pr of reliance adag

1. BMS @ VES
S.Y.B.M.S
RELATIONSHIP WITH
COMMUNITY
PUBLIC RELATION
Prof. Mrs. Martina

2. GROUP MEMBERS :-
HEMANT

3. Rebuilding Lives
HUL has reconstructed a village in the Bhachau Taluka of Gujarat's
Kachch district. The village, which has been named Yashodadham, was
dedicated to its 1100 residents in December 2002. The residents belong
to Nani Chirai village, which was completely wrecked by the devastating
earthquake of January 2001.
Yashodadham, spread over 25 acres, comprises 289 homes. HUL has also
provided a school building, an exclusive playground for children and a
multi-purpose community centre, including a crèche, health centre, and
community room and village administration office. Space has been left
all along the village for parks and public squares, where villagers
subsequently will plant trees.
Each house is of 400 sq. ft built-up area, with running water and
electricity, in a 1600 sq. ft plot. As desired by the villagers, the design and
foundation of houses and the plot size is such that they have the scope
to build extra rooms in the future. HUL has constructed both an
underground reservoir and an overhead tank for water.
HUL, which had launched immediate relief after the quake in areas
adjacent to its Kandla Exports factory, subsequently decided to
reconstruct a village, which was completely wrecked. The objective was
to help a completely wrecked village, because such settlements had the
greatest need for help. Forty such villages were inspected, around
Kandla factory, and Nani Chirai was chosen.

4. Health & Hygiene Education
Lifebuoy Swastya 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 importance of washing hands with soap.
The need for a program of this nature arose from the fact that
diarrhoeal diseases are a major cause of death in the world today. It is
estimated that diarrhoea claims the life of a child every 10 seconds and
one third of these deaths are in India. 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
mortality 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. We
launched our 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 with soap. It targets children as they are the harbingers
of change in society and mothers since they are the custodians of health.
As stated above, the campaign has been divided into various phases. In
the initial phase, a Health Development Facilitator (HDF) and an assistant
initiates contact and interacts with students and influencers of the
community, i.e. village community representatives, medical practitioners,
school teachers etc. A number of tools such as a pictorial story in a flip

5. chart format, a "Glo-germ demonstration" and a quiz with attractive
prizes to reinforce the message are used. The "Glo-Germ demonstration"
is a unique tool to make unseen germs visible and emphasize the need
to use soap to wash hands and kill germs. The first interaction with
students is then replicated with the women and finally the rest of the
community. The various stages reinforce the message and learnings,
which is crucial in order to effect awareness and behaviour change in
favour of hand wash hygiene.
CORPORATE SOCIAL RESPONSIBILITY (CSR)
STAKEHOLDER TIES AT THE GRASSROOTS

6. An Integrated Rural Development Centre has been set up on 40 acres of
land along the Delhi-Jaipur Highway. The Centre-complete with wide
approach roads, clean water, and education facilities for both adults and
children-now nurtures a vibrant, educated and healthy community.
The Foundation has adopted various villages located within vicinity of
the Hero Honda factory at Dharuhera for integrated rural development.
This includes:
• Installation of deep bore hand pumps to provide clean drinking
water.
• Constructing metalled roads and connecting these villages to the
National Highway (NH -8).
• Renovating primary school buildings and providing hygienic water
and toilet facilities.
• Ensuring a proper drainage system at each of these villages to
prevent water-logging.
• Promoting non-conventional sources of energy by providing a 50
per cent subsidy on biogas plants.
Raman Munjal Sports Complex
The Raman Munjal Sports Complex has basketball courts, volleyball
courts, and hockey and football grounds are used by the local villagers.
In the near future, sports academies are planned for volley ball and
basket ball, in collaboration with National Sports Authority of India.
Vocational Training Centre
In order to help local rural people, especially women, Hero Honda has
set up a Vocational Training Centre. So far 26 batches comprising of
nearly 625 women have been trained in tailoring, embroidery and
knitting. The Company has helped women trained at this center to set up
a production unit to stitch uniforms for Hero Honda employees.
Interestingly, most of the women are now self-employed.

7. Adult Literacy Mission
This Scheme was launched on 21st September, 1999 , covering the
nearby villages of Malpura, Kapriwas and Sidhrawali. The project started
with a modest enrollment of 36 adults. Hero Honda is now in the process
of imparting Adult Literacy Capsules to another 100 adults by getting
village heads and other prominent villagers to motivate illiterate adults.

