A Project Report

On

CORPORATE SOCIAL RESPONSIBILITY

With special reference to

SINGARENI COLLIERIES COMPANY LIMITED

Project Report submitted to Jawaharlal Technological University, Hyderabad

In partial fulfillment of the requirement for the Award of

MASTER OF BUSINESS ADMINISTRATION

Submitted By

MR.SD SHARUKH HUSSAIN

(H.T NO: 16BR1E0040)

Under the esteem guidance of

M/S. D.MRUDULA

(HEAD OF THE DEPARTMENT)

DEPARTMENT OF

MASTER OF BUSSINESS ADMINISTRATION

VIJAYA ENGINEERING COLLEGE

AMMAPALEM (V), KHAMMAM (DIST) (Affiliated to JNTU, Hyderabad) (2016-2018)
1
 DECLARATION

I hereby declare that project report entitled CORPORATE SOCIAL

RESPONSIBILITY With Special Reference to SINGARENI COLLIERIES COMPANY

LIMITED, KOTHAGUDEM has been prepared by me as a part of the

requirement of MASTER OF BUSINESS ADMINISTRATION, JAWAHARLAL

NEHRU TECHNOLOGICAL UNIVERSITY,HYDERABAD during the academic year

2016-2018. This study is my original exercise. The findings and conclusions in

the work are based on the information collected by me.

(SD.SHARUKH HUSSAIN)

Place : Kothagudem (Signature of the candidate)

Date :

2
 AKNOWLEDGEMENT
I am thankful to the honorable chairman P.USHA KIRAN KUMAR for
giving me opportunity to study in VIJAYA ENGINEERING COLLGE, KHAMMAM.

I thank DR.B RAMESH, Principal of the college for the constant

encouragement in completing this project.

I am grateful to the HOD, M/S B. MRUDULA, for his valuable Suggestions

and also other faculty members in the department of their support, co-
operation, guidance and encouragement.

I consider it as my privilege to associate with SINGARENI COLLERIES COMPANY

LIMITED, a reputed Government company. I thank management and staff for
extending their support and enabling me to complete my project on CORPORATE
SOCIAL RESPONSIBILITY in the company.

I would like to express my profound thanks to Sri.

S.V.S.S.RAMALINGAYESWARUDU, Chief General Manager (HRD), Sri.
K.BASAVAIAH, General Manager (Personnel) for granting permission to do my
project work in SCCL.

My special thanks to Sri. D.SOLOMON, DGM (Per)/Welfare and Sri. C V V S

MURTHY, Personnel Manager, for their guidance, valuable suggestions and also
for providing me all necessary information for completing this.

I would like to express my heartful thanks to my parents and my friends for their
valuable support and encouragement given to me throughout the project work.

SD.SHARUKH HUSSAIN

3
 CONTENTS

CHAPTERS PARTICULARS PAGE NO’S

INTRODUCTION

 NEED OF THE STUDY

 OBJECTIVES OF THE
STUDY
CHAPTER-1
 SCOPE OF THE STUDY 05-11
 METHODOLOGY

 LIMITATIONS OF THE
STUDY

CHAPTER-2 INDUSTRY PROFILE AND

COMPANY PROFILE
12-26

CHAPTER-3 ABOUT THE TOPIC IN SCCL

THEORITICAL FRAMEWORK
27-53
CHAPTER-4 DATA ANALYSIS AND
INTERPRETATION and
54-67
QUESTIONAIRE

CHAPTER-5 FINDINGD,CONCLUSION &

SUGGESTION
68-69

CHAPTER-6 BIBLIOGRAPHY

70
INTRODUCTION
4
 Every employee has certain expectations which he thinks must be filled by
the organization he is working for. When the organization fails to do this, he
develops a feeling of discontent or dissatisfaction. When an employee feels that
something is unfair in the organization then he is said to have a corporate social
responsibility.

A dissatisfaction which is orally made known by one employee to another

is known as complaint. A complaint becomes a corporate social responsibility
when this dissatisfaction, which is mostly related to work, is brought to the
notice of the management.

Thus corporate social responsibility is caused due to the difference between

employee expectation and management practices.

If individuals corporate social responsibility are unattended and unresolved

then they will became collective disputes.

