various aspects of Health, Safety and Environment.
The Company is also continuously monitoring its waste in adherence with the pollu-
tion control norms. In pursuance of its commitment towards the society, efforts have
also been initiated to conserve and maintain the ground water level. The efforts include
implementation of rainwater harvesting, which has delivered encouraging results and
has put the company on the path to becoming a Water-Positive Corporation.
Dabur also initiated a Carbon Foot Print Study at the unit level with an aim to become
a carbon positive Company in years to come.
[Dabur corporate website http://www.dabur.com]
Hindustan Unilever Ltd:
Hindustan Unilever Ltd. (HUL) is engaged different CSR programs. These include:
Water Conservation and Harvesting;
Project Shakti;
Lifebuoy Swasthya Chetna;
Fair Lovely Foundation for the economic empowerment of women (scholarships);
Happy Homes: Asha Daan, Ankur, Kappagam, Anbagam;
Sanjivani - Medical Care to Rural India;

S. Khan / Issues in Social and Environmental Accounting 2 (20092010) 180-201 194
Water Conservation and Harvesting
Water scarcity is one of the biggest crises facing India. Water management has been a
focus area for HUL, and has been made one of the key performance indicators of all
HUL factories. HUL is also committed to extending its efforts on water management
to the larger community, and has engaged in community projects in water adjacent to
manufacturing sites.
In association with an NGO, Vanarai, HUL's Silvassa manufacturing hub (in the Union
Territory of Dadra Nagar Haveli) embarked on a long-term project of water harvest-
ing, which aimed to dramatically change water availability, taking it up to year-round
availability from 4 months.
One of the first steps taken in the community was the awareness building process,
which was accomplished with Vanarai’s help, reaching out to every corner of the vil-
lage and involving every member of the village. Although it was a slow, difficult proc-
ess, getting buy in of the village and the Union Territory government was the key to
sustained success of the programme. Once HUL had their commitment, the villagers
were trained by Vanarai at Pune in areas including building of watershed structures.
The partners and teachers also visited the agriculture centres around Gujarat.
From their learning, the community built 14 Vanarai bunds (structures made of sacks
filled with sand) in 2003, 33 Vanarai bunds in 2004, 31 Vanarai bunds in 2005 ,18 Va-
narai bunds in 2006, 19 Vanarai bunds in 2007 and 6 Vanarai bunds in 2008 (some of
Vanarai Bunds were made by villagers themselves). Approximately 5 % of total run
off was harvested in 2007. This enabled the community to sow a second crop, thereby
significantly increasing their incomes
The bunds increased the availability of water in a year itself from 4 monsoon months
to 8 months. The region for the first time in its history saw the second crop, rabbi be-
ing planted. It consisted of wheat, pulses, and seasonal vegetables. Bund plantations in
the village helps generate timber, firewood and also demonstrates the benefits of green
cover. Continuous Water Trenches reduced the speed of water and soil erosion. They
also reduced wind erosion, increasing moisture holding capacity of soil, increasing its
fertility as well as supporting water percolation and ground water recharge.
From 2004 to 2008, 133 Bunds were created as a part of the water harvesting initiative.
Under community welfare initiatives, credit cards were distributed to farmers. As a
part of the afforestation activity, 58000 trees were planted covering 43 hectare land
and over 8000 Mango plants were distributed to farmers as a part of the Horticulture
development programme.
In 2008, HUL in partnership with NGO Vanarai and Aide et Action started a project
called project 'Samruddhi' (meaning prosperity). Under this project the watershed de-
velopment activities have been extended to other villages like Dapada Patti village
in Silvassa, Dadra and Nagar Haveli. As a part of the project so far 18 Vanarai bunds
have been created in Dapada, Patti and Karchond villages.

195 S. Khan / Issues in Social and Environmental Accounting 2 (20092010) 180-201
HUL’s Khamgaon factory is located in a dry and arid region of Maharashtra. Around
12 years ago the factory started a pilot on ‘Watershed Management’ on a 5-hectare
plot to prevent soil degradation and conserve water. The efforts have resulted in the
creation of a green belt, which is now a veritable forest of about 6300 trees.
Encouraged by the results, HUL extended the model to a neighbouring village, Park-
hed, in association with the TERI and the Bharatiya Agro Industries Foundation.