8. Preventive health care
As a public-private participatory approach, the DOTS (Directly
Observed Treatment, short course) Centre and DMC (Direct Microscopy
Centre) have been recognised by the World Health Organization (WHO).
These were established under Revised National Tuberculosis Control
Programme (RNTCP) in 2004 and have reduced the need to transport
patients to Jamnagar for testing and treatment.
An HIV/AIDS awareness campaign in collaboration with NGOs and
Government authorities was started in 2004. Since then a number of
programmes including distribution of handouts, village rallies, street
plays, interactive game shows, quiz competitions, poster exhibitions,
audiovisual shows, group meetings, one to one contact programmes,
etc. have been conducted for mass awareness. Group counseling,
screening of high risk group, HIV testing have been started.
We also provide diagnostic facilities like HIV screening by rapid test as
recommended by NACO. All high risk groups are encouraged to avail of
these facilities and the fact that people have started coming voluntarily
for HIV testing is a positive mark of the success of this programmes
Special support – prevention of fire and
loss of life
We take it on ourselves to play an active role in protecting the lives,
environment and property of the neighboring communities. This is
done through active support of the Fire & Safety departments for
various incidents.
Calls pertaining to road accidents, spillage or leakages of chemicals,
fire, etc. and even household calls like LPG leakages / kitchen or
hutment fire are attended to. Through this initiative, our resources and
infrastructure in fire fighting, chemical neutralisation or safe disposal
are utilised for social causes in the neighboring area (industry or
domestic) wherein similar facilities are frequently unavailable.

9. Diageo Radico launches safe driving campaign
with Shah Rukh Khan
February 04,08 Doing its bit for social
responsibility, Diageo Radico has launched a
responsible drinking campaign, ‘The
Masterstroke don’t drink and drive campaign’.
The campaign, which features brand
ambassador Shah Rukh Khan, dwells on the
importance of making responsible decisions
about drinking with the social message ‘never
drink and drive’.
The concept behind the TVC is to
create awareness about the need for
responsible drinking. Diageo Radico is just showing its concern over a
social cause.
Raju Vaziraney, CEO & President, Sales and Marketing, Diageo Radico
Distilleries Pvt Ltd, said, “The TVC will be unveiled in a few month’s time.
We will be doing a lot of on-ground activities, which involves directly
contacting the consumers at pubs and bars educating about the dangers
of excessive drinking and driving, because we feel that a mere 15-
second TVC will not be able to convey the that communication we want

10. to spread.”
The campaign is supplemented by various below-the-line activities in the
form of car shades, sign-post at bar, clubs, etc.
The TVC shows a party in full swing with SRK also present there. When a
young guy approaches him and asks for his autograph, Khan instead of
giving his autograph writes down a telephone number. Excited, the guy
asks whether it is his number, but Khan gives his dimpled smile and
replies it is the number of the taxi stand and asks the guy to take a taxi
back home after consuming drinks.
Said Khan about the campaign, “The Masterstroke don’t drink and drive
campaign intends to raise awareness about responsible drinking. As the
campaign suggests, I urge each of you to ensure that in case you are
going out and wish to drink, you should either designate a driver, take a
taxi or use a public transport to have a safe ride back home.”
Abhishek Khaitan, MD, Diageo Radico Distilleries, added, “The message
could not be simpler, ‘never drink and drive’. As one of India’s leading
deluxe whiskey makers in the Indian Made Foreign Liquor (IMFL)
category, we recognise our role in educating consumers about drinking
responsibly. The joint venture has today successfully completed a year of
the launch of our premier brand Masterstroke. We thus, feel very proud
to announce the launch of this campaign at a momentous occasion.
Moreover, Shah Rukh Khan’s legendary status and association with this
campaign gives us a bigger and wider platform to successfully drive the
message across media and audiences.”