A worker, or several workers in respect at any measure or situation which is

directly or is likely to affect, submit a corporate social responsibility. Corporate
social responsibility in some times transformed into a general claim by the
unions or by a large no. if workers when it falls out side the corporate social
responsibility procedure and ultimately comes under the purview of collective
bargaining.

A complaint is spoken or written dissatisfaction which is brought to the

notice of the management or trade union representatives.

Corporate social responsibility has several adverse effects o the

performance of the individuals as also the organization. Corporate social
responsibility has to be handled promptly at the stage at which they occur. The
higher the discontent rises through the hierarchy, the more difficult it is to
resolve. There are several channels for discovering corporate social
responsibility they include direct observation, corporate social responsibility
procedure open-door polity, Exit interview, etc

NEED OF THE STUDY

5
 Business depends upon the society for the needed inputs like money, men
and skills. Business also depends on society for market where products may be
sold to its buyers. Thus, business depends on society for existence, sustenance
and encouragement. Dependence of business on society is so complete that as
long as the later wants the former business has reason to live. Being so much
dependent, business has definite responsibility towards society. Popularly called
the social responsibility of business.

Social Responsibility of business is understood as the obligation of

decision makers to take actions, which protect and improve the welfare of
society as a whole along with their own interests. Every action he contemplates
have social implications. Be it deciding on diversification, Expansion, Opening
of a new branch, Closure of an existing branch or replacement of men by
machines, society is affected in one way or the other. Even routine matters like
overtime and nightshifts, subcontracting and laying off employees due to load-
shedding have a social impact.

The primary purpose of social responsibility is to define contributions of

business in the area of employment through creation of new jobs, through
removal of regional disparities, sex racial discriminations etc. Business should
also encourage small scale and cottage industries, which improves the quality of
life in the rural areas. The business units should make proper efforts in
controlling pollution so that ecological balance is maintained. Big industrial
units can open schools, colleges, and dispensaries, construct roads and create
recreational facilities not only for its employees but also for the people living in
those areas.

Some of the factors or steps or process responsible for the realization of

the responsibility of business is Market forces, Government intervention,
Emergence of professional managers, Growth of trade unions, public scrutiny.
This study enlightens the responsibility of business towards different interest
groups like Shareholders, employees, Government, Community,
Environmentally and also Consumers. Managers should respond to socially
approved values and give priority to those held in higher esteem. Business
undertakings should go through to modernization and technology upgrading
plans on regular basis, which helps in increasing production and reducing cost
of products.

OBJECTIVES OF THE STUDY

6
 To study out Social Responsibility of Singareni Collieries Company Limited,
Kothagudem.

 To know the impact of welfare measures taken up by the company on its

employees as well as on the society.

 To study whether the employees are happy with the welfare measures taken up
by the organization.

 To study the role of company in operational of its local communities i.e.

 To know how company is encouraging its employees in participating the

societal activities and how it is educating them towards HIV, Cancer etc.

SCOPE OF THE STUDY

The scope of the study covers the workers of Singareni Collieries Company
Limited, Kothagudem. Sample size of 50 has been chosen out of the total
employees. The sample covers the following departments and designations in the
organization.

DEPARTMENTS DESIGNATIONS

Human Resource department DY General Manager

Personnel Department Additional General Manager

Safety Department Additional General Manager

Quality Department Additional General Manager

Main & Central Workshop Millers & Mechanists

METHODOLOGY
7
 The methodology of the study explains findings to the pre-determined
objective in a systematic manner. Moreover this provides the clear path to
achieve clear solution for the problem stated.

Methodology is a formal approach to the project. Methodology is divided into

different parts. They are as follows:

 Research Design

 Sample size

 Sampling Method

 Data collection method

 Data analysis and interpretation

RESEARCH DESIGN

“Research design is a plan, structure and strategy of investigation

conceived so as to obtain answer to research questions and to control variance.”

The function of the Research design is to provide for the collusion of

relevant evidence with minimal expenditure of efforts, time and money, and the
research design of this study is Descriptive in nature.

SAMPLE SIZE

A sample refers to a small part of population selected in order to know the

objectives of research. A sample size of 50 has been chosen out of the total
employees of Singareni Collieries Company Limited, Kothagudem.