The community at Parkhed has constructed 47 percolation bunds, 1600 trenches, 6000
running metres of continuous contour trenching over 100 hectares and 5 permanent
check dam. About 7000 saplings have been planted in 2006 in addition to 10000
planted in 2004 and 20,000 saplings were planted during the 2003 monsoon.
Total 5 check dams have been built since the inception. This has increased the area for
second crop to over 400 acres, but the cluster of check dams will lead to general in-
crease in ground water level in the village. The check dams ensure water availability
throughout the year and now over 40% of the village wells will be benefited through
the check dams.
350 families benefited by taking second crop. The annual income of the farmers in the
vicinity of 5 check dams was approximately Rs. 36000/- on an average before the con-
struction of the check dam. After the construction of the check dams, the annual in-
come has risen to approx. Rs. 85000/- per annum per farmer. This has been attributed
to the availability of water in the wells during the Rabbi season and also increase in
level of water in the wells during the Kharif season.
The initiative received appreciation at the Johannesburg World Summit on Sustainable
Development.
Project Shakti: Changing lives in rural India
HUL's Project Shakti is a rural initiative that targets small villages populated by less
than 2000 individuals. It is a unique win-win initiative that catalyses rural affluence
even as it benefits business.
Project Shakti impacts society in two ways – the Shakti Entrepreneur program creates
livelihood opportunities for underprivileged rural women and the Shakti Vani program
improves quality of life by spreading health and hygiene awareness. Project Shakti
benefits business by significantly enhancing HUL’s direct rural reach, and by enabling
HUL’s brands to communicate effectively in media-dark regions.
The Shakti Entrepreneur program recognises that while micro-credit plays a key role
in alleviating poverty, its ability to do so depend on the availability of investment op-
portunities. Shakti contributes by creating profitable micro-enterprise opportunities for
rural women. Armed with micro-credit, rural women become Shakti entrepreneurs:
direct-to-home distributors in rural markets. This micro-enterprise offers low risks and
high returns. The products distributed are some of the country’s most trusted brands of
consumer goods, and include a range of mass-market products especially relevant to

rural consumers. Moreover, HUL invests its resources in training the entrepreneurs,
helping them become confident, business-savvy professionals capable of running their
own enterprise.
Shakti entrepreneurs typically earn between Rs. 600 to Rs. 800 per month. As most of
these women are from below the poverty line and live in extremely small villages
(population between 2000-5000), this earning is very significant, and often doubles
their household income.
Poor hygiene practices are the single largest cause of common diseases such as diar-
rhoea. Lack of awareness of basic health and hygiene practices kills over 500,000 chil-
dren every year in rural India. The Shakti Vani Program educates rural community
about basic health practices. Rural women are appointed as Vanis (communicators)
and trained to communicate in social fora such as schools and village get-togethers.
The Vani program covers areas including pre and post-natal care, infant nutrition, sani-
tation, good hygiene practices, and the prevention of common diseases. By end 2007,
the Vani programme had covered over 50,000 villages, reaching out to over 50 million
people.
Various central and state government agencies, including the governments of Andhra
Pradesh, Karnataka, Madhya Pradesh, Chhatisgarh, Uttar Pradesh, and Orissa have
extended support to Shakti. Over 300 NGO's are actively involved in the project. A
national MOU has been signed with CARE India, covering the fields of health and
hygiene awareness and functional adult literacy.
Shakti’s impact on society is far-reaching. The Shakti entrepreneur program creates
livelihood opportunities for underprivileged rural women. It has already improved the
lives of over 45,000 families of Shakti entrepreneurs. The Shakti Vani program works
to improve the quality of life in rural India, by spreading awareness of best practices in
health and hygiene.
Shakti operates in fifteen states: Andhra Pradesh, Karnataka, Tamil Nadu, Gujarat,
Madhya Pradesh, Chattisgarh, Maharashtra, Uttar Pradesh, Punjab, Haryana, Rajast-
han, West Bengal, Bihar, Jharkhand and Orissa. There are over 45,000 Shakti entrepre-
neurs covering over 100,000 villages across 15 states. The Vani program has covered
over 50,000 villages.
Lifebuoy Swasthya Chetna, Health Hygiene Education
Lifebuoy Swasthya Chetna (LBSC) is a rural health and hygiene initiative which was
started in 2002. LBSC was initiated in media dark villages (in UP, MP, Bihar, West
Bengal, Maharashtra, Orissa) with the objective of spreading awareness about the im-
portance of washing hands with soap.