11. Colgate Palmolive (India) Ltd
Colgate People worldwide share a commitment to the three core
corporate values: Caring, Global Teamwork and Continuous
Improvement. These values are reflected not only in the quality of our
products and the reputation of our Company, but also in our dedication
to serving the communities where we do business.
Colgate-Palmolive (India) Ltd., undertakes its corporate social
responsibility through a variety of effective programs. Since 1976, the
company has been delivering free oral health education to children of
rural and urban poor in partnership with Indian Dental Association (IDA).
Colgate's community outreach efforts have touched the lives of millions
of children, providing the information, insight and inspiration they need
for a healthy life and a healthy smile.
Community Initiatives
Children : Meljol and Make a Wish Foundation
Dominic Savio Summer Camp
Education : Partnership with Pratham
Partnership with Pratham
Colgate supports Pratham, an NGO working in the field of education of
underprivileged children. Colgate has worked with Pratham to set up
libraries in economically backward areas to encourage and inculcate the

12. habit of reading among the children living here. We have also supported
training and development modules for Pratham's volunteer base of over
10,000 people.
To actively contribute to the social and economic development of the
communities in which we operate. In so doing, build a better, sustainable
way of life for the weaker sections of society and raise the country's
human development index."
— Mrs. Rajashree Birla, Chairperson,
The Aditya Birla Centre for Community Initiatives and Rural
Development
Making a difference

13. Before Corporate Social Responsibility found a
place in corporate lexion, it was already
textured into our Group's value systems. As
early as the 1940s, our founding father Shri
G.D Birla espoused the trusteeship concept of
management. Simply stated, this entails that
the wealth that one generates and holds is to
be held as in a trust for our multiple
stakeholders. With regard to CSR, this means investing part of our profits
beyond business, for the larger good of society.
While carrying forward this philosophy, his grandson, Aditya Birla
weaved in the concept of 'sustainable livelihood', which transcended
cheque book philanthropy. In his view, it was unwise to keep on giving
endlessly. Instead, he felt that channelising resources to ensure that
people have the wherewithal to make both ends meet would be more
productive. He would say, "Give a hungry man fish for a day, he will eat
it and the next day, he would be hungry again. Instead if you taught him
how to fish, he would be able to feed himself and his family for a
lifetime."
Taking these practices forward, our chairman
Mr. Kumar Mangalam Birla institutionalised the
concept of triple bottom line accountability
represented by economic success, environmental
responsibility and social commitment. In a holistic
way thus, the interests of all the stakeholders have
been textured into our Group's fabric.
The footprint of our social work today straddles over
3,700 villages, reaching out to more than 7 million
people annually. Our community work is a way of telling the people
among whom we operate that We Care.

14. Our strategy
Our projects are carried out under the aegis of the "Aditya Birla Centre
for Community Initiatives and Rural Development", led by Mrs. Rajashree
Birla. The Centre provides the strategic direction, and the thrust areas for
our work ensuring performance management as well.
Our focus is on the all-round development of the communities around
our plants located mostly in distant rural areas and tribal belts. All our
Group companies —- Grasim, Hindalco, Aditya Birla Nuvo, Indo Gulf and
UltraTech have Rural Development Cells which are the implementation
bodies.
Projects are planned after a participatory need assessment of the
communities around the plants. Each project has a one-year and a three-
year rolling plan, with milestones and measurable targets. The objective
is to phase out our presence over a period of time and hand over the
reins of further development to the people. This also enables us to widen
our reach. Along with internal
performance assessment
mechanisms, our projects are audited
by reputed external agencies, who
measure it on qualitative and
quantitative parameters, helping us
gauge the effectiveness and
providing excellent inputs.
Our partners in development are
government bodies, district authorities, village panchayats and the end
beneficiaries -- the villagers. The Government has, in their 5-year plans,
special funds earmarked for human development and we recourse to
many of these. At the same time, we network and collaborate with like-
minded bilateral and unilateral agencies to share ideas, draw from each
other's experiences, and ensure that efforts are not duplicated. At
another level, this provides a platform for advocacy. Some of the
agencies we have collaborated with are UNFPA, SIFSA, CARE India,
Habitat for Humanity International, Unicef and the World Bank.

15. Our focus areas
Our rural development activities span five key areas and our single-
minded goal here is to help build model villages that can stand on their
own feet. Our focus areas are healthcare, education, sustainable
livelihood, infrastructure and espousing social causes.
Education
Balwadis (pre-school)
Adult education
Non-formal education
Continuing education
Scholarships for girls, merit and technical education
Health and family welfare
Mobile clinics - doctors visit once a week
Medical camps - general and issue-based
Health training and awareness
Sanitation - toilets, training, smokeless chullahs, biogas
Safe drinking water
Mother and child health
Reproductive health
Awareness building