SAMPLE DESIGN

Simple Random Sampling technique has been used for this study at
Singareni Collieries Company Limited (SCCL), Kothagudem. The Simple
Random Sampling refers to the sampling in which each and every unit of
population has an equal opportunity of being selected in sample.

DATA COLLECTION METHODS

8
 Two methods of data are used to conduct this study. They are:

 PRIMATY DATA

 SECONDARY DATA

The data collected is mainly primary data. It has been collected directly
from the employees through the questionnaire. The set of question were prepare
and administered to the employees of Singareni Collieries Company Limited
(SCCL), Kothagudem.

PRIMARY DATA
Primary data is the original data collected specifically for the problem at hand.

Two methods are used to collect the primary data. They are:

 Structured questionnaire.

 Formal and Informal interviews.

STRUCTURED QUESTIONNAIRE:
A questionnaire is a list of printed questions given to a number of employees to
answer. It secures standardized results and can be treated easily. The purpose of
questionnaire is to achieve success in collecting reliable and dependable data.

The type of questionnaire used for this study is a closed ended questionnaire.

FORMAL INTERVIEWS:

Interview is a face-to-face conversation between two persons in a

structured format. Interviews had been conducted with Additional General
Managers of various departments as well as with various employees at the
lower level i.e. Miller and Mechanist.

SECONDARY DATA
9
 Secondary data is that data, which is obtained for some purpose other
than helping, solve the problem at hand. Secondary data has been collected
from the following sources:

1. Various textbooks on Human Resource Management

2. Internet

3. SCCL manual

4. Other relevant books, magazines, periodicals etc.

DATA ANALYSIS AND INTERPRETATION

Data analysis and interpretation has been done for each question and
percentage Method is used for analysis and interpretation. Tables, Graphs and
charts were used for representing these interpretations.

LIMITATIONS OF THE STUDY

 The study is limited to Singareni Collieries Company Limited, Kothagudem
branch.

 The study is confined to a limited period of 45 days.

 This study has been conducted by taking a limited sample of 50 because of the
time constraint.

 The information provided by the workers may not be fully true due to fear of
management.

 There is a lot of sufficient information, as the employees cannot spare much

time for answering the queries related to this study due to their busy work
schedule.

IMPORTANCE OF THE STUDY

10
 An essential component of corporate social responsibility is to care for the
community. It endeavors to make a positive contribution to the underprivileged
communities by supporting a wide range of socio-economic, educational and
health initiatives. Many of the community projects and programs are driven by
active participation from employees.

Its main commitment to address important societal needs extends throughout

our philanthropic outreach programs.

Health and education have been identified as the primary objectives in the
community development process. It works relentlessly to ensure improvement of
general health and spread of non-formal education among all members in the
community. A number of focused initiatives have been implemented to bring about
general health awareness and improve the level of education

11
INTRODUCTION OF COAL MINING IN INDIA
12
 Man is blessed with abundance of natural resources, including mineral
wealth that play vital role in the development of a country and promote the
economic growth when explored and made best use of them.
Coal, which is one of the important minerals, is known to man since ages
and this natural wealth has put to diverse use in the modern world. Coal
regarded as the fuel for growth, the coal is an important input for power
generation and many other industries like iron and steel, railway, shipping and
construction industries etc, a vital infrastructure for economic development.
Despite the development of alternative fuel sources like electricity, petrol and
solar energy, coal continues to be major fuel material in many industries. Thus
coal industry plays an important role in the industrial development of any
country, like India.
The world coal consumption is projected to go up from 4.7 billion tonnes in
1999 to 6.4 billion tonnes by 2020, primarily in China and India, which are
expected to account for 75% of the increased consumption.

In India, Coal Mining was started in 1774 and is still significantly under
the Government Control and ownership with Coal India Limited (CIL), along
with its following subsidiaries are become number one coal producer in India.

1. Eastern Coal Fields India Limited (ECFIL) - Sanctrica, West Bengal.

2. Bharath Cooking Coal Limited (BCCL) - Dhanbad, Bihar.
3. Central Coal Fields Limited (CCL) - Ranchi, Bihar.
4. Northern Coal Fields Limited (NCFL) - Singrauli, Madhya Pradesh
5. Western Coal Fields Limited (WCFl.) - Nagpur, Maharstra.
6. Mahanadi Coal Fields Limited (MCL) - Sambalpur. Orissa
7. Central Mining Planning & Design Institute Limited (CMPDIL)-Ranchi, Bihar.