According to a study done by the London School of Hygiene and Tropical Medicine,
the simple practice of washing hands with soap and water can reduce diarrhoea by as

much as 47%. However, ignorance of such basic hygiene practices leads to high mor-
tality rates in rural India.
Being India’s leading personal wash health brand, Lifebuoy saw a role for itself in
propagating the message of hygiene and health in villages. HUL launched Lifebuoy
Swasthya Chetna initiative keeping this rationale in mind.
LBSC is a multi-phased activity which works towards effecting behaviour change
amongst the rural population it touches. It demonstrates that “visible clean is not really
clean” thereby proving the importance of washing hands. It targets children as they are
the harbingers of change in society and mothers since they are the custodians of health.
The Indian postal department released a special postal cover on Lifebuoy Swasthya
Chetna on the occasion of World Health Day (April 7) in 2006.
The programme has touched 50676 villages and 12 crore people since 2002. In 2008
alone LBSC contacted 15,000 villages in UP, MP, Maharashtra, Bihar, Karnataka.
Fair Lovely Foundation for the economic empowerment of women
(scholarships)
The Fair Lovely (FAL) Foundation aims at economic empowerment of women
across India by providing information, resources and support in the areas of education,
career and enterprise. It specifically targets women from low-income groups. The
Foundation has renowned Indian women, from various walks of life, as its advisors.
Among them are educationists, NGO activists, physicians. The Foundation is imple-
menting its activities in association with state governments. The series of projects that
have been drawn up to achieve the vision include the following:
• Fair Lovely Scholarships
Fair Lovely Foundation has awarded over 600 deserving girls since 2003. Fair
Lovely Scholarships awards scholarships to women with aptitude, drive and the ambi-
tion to carve a place of pride for themselves in society, but do not have the financial
strength to realize their dreams. In its third year these scholarships was extended to
graduate studies owing to requests from HULs consumers. Scholarships of up to Rs 1
lakh each (approximately 1818 euros) are awarded to deserving young girls from
across the country, for any graduate, post- graduate and doctorate courses within India.
•Fair Lovely Career Fairs
Over 6,00,000 students have benefited from Career Fairs conducted in all over cities in
India. Fair Lovely Career Fairs are designed to address the needs of girl students
passing out of Class X and XII. The project aims to answer the various career related
questions that students face at the crossroads of their life. Fair Lovely Career Fair
influences career decisions through proper guidance and relevant information, trans-
mitted through mass media, and by direct contact with students.
•Fair Lovely Shikhar
Fair Lovely Shikhar, an initiative by Fair Lovely, aimed to explore the inspiring

stories of women achievers who have overcome all obstacles with their strong will and
positive attitude and “changed their destinies”. Fair Lovely Shikhar is a unique con-
cept based on a real life scenario of women from various walks of life. The thirteen
episode series were aired on Sony Entertainment Television, between August 28th to
November 20th, 2005.
• Fair Lovely Project Suvarna
Project Suvarna is an identification and training activity aimed at harnessing available
talent in selected events in Women Athletics in the age groups of under 12, 14, under
16 and under 18. This activity was conducted in 2 states in India - Maharashtra and
Tamil Nadu - in the year 2005.
Participants in this programme were selected strictly based on relative superiority of
athletic abilities among the competing girls at the selection trial as judged by PT Usha,
the renowned Indian international athlete. Out of the 5000 girls who participated, 173
were selected. These 173 underwent training under the guidance of Ms. P. T. Usha at
her Academy.
• Fair Lovely Project Swayam
Project Swayam is an initiative in the area of education and enterprise for women by
Fair Lovely Foundation in association with VRDC (Vanasthali Rural Development
Centre). Under this project women were trained to become Pre-school teachers. Post
their training, these women, with help from VRDC could start their own schools, pro-
viding them with an earning opportunity. This project was replicated in Bihar in asso-
ciation with local NGO – Jan Jagran Sansthan, in the year 2005.
Happy Homes, Special Education Rehabilitation
Under the Happy Homes initiative, HUL supports special education and rehabilitation
of children with challenges.
• Asha Daan
The initiative began in 1976, when HUL supported Mother Teresa and the Missonaries
of Charity to set up Asha Daan, a home in Mumbai for abandoned, challenged chil-
dren, the HIV-positive and the destitute. HUL bears the capital and revenue expenses
for maintenance, upkeep and security of the premises.