16. Sustainable development and livelihood and
agriculture and watershed development
Self-help groups
SGSY - dairy, readymade garments, jute project,
basket making, aggarbati making, bee keeping,
durrie making.
Check dam
Irrigation
Land development
Soil and water conservation
Pasture development
Social forestry/ plantation activities/ nursery
Horticulture
Farmer training
Social causes
Infrastructure development
Widow / dowry-less mass marriages
Roads, school
Women empowerment
Dams
Awareness drives on knowledge, attitude
and practices Community centres
Houses
Culverts
Electricity
Health centres
Water channels

17. The Aditya Birla Group Scholarship covers the academic fees as well as
the hostel fees for the duration of the course, commencing with the
academic session of the first year.
The value of the scholarship for various institutions is as under:
IIM: Rs 1,75,000 per annum
IIT / BITS (Pilani): Rs 65,000 per annum
Since the scholarship covers the entire course, scholars are entitled to a
refund of any amounts they may have paid to their institute, prior to the
commencement of the scholarship.
The scholarship funds are administered by the dean/director of the

18. institution. All funds are sent directly to them for appropriate disbursal.
The performance of the scholars is monitored closely for renewal of the
award every year.
Performance assessment criteria for the renewal of the scholarship
The Aditya Birla Scholars are assessed regularly on qualitative and
quantitative parameters to judge their performance on the academic and
leadership front. This assessment forms the basis for determining the
continuation of the scholarship for the next academic session.
For the IIMs, the assessment is done once in a one-year time frame.
For the IITs and for BITS (Pilani), the assessment is done thrice in a three-
year time frame.
Assessment criteria:
Scholastic standards: The scholar must be in the top 25 per cent of
students in his/her batch
Work done by the scholar during the course of the programme: At
least 60 per cent of the assignments must have a rating of at least 7
on a 9-point scale
Practical work-related experiences of the scholar: Summer project
must have a rating of at least 7 on a 9-point scale
Participation in campus activities: Active participation in a minimum of
two forums on campus
Learning: Scholar has to write a 350-word essay on "Being an Aditya
Birla scholar: experience sharing"

19. The Aditya Birla Group Scholarship covers the academic fees as well as
the hostel fees for the duration of the course, commencing with the
academic session of the first year.
The value of the scholarship for various institutions is as under:
IIM: Rs 1,75,000 per annum
IIT / BITS (Pilani): Rs 65,000 per annum
Since the scholarship covers the entire course, scholars are entitled to a
refund of any amounts they may have paid to their institute, prior to the
commencement of the scholarship.
The scholarship funds are administered by the dean/director of the
institution. All funds are sent directly to them for appropriate disbursal.
The performance of the scholars is monitored closely for renewal of the
award every year.
Performance assessment criteria for the renewal of the scholarship
The Aditya Birla Scholars are assessed regularly on qualitative and
quantitative parameters to judge their performance on the academic and
leadership front. This assessment forms the basis for determining the
continuation of the scholarship for the next academic session.
For the IIMs, the assessment is done once in a one-year time frame.
For the IITs and for BITS (Pilani), the assessment is done thrice in a three-
year time frame.
Assessment criteria:
Scholastic standards: The scholar must be in the top 25 per cent of
students in his/her batch
Work done by the scholar during the course of the programme: At
least 60 per cent of the assignments must have a rating of at least 7
on a 9-point scale
Practical work-related experiences of the scholar: Summer project

20. must have a rating of at least 7 on a 9-point scale
Participation in campus activities: Active participation in a minimum of
two forums on campus
Learning: Scholar has to write a 350-word essay on "Being an Aditya
Birla scholar: experience sharing"
Aditya Birla Memorial Hospital
Aditya Birla Memorial Hospital is equipped with the latest technology to
make it a benchmark hospital in healthcare standards. It is a multi-
speciality medical centre with a holistic approach towards healthcare.
The outpatient clinics provide preventive, curative and rehabilitative care
along with traditional medicine therapy.
Spacious atrium

21. 18,000 sq.ft. aesthetically designed space
ATM booths
Information and travel desk
24-hour cafeteria
Indoor children's play area
Business centre
Utility, book and gift shops
Temple
The one-stop wellness assessment centre
X-ray
Dexa bone densitometry
Stress test
Gynaecological examination
2D echo and colour doppler
Sonography
Spirometry
Dental check-up
Eye check-up
Large OPD complex
OPD

22. Complete range of speciality clinics
60 consulting rooms
30 procedure rooms
Pleasant and cheerful environment
Daycare
Single point service for all daycare surgeries
Well-equipped, 14-bed daycare department
Minimum invasive surgery centre and endoscopy