8.South Eastern Coal Field Limited(SECFL)-Belaspur,Chathisgad

SINGARENI COLLIERIES COMPANY LIMITED

13
 Origin
A remarkable little adventure gave birth to this giant corporate entity that us
today the Singareni Collieries Company Limited

Way back on a dark night in 1870, a group of Pilgrims who on their way
to have a Darshan of Lord Rama at Bhadrachalam Temple (near Singareni
Village) has lit a fire to prepare their meal. One of the supporting stones on their
makeshift stove caught fire. The incident was immediately reported to the local
Government.

This led to an extensive survey by Dr.William King, an eminent

Geologist, which confirmed the revolutionary discovery of mammoth deposits
of coal in the Godavari Valley.

History

In the year 1871, Dr. King of the Geological Survey of India

discovered coal near the village of Yellandu in Khammam district and one of
the important coal seams bore his name. The Hyderabad (Deccan) Company
Limited incorporated in England acquired mining rights in 1886 to exploit coal
found in Yellandu area. The present Company was incorporated on 23rd
December 1920 under the Hyderabad Companies Act as a public limited
company with the name 'The Singareni Collieries Company Limited' (SCCL). It
acquired all the assets and liabilities of the Hyderabad (Deccan) Co. Ltd. Best &
Co., acted as Secretaries and Selling Agents. The State of Hyderabad purchased
majority shares of the Company in 1945. From 1945 to 1949, the Hyderabad
Construction Co., Ltd., was acting as Managing Agent. In 1949 this function
was entrusted to Industrial Trust Fund by the then Government of Hyderabad.
The controlling interest of the Company devolved on the Government of
Andhra Pradesh in 1956 pursuant to the reorganization of States. Thus, the
SCCL became a Government Company under the Companies Act in 1956.
14
 Large-scale expansion of SCCL was undertaken during the initial Five-year
plans. In 1960 the Govt. of India started its participation in the equity of the
Company and also started extending loan assistance. Thus since March 1960 it
has been jointly owned by the Government of Andhra Pradesh and the Govt. of
India. In 1974 the Government of India transferred its share capital to the Coal
Mines Authority Limited. The manner of extending financial assistance for
expansion of SCCL by the Govt. of A.P., and the Govt. of India during V plan
period was agreed upon in the Four party Agreement executed on 10th June
1974. Subsequently, the Govt. of India decided to control its equity directly in
SCCL. Accordingly, agreement was concluded on 13th December 1977. The
SCCL, the Government of A.P., the Government of India and Coal India
Limited were parties to the agreement. These two agreements are popularly
called quadripartite agreements.
For financial and other assistance during VI, VII, VIII, IX & X Plan
periods, separate agreements were executed on 31st March, 1985, 10th
February 1989, 24th September 1994, 11th January 2002 and 19th October
2004 between the Government of India, the Government of Andhra Pradesh and
SCCL. These agreements are called tripartite agreements.
The Company's accredited function is to explore and exploit the coal
deposits in the Godavari valley coalfield, which is the only repository of coal in
South India. Mining activities of SCCL are presently spread over four districts
of Andhra Pradesh Viz. Adilabad, Karimnagar, Khammam and Warangal.
The studies of Geological Survey of India attribute as much as 22207
million tonnes of coal reserves in the Godavari valley coalfield. The inventory
covers up to a depth of 1200 metres and it includes reserves confirmed,
indicated as well as inferred upto 31.03.2015
The coal extracted by SCCL in the Godavari valley coalfield up to the
year 2017-18 was about 1372.58 million tonnes.

15
 THE OPERATION AREAS OF SCCL ARE AS FOLLOWS:
KHAMMAM DISTRICT -- Kothagudem, Yellandu and Manuguru

ADILABAD DISTRICT -- Bellampalii, MandamarI and Srirampur

KARIMNAGAR DISTRICT -- Ramagundam – I, II, & III

WARANGAL DISTRICT -- Bhoopalpally.

The Coal reserves stretch over 350 square kms. of Pranahita Godavari
valley of above Districts of Andhra Pradesh with proven deposits of 8,575
million tones of coal.