At any point of time, about 370 inmates comprising of boys, girls, men and women are
housed at the Home. Food, clothing and medicines required by inmates are taken care
of by the donations received from the locals of Mumbai city.
Till November 2008, 15933 numbers of individuals have benefited from Ashadaan.
• Ankur
In 1993, HUL's Doom Dooma Tea Plantation Division set up Ankur, a centre for spe-
cial education of challenged children. Since 2006, HUL Personal Products Factory,
Doom Dooma took over the reign from the Tea Divisions. The centre takes care of

children with challenges, aged between 5 and 15 years. Ankur provides educational,
vocational and recreational activities to over 50 children with a range of challenges,
including sight or hearing impairment, polio related disabilities, cerebral palsy and
severe learning difficulties. These children are taught skills, such as cookery, painting,
embroidery, bamboo crafts, weaving, candle making, stitching, etc. depending on their
aptitudes. The centre has rehabilitated 10 children, including self-employment for 6
children by providing them with shops, and 3 girls have been provided employment as
crèche attendants. It has also helped 18 children in moving them to normal schools.
Since inception it has covered more than 80 children. Ankur received the Lawrie
Group’s Worldaware Award for Social Progress in 1999 from Her Royal Highness in
London.
Other shelter houses started by HUL are Kappagam, South India in 1998 and Anba-
gam in 2003.
Sanjivani - Medical Care to Rural India
HUL started Sanjivani – a free mobile medical service camp in the year 2003 near its
Doom Dooma factory in Assam. The aim was to provide free mobile medical facility
to the interior villagers in Assam. This was done keeping in mind the lack of quality
medical facilities available in the villages in and around Doom Dooma.
In a year, approximately 400 medical camps are conducted under the Sanjivani project.
Along with the regular consultancy and treatment given at the medical camps, San-
jivani also undertakes activities like awareness campaigns on hygiene, child immuni-
zation camps, iron supplement therapy, free eye check ups, family planning awareness
camps, anti-tobacco education and anti-alcoholism camps, based on the requirement of
the villagers. Moreover, Sanjivani team has also helped in supporting Government
agencies and held camps in collaboration with Indian Medical Association also, in Tin-
sukia district.
Villages falling within the radius of 30 kms have been identified for the project and
they are centrally located with many bordering villages. Although government primary
health centers are available in and around the areas identified but the necessary medi-
cal facilities are not available. Sanjivani is a big relief to villagers in this region.
The Sanjivani project has provided medical assistance to more than 1, 54,500 patients
since its inception and in 2007 alone in 344 camps more than 22,395 patients were
treated. In 2008 through 438 camps, 32,000 patients have been treated.
[Hindustan Unilever corporate website http://hul.co.in]
CO2 Reduction Program
HUL harnesses agro waste in a move to turn green, earn more greenbacks. HUL hopes
to piggyback on nondescript agricultural waste as it sets out to achieve multiple objec-

tives of strengthening its bottom-line and reducing harmful emissions. The company
has an ambitious target to reduce carbon-dioxide emission (CO2) in its manufacturing
operations by 25 per cent in the next four years by using agri-waste to fuel its boilers
in factories.
The company also has set out a 10-year plan to earn lucrative carbon credits through
emission reduction technologies.” Our energy costs have come down by 30 per cent in
those factories where we are using agri waste to run boilers, HUL executive director
Dhaval Buch told Hindustan Times.
Agricultural waste such as groundnut shells, bagasse (from sugarcane), saw-dust, co-
conut shells, cashew kernels etc. do not have any primary use. What these waste prod-
ucts do have, is a fair amount of calorific value -- the ability to burn and impart heat --
which comes in handy if one looks at them as potential fuels.
HUL first used agri-waste in its factory in Chiplun, Ratnagiri district, Maharashtra, and
followed it up with another plant in Pondicherry. Buch said the exercise would be ex-
tended to plants located across the country.
The company has also developed a process of manufacturing soap based on 'Plough
Share Mixer' technology, which eliminates the need for steam in soap-making. That
cuts carbon emissions by 15,000 tonnes a year.
HUL is also expecting additional revenue by trading carbon credits regulated by the
United Nations Framework of Climate Change (UNFCC). The UNFCC has put in
place all the rules and the required apparatus. Authorised agencies certify the reduction
in carbon emissions through a particular technology or project in terms of units. The
price of carbon is fixed on a per tonne basis and determined by market forces. Buch
said the projects would help the company earn carbon emission reduction (CER) of
approximately 27,000 a year for the next 10 years. Under UNFCC norms one CER is
equivalent to reduction in emission of one tonne of carbon dioxide.