SCCL now operates forty two (42) Under Ground Mines and Thirteen (13)
Open cast Mines in these four (4) Districts

MILE STONES OF TECHNOLOGY INTRODUCTION

1948: Introduction of machine mining (Shuttle Car).

1951: Electric Coal Drills.
1953: Electric Cap Lamps.
1954: Frame Proof Mining Machinery.
1975: Open Cast Mining.
1979: Side Dump Loaders (SDLs).
1981: Load Haul Dumpers.
1983: Mechanised Long Wall.
1986: Introduction of computers and walking dragline in Opencast Mines.
1989: French Blasting Gallery Technology.
1994: Input crushing & conveying technology in Open Cast Mining.
2002: Surface Miner Technology.

SCCL-MISSION

16
 To retain strategic role of a premier coal producing company in the country
and excel in a competitive business environments.

 To strive for self-reliance by optimum utilization of existing resources and

earn adequate returns on capital employed.

 To exploit the available mining blocks with maximum conservation and

utmost safety by adopting suitable technologies and practices and constantly
upgrading them against international bench marks

 To supply reliable and qualitative coal in adequate quantities and strive to

satisfy customers needs by constantly sharing their experience and customizing
our product.

 To emerge as a model employer and maintain harmonious industrial

relations with the legal and social frame work of the state

17
 MANPOWER STATUS

Men on roll as on 31.03.2017 Men on roll as on 31.03.2018

Area
UG OC Depts Total UG OC Depts Total

CRP 2,260 2,260 2,539 2,539

HYD 118 118 111 111

2274 1190 2137 1254
KGM 723 4,187 740 4,131
1100 485 1033 466
YLD 681 2,266 648 2,147
896 1884 868 1880
MNG 911 3,691 938 3,686
7430 526 5963 573
RG1 1,768 9,724 1,800 8,336
2994 1629 3998 1625
RG2 996 5,619 953 6,576
3623 2675 3705 2753
RG3 601 6,899 664 7,122
6929 118 6604 113
BHP 533 7,580 554 7,271
1233 691 1113 714
BPA 818 2,742 853 2,680
6321 31 6068 69
MMR 1,260 7,612 1,529 7,666
12906 281 12468 317
SRP 1,730 14,917 1,416 14,201

SCCL 45,706 9,510 12,399 67,615 43,957 9,764 12,745 66,466

18
 ORGANIZATIONAL STRUCTURE

The successful performance of any institution depends to a large extent upon

its organization may be defined as "The process of identifying and grouping of
work to be performed defining and delegating responsibility and authority and
establishing of relationship for the purpose of enabling people to work most
effectively together accomplishing objectives".

A sound organization structure is a pr-requisite for efficient management: it provides the

frame for carrying the activities of the organization and fulfilment of its objectives. If the
organization structure is ill designed the functioning of the organization structure will be
damaged. SCCL has a good organization set-up which can be followed by other organization
also.

The organization structure of SCCL is placed as Annexure-I.

The Organization structure at Corporate level is placed as Annexure-II.

The Organization structure at Area level is placed as Annexure-III.

19
 ORGANIZATION HIERARCHY

Chairman cum Managing Director who is drawn from senior I.A.S. Officer of
State Government heads the Singareni Collieries Company Limited at
Corporate level. Directors and CGMs/General Managers assist him. SCCL has
organizational hierarchy at area level too headed by Area General Manager. The
Organization Chart is given in the following page. It has been given both at
Area level and Corporate level.

SCCL BOARD OF DIRECTORS

Chairman &
Managing Director
Government of A.P.
Nominee Directors Government of India
Nominee Directors

Joint Secretary,
Functional Directors Part-time Directors
Ministry of Coal
Special Chief
Secretary,
Chairman-cum-M.D
Energy Department
Director (Operations) Western Coalfileds
Ltd.