[Karmayog CSR Ratings available on website http://www.karmayog.org]
Tata Tea Ltd.:
The welfare and the well being of Tata Tea's large workforce - about 34,000 employ-
ees and their families drawn largely from the weaker sections of the society is of para-
mount importance to the company. The company has put in dedicated effort and large
expenditure, entirely voluntary, that has gone into upgrading the quality of life of the
workforce. Significant contribution to the country's social, cultural and environmental
development.
Comprehensive labour welfare programmes that offers free housing, healthcare and
community development facilities.
Manages estate hospitals and 2 large referral hospitals.

Manages adult literacy centres, and childcare centres.
Has established schools to educate children of estate employees, and has instituted
scholarships for these children.
Manages a programme for physically disadvantaged children in its estate
Tata Tea have won several CSR awards and have well structured process for identify-
ing key communities and implementing social welfare plans.
Tata Tea continues to support and take responsibility for the General Hospital, Shrishti
welfare centre, and High Range school at Munnar.
Shrishti welfare centre setup for differently abled children of the tea community runs a
DARE school for special children, Strawberry Preserve Unit, Athulya Hand-made Pa-
per Unit, and Aranya – a dying unit specialising in shibori dying, a Japanese tie and
dye art form.
Tata Tea – Supporting and strengthening communities in below areas:
Health Care
Reproductive health
Child care education
Education
AIDS awareness/Adult literacy
Employment of women and physically challenged
Community participation
Environmental preservation
Natural calamities
[Tata Tea corporate website http://www.tatatea.com]

11.vol 0003www.iiste.org call for paper no 2 pp 180-201

Issues In Social and Environmental
Accounting
(Issues in SEA)
ISSN : 1978-0591
Hasan Fauzi, Sebelas Maret University, Indonesia
CALL FOR PAPERS (7th ISSUE)
Issues in SEA is an international journal as networking and dis-
semination means of practices and theory of social and environ-
mental accounting. Since Problems of social and environmental
in general and in accounting context in specific have been global
issue, it is necessary for us to share and cooperate to make bet-
ter the corporate financial, social and environmental perform-
ance. Issues in SEA publishes rigorous, original and innovative
scholarly papers dealing with theoretical, empirical, applied,
surveys, and case studies providing meaningful insights into the
subject areas.
Subject Coverage
Topics include but are not limited to:
Environmental accounting
Social accounting
Ethical issues in accounting and financial reporting
Corporate governance and accountability
Accounting for the Costs and Benefits of CSR-related Activities
Accounting and Disclosure of Environmental Liabilities
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Corporate Social Performance
Corporate social responsibility and management control
Corporate social responsiveness
Triple bottom line performance
Specific Notes for Authors
Submitted papers must not have been previously published nor
be currently under consideration for publication elsewhere. All
papers are refereed through a double blind process. Issues in
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guidelines to submit your paper. The contributors are required to
submit their paper electronically, using Microsoft word, to this
address: hfauzi@icseard.uns.ac.id or hfauzi2003@gmail.com
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Web Address: http://isea.icseard.uns.ac.id and
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Publication of Indonesian Centre for Social and Environ-
mental Accounting Research and Development (ICSEARD)
and EBSCO Publishing
Faculty of Economics
Sebelas Maret University,
Jl. Ir Sutami 36 A
Solo 57126
Indonesia
Associate Editors:
Associate Editors:
Associate Editors:
Associate Editors:
Hussain, Mostaq M.,
Hussain, Mostaq M.,
Hussain, Mostaq M.,
Hussain, Mostaq M., University of New Burnswick, Canada
Komsiyah,
Komsiyah,
Komsiyah,
Komsiyah, University of Trisakti, Indonesia
Editors Advisors:
Editors Advisors:
Editors Advisors:
Editors Advisors:
Fuglister, Jayne,
Fuglister, Jayne,
Fuglister, Jayne,
Fuglister, Jayne, Cleveland State University, USA
Gray, Rob,
Gray, Rob,
Gray, Rob,
Gray, Rob, St. Andrews University, Scotland UK
Na’im Ainun,
Na’im Ainun,
Na’im Ainun,
Na’im Ainun, Gadjah Mada University, Indonesia
Syakhroza, Akhmad,
Syakhroza, Akhmad,
Syakhroza, Akhmad,
Syakhroza, Akhmad, University of Indonesia, Indonesia
Members of Boards:
Members of Boards:
Members of Boards:
Members of Boards:
1. Adams, Carol,
Adams, Carol,
Adams, Carol,
Adams, Carol, La Trobe University, Australia
2. Al
Al
Al
Al-
-
-
-Khadash
Khadash
Khadash
Khadash, Husam Aldeen,
Husam Aldeen,
Husam Aldeen,
Husam Aldeen, Hashemite University,
Jordania
3. Aras, Guler
Aras, Guler
Aras, Guler
Aras, Guler, Yıldız Technical University, Turkey
4. Ball, Amanda
Ball, Amanda
Ball, Amanda
Ball, Amanda University of Canterbury, New Zealand
5. Berman
Berman
Berman
Berman, Shawn,
Shawn,
Shawn,
Shawn, University of New Mexico, USA
6. Brown
Brown
Brown
Brown, Judy,
Judy,
Judy,
Judy, Victoria University of Wellington, New
Zealand
7. Brown
Brown
Brown
Brown, Alistair,
Alistair,
Alistair,
Alistair, Curtin University of Technology, Australia
8. Campbell
Campbell
Campbell
Campbell, David,
David,
David,
David, New Castle University, UK
9. Choi
Choi
Choi
Choi, Jong
Jong
Jong
Jong-
-
-
-Seo,
Seo,
Seo,
Seo, Pusan National University, Korea
10.Crowther
Crowther
Crowther
Crowther, David.
David.
David.
David. De Montfort University, United King-
dom
11.Donleavy, Gabriel D.,
Donleavy, Gabriel D.,
Donleavy, Gabriel D.,
Donleavy, Gabriel D., University of Macau, China
12.Freeman, Edward
Freeman, Edward
Freeman, Edward
Freeman, Edward, University of Virginia, USA
13.Georgakopoulos, Georgios
Georgakopoulos, Georgios
Georgakopoulos, Georgios
Georgakopoulos, Georgios, University of Amsterdam,
The Netherlands
14.Ghazali, Imam
Ghazali, Imam
Ghazali, Imam
Ghazali, Imam, University of Diponegoro, Indonesia
15.Guthrie, James
Guthrie, James
Guthrie, James
Guthrie, James, The University of Sydney, Australia
16.Husted, Bryan
Husted, Bryan
Husted, Bryan
Husted, Bryan, ITESM/Instituto de Impresa, Mexico
17.Ibrahim, Daing N
Ibrahim, Daing N
Ibrahim, Daing N
Ibrahim, Daing N., University of Sains Malaysia, Malaysia
18.Idris, Kamis
Idris, Kamis
Idris, Kamis
Idris, Kamis, Universiti Utara malaysia
19.Jasch
Jasch
Jasch
Jasch, Christine Maria,
Christine Maria,
Christine Maria,
Christine Maria, The Institute for Environmental
Management and Economics, Austria
20.Kent
Kent
Kent
Kent, Pamela
Pamela
Pamela
Pamela Bond University, Australia
21.Kokubu, Katsuhiko
Kokubu, Katsuhiko
Kokubu, Katsuhiko
Kokubu, Katsuhiko, Kobe University, Japan
22.Lawrence, Stewart
Lawrence, Stewart
Lawrence, Stewart
Lawrence, Stewart, University of Waikato, New Zealand
23.Mahoney, Lois,
Mahoney, Lois,
Mahoney, Lois,
Mahoney, Lois, Eastern Michigan University, USA
24.Murray
Murray
Murray
Murray, Alan,
Alan,
Alan,
Alan, Sheffield University, UK
25.Maunders, Keith,