Principal Secretary, Director

Director (Finance)
Finance Department Ministry of Coal

Director (Electrica
l & Mechanical)
Director (Planning & Pr
ojects)

Director (Personnel, A
dministration & Welfar
e)

20
 ORGANIZATIONAL CHART

Director (PA&W) : PERSONNEL

: HRD, VIGILANCE

: ESTATES; IED,

: MEDICAL; LAW

: SUPER BAZAR

Director (Finance) : Corp (F&A)

: IA; EDP

: SDG

: S.C. Education Society

Director ( OP ) : RG III, BHPL

: YA; MNG; KGM

: QM; IT; CIVIL

: Stores & purchase

Director (P&P) : RG - I, RG -II, BPA

: MM, SRP, CP&P, BD, I & PM

: PP, Survey, Exploration

: Safety, R & D, Forestry

: Environment.

Director (E&M) : All E&M Activities

: Power Houses

: workshops &APHMEL

21
 WELFARE MEASURES IN SCCL:

MEDICAL FACILITIES:

Every worker seeking employment in the company is subjected to

Through medical examination at the time of initial employment

.thereafter, he under goes periodical Medical examination once in every

5 years.

SCCL is having 6 area hospitals, 1 main hospital at kothagudem 25

Dispensaries having 845 beds and 03 company and 26 private

Ambulances are provided.

As Family member/attendants of employee are finding it difficult to have

Accommodation at HYD, while getting treatment at super specialties we have

Provided accommodation for them as under:

1) 10 rooms in ramnath ashram near osmania general hospital,HYD.

2) One hall in II floor at siva ganesh chowltry situated near NIMS,hyd which can

accommodate 25 persons.

The under of family planning operations conucted in SCCL hospitals are

Furnished here under:

Si .no Period No of family planning

operations

01 April,2007 to march,2008 2050

02 April,2008 to march,2009 1475

03 April,2009 to march,2010 1555

04 April,2010 to march,2011 1545

05 April,2011 to march,2012 1461

06 April,2012 to march,2013 1340

22
07 April,2013 to march ,2014 1141

08 April,2014 to march,2015 971

09 April,2015 to march,2016 855

10 April,2016 to march,2017 675

11 April,2017 to March,2018 695

.
Referral services:
Hospitals and the dispensaries provide the first contact care and the curative
services. However there is a need to provide super speciality services for certain
diseases namely; Cardiac cases, certain kidney disorders etc. Ten super
speciality hospitals are empanelled basing on the facilities available, quality of
services rendered and the patient satisfaction.

Cardiologists and other specialist doctors visit:

Cardiologists and other specialist doctor’s consultation and advice is needed for
many of the patients especially in the present day context of increased awareness
on health matters. To meet the needs such of employees and their family members,
cardiologists and specialist doctor’s visits are arranged at main hospital,
Kothagudem and Area hospital Ramagundam at regular intervals.

SOCIAL SECURITY SCHEMES:

The SCCL is taking all possible measures to provide welfare amenities to its
employees, particularly in the fields of health, sanitation, residential
accommodation, education to workers' children, supply of water, laying of
roads, improving health awareness among employees and their families through
communication cell, sports and games to provide recreation in addition to
various Social Security Schemes.

23
 Housing: As on 31.03.2012there are 50,018 quarters existing in all the areas of
the Company. 106 quarters are under construction. The Housing satisfaction is
76%.

Social Security Schemes:

a) Insurance Schemes:

Name of the scheme Premium payable Amount payable

1. JPAIS @Rs.264/- for 2 years Rs.1,00,000/-
2. FBIS @Rs.10/- p.m per Rs.10,000/-
employee
3. Group Insurance Rs. 60,000/-
(1-1-09)
4. Group service Rs.2,00,000/-
linked insurance @Rs.200/- per month
scheme (GSLIS)
@Rs.100/- per month Rs.1,00,000/-
@Rs.65/- per month Rs.65,000/-
@Rs.60/- per month Rs.60,000/-

b) COAL MINES PROVIDENT FUND SCHEME:

Employee’s contribution : 12% of wages
Employer contribution : 12% (equal contribution)

DEPENDANT EMPLOYMENT: Dependant Employment is being provided to the

dependants of Ex-employees died in harness / declared medical unfit as per NCWA
provisions subject to availability of vacancies.