Maunders, Keith,
Maunders, Keith,
Maunders, Keith, University of the South Pacific, Fiji
26.Magness
Magness
Magness
Magness ,Vanessa
Vanessa
Vanessa
Vanessa Ryerson University, Toronto Canada
27.Nik Ahmad
Nik Ahmad
Nik Ahmad
Nik Ahmad, Nik Nazli,
Nik Nazli,
Nik Nazli,
Nik Nazli, International Islamic University
Malaysia, Malaysia
28.O’Donovan
O’Donovan
O’Donovan
O’Donovan, Garry,
Garry,
Garry,
Garry, University of Tasmania, Australia
29.Orlitzky
Orlitzky
Orlitzky
Orlitzky, Marc,
Marc,
Marc,
Marc, University of Redlands, USA
30.Palliam, Ralph
Palliam, Ralph
Palliam, Ralph
Palliam, Ralph, American University of Kuwait
31.Parker, Lee
Parker, Lee
Parker, Lee
Parker, Lee, University of South Australia
32.Pondeville, Sophie Marquet
Pondeville, Sophie Marquet
Pondeville, Sophie Marquet
Pondeville, Sophie Marquet, Université University of
Namur, Belgium
33.Rahman, Azhar A
Rahman, Azhar A
Rahman, Azhar A
Rahman, Azhar A., Universiti Utara Malaysia, Malaysia
34.Roberts
Roberts
Roberts
Roberts, Robin,
Robin,
Robin,
Robin, University of Central Florida, USA
35.Rasheed, Abdul
Rasheed, Abdul
Rasheed, Abdul
Rasheed, Abdul A
A
A
A., University of Texas at Arlington
36.Schaltegger, Stefan
Schaltegger, Stefan
Schaltegger, Stefan
Schaltegger, Stefan, University of Lueneburg
Germany
37.Sen
Sen
Sen
Sen, Swagata,
Swagata,
Swagata,
Swagata, University of Calcutta, India
38.Savage, Deborah
Savage, Deborah
Savage, Deborah
Savage, Deborah, EMA Research Information Center
(EMARIC), USA
39.Suharjanto
Suharjanto
Suharjanto
Suharjanto, Djoko,
Djoko,
Djoko,
Djoko, Sebelas Maret University, Indonesia
40.Stapleton, Pamela,
Stapleton, Pamela,
Stapleton, Pamela,
Stapleton, Pamela, University of Manchester UK
41.Svensson, Goran,
Svensson, Goran,
Svensson, Goran,
Svensson, Goran, Oslo School of Management, Norway
42.Elijido
Elijido
Elijido
Elijido-
-
-
-Ten
Ten
Ten
Ten, Evangeline
Evangeline
Evangeline
Evangeline, Swinburne University of Technol-
ogy, Australia
43.Belal, Ataur,
Belal, Ataur,
Belal, Ataur,
Belal, Ataur, Ashton University, UK
44.Freedman, Martin
Freedman, Martin
Freedman, Martin
Freedman, Martin, Towson University, USA
45.Chen, Jennifer C
Chen, Jennifer C
Chen, Jennifer C
Chen, Jennifer C., Brigham Young University, Hawai, USA
46.Cho, Charles H
Cho, Charles H
Cho, Charles H
Cho, Charles H., Concordia University, Canada
47.Patten, Den
Patten, Den
Patten, Den
Patten, Den, Illonois State University, USA
48.Larrinaga
Larrinaga
Larrinaga
Larrinaga-
-
-
-González, Carlos
González, Carlos
González, Carlos
González, Carlos, Burgos University, Spain
49.Laine, Matias,
Laine, Matias,
Laine, Matias,
Laine, Matias, University of Tampere, Finland
50.Tarta, Monica
Tarta, Monica
Tarta, Monica
Tarta, Monica, The Academy of Economic Studies,
Bucharest, Romania
51.Tilt, Carol A.,
Tilt, Carol A.,
Tilt, Carol A.,
Tilt, Carol A., Flinders University, South Australia
52.Koleva, Petia
Koleva, Petia
Koleva, Petia
Koleva, Petia, University of Nantes, France
53.Yusoff, Haslinda
Yusoff, Haslinda
Yusoff, Haslinda
Yusoff, Haslinda, UiTM, Malaysia
54.Zein, Mustaffa M
Zein, Mustaffa M
Zein, Mustaffa M
Zein, Mustaffa M., UiTM, Malaysia
55.Selvam, V
Selvam, V
Selvam, V
Selvam, V., VIT University, India
56.Jardat, Rémi
Jardat, Rémi
Jardat, Rémi
Jardat, Rémi, ISTEC, Paris, France
57.Caliyurt, Kiymet Tunca
Caliyurt, Kiymet Tunca
Caliyurt, Kiymet Tunca
Caliyurt, Kiymet Tunca, Trakya University, Turkey
58.Momin, Mahmood Ahmed
Momin, Mahmood Ahmed
Momin, Mahmood Ahmed
Momin, Mahmood Ahmed, Auckland University of
Technology, NZ

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11.vol 0003www.iiste.org call for paper no 2 pp 180-201