The details of dependent employment provide are furnished here under:

Si no Year No. of dependents

01 April,2011 to March,2011 235
02 April,2012 to March,2012 345
03 April,2013 to March,2013 299

24
04 April,2014 to March,2014 375
05 April,2015 to March,2015 337
06 April,2016 to March,2016 237
07 April,2017 to March,2017 305
08 April,2018 to March,2018 255

In the financial year 2002-03, a settlement was arrived at on 08.03.2002 with

the Recognized Union on payment of Monetary Compensation in, lieu of
dependant employment under Company Voluntary Retirement Scheme (VRS on
health grounds). There are about 3075 dependants waiting for employment
under Company VRS. Out of which, 2978 cases have been settled as on
30.09.2011 for payment of monetary compensation / lump sum payment of 24
months' wages last ' drawn in lieu of dependant employment.

MONTHLY MONETARY COMPENSATION (MMC)/LUMPSUM

PAYMENT:

The Scheme of MMC has been implemented in lieu of Female

dependent employment in respect of the cases of Death/Board Medical Unfit
arose from 02-10-1991, in accordance with the Memo of settlement dated 31-
07-1997. as per the guidelines of JBCCI implementation, the claims are being
received from areas for settlement of MMC, as on 31-03-2011, 2167 claims
have been settled and sanction of payment orders released to pay the
beneficiaries @ Rs.6,000/- per month in case of Death and natural death or
medical unfit case.

EDUCATIONAL FACILITIES:

a) No. of High Schools and Upper Primary Schools : 13

run by S.C. Educational Society

25
b) No of Degree colleges (women) : 1
c) No. of Junior Colleges (women) : 1

d) No. of polytechnic college : 1

The above educational institutions are running by S.C Educational Society.

AWARDS AND RECOGNITIONS

2015-16

 Top assesses of central excise of Hyderabad

 Prestigious state Governments “Best Management

Award”

2016-17

 Excellence in cost management in mining

 HARITHA MITHRA AWARD

2017-18

 Geominetechs Director (operations)Excellence Award

 Excellence in performance in best production and

productivity

 “Coal India productivity award “from Indian

institute of industrial engineering

SINGARENI - NEW BUSINESS

26
  Underground Coal Gasification, Surface Coal Gasification & Coal
Bed
Methane.

 Power Generation: 20 MW Captive Power Plant & 600 MW

Merchant Power Plant.
 Explosives : Manufacturing of Site Mixed Slurry (SMS) Explosives.
 Mining of Iron ore and other minerals.
 Development of SEZ.

BUSINESS PARTNERS OF SINGARENI

 Andhra Pradesh Gas Power Corporation Ltd : to co-operate and

promote one or more Joint Venture
Companies with the aim of jointly
undertaking Coal Mining, Mining
Beneficiation, processing,
operation & maintenance in India.
 Carbon Energy Pty. Ltd (CEPL), Australia: for investigation of the
potential for Underground Coal
Gasification in SCCL command
areas.
 National Thermal Power Corporation: for co-operation and promotion
for Joint Venture companies for
jointly undertaking various
activities related to coal mining,
integrated coal based power
projects and related consultancies,
in India and abroad.
 Oil & Natural Gas Commission: to Cooperate in the service, operation,
process Development and
Research related to Underground
Coal Gasification (UGC), Surface
Coal Gasification (SCG) and Coal
Bed Methane(CBM).

27
 ABOUT THE TOPIC IN SCCL

THEORITICAL FRAMEWORK

Corporate Social Responsibility

Corporate social responsibility (CSR) is:

28
 An obligation, beyond that required by the law and economics, for a firm to
pursue long term goals that are good for society.
 The continuing commitment by business to behave ethically and contribute
to economic development while improving the quality of life of the workforce
and their families as well as that of the local community and society at large.
 About how a company manages its business process to produce an overall
positive impact on society.

Corporate social responsibility MEANS:

 “Corporate Social Responsibility refers is simply a way for companies to
take responsibility for the social and environmental impacts of their business
operations’.

 Conducting business in an ethical way and in the interests of the wider

community.
 Responding positively to emerging societal priorities and expectations
 A willingness to act ahead of regulatory confrontation.
 Balancing shareholder interests against the interests of the wider community.
 Being a good citizen in the community.

DEFINITIONS of social responsibility

According to Howard R. Bowen corporate social responsibility is:

‘Corporate social responsibility (also known as CSR, corporate conscience, and

corporate citizenship) is the integration of socially beneficial programs and
practices into a corporation’s business model and culture.

According to K.K. Andrew CSR is:

“Social responsibility may be taken to mean intelligent and objective concern

for the welfare of the society”.

29
 INTRODUCTION

Corporate Social Responsibility (CSR), also known as corporate

responsibility, corporate citizenship, responsible business and corporate
social opportunity is a form of corporate self-regulation integrated into a
business model. Ideally, CSR policy would function as a built-in, self-regulating
mechanism whereby business would monitor and ensure their adherence to law,
ethical standards, and international norms. Business would embrace
responsibility for the impact of their activities on the environment, consumers,
employees, communities, stakeholders and all other members of the public
sphere. Furthermore, business would proactively promote the public interest by
encouraging community growth and development, and voluntarily eliminating
practices that harm the public sphere, regardless of legality. Essentially, CSR is
the deliberate inclusion of public interest into corporate decision-making, and
the honoring of a triple bottom line: People, Planet, Profit.

The practice of CSR is subject to much debate and criticism. Proponents argue
that there is a strong business case for CSR, in that corporations benefit in multiple
ways by operating with a perspective broader and longer than their own immediate,
short-term profits. Critics argue that CSR distracts from the fundamental economic
role of businesses; others argue that it is nothing more than superficial window-
dressing; others argue that it is an attempt to pre-empt the role of governments as a
watchdog over powerful multinational corporations.

In 2001, the European Commission launched a Europe-wide debate on

Corporate Social Responsibility (CSR) with the publication of a green paper,
followed by a white paper in 2002. The European Agency for Safety and Health at
Work followed up the Commission's green paper with a European Seminar on
"CSR and Work Health".

Why is CSR important?

 Customers and clients are influenced by a company's reputation in social
and environmental areas.
 The employment market is competitive and good recruits want to work for
and stay with companies that care.
 Social performance increasingly influences investors' decisions, as the
ethical investment market grows ever more quickly.

30
 CSR enables the strategic management of internal and external risks in
social as well as environmental areas.

How does occupational safety and health fit in with CSR?

CSR is a voluntary initiative that must always address goals and actions
clearly above the minimum levels of worker protection set out in EU and
national legislation. Companies should adopt socially responsible initiatives
because it is in their long-term interest. With its focus on enterprises'
stakeholders, CSR embraces both the internal needs of employees as well as the
external needs of society. From an OSH perspective, this means both taking
care of employees' safety and health in excess of legal requirements and
considering external implications, such as using OSH as a criterion in the
selection of subcontractors or in marketing.

31
 CSR is likely to bring OSH closer to other important issues such as:

 Human resources
 Work and life balance
 Other fundamental rights at work
 Environmental issues
 Public safety and health (including product safety)
 Profitability and productivity

. The World Business Council for Sustainable Development has described

CSR as the business contribution to sustainable economic development.
Building on a base of compliance with legislation and regulations, CSR
typically includes "beyond law" commitments and activities pertaining to:

 corporate governance and ethics

 health and safety

 community involvement, development and investment

 involvement of and respect for Aboriginal peoples

 corporate philanthropy and employee volunteering

Initiatives

Initiatives aimed at:

 Awareness raising, awards and ethical initiatives

 Exchange of knowledge: best practices, networks, pilot projects
 Standardization and certification
 Innovative partnerships, NGOs - public/private
 Reporting (external) and communication
 Ethical trade initiatives (fair trade)

32
 CORPORATE SOCIAL RESPONSIBILITY

CSR is about how companies manage the business processes to

produce an overall positive impact on society.

33
Human resources

A CSR programme can be an aid to recruitment and retention, particularly

within the competitive graduate student market. Potential recruits often ask
about a firm's CSR policy during an interview, and having a comprehensive
policy can give an advantage. CSR can also help to improve the perception of a
company among its staff, particularly when staff can become involved through
payroll giving, fundraising activities or community volunteering.

Risk management

Managing risk is a central part of many corporate strategies. Reputations

that take decades to build up can be ruined in hours through incidents such as
corruption scandals or environmental accidents. These events can also draw
34
 unwanted attention from regulators, courts, governments and media. Building a
genuine culture of 'doing the right thing' within a corporation can offset these
risks.

Brand differentiation

In crowded marketplaces, companies strive for a unique selling

proposition that can separate them from the competition in the minds of
consumers. CSR can play a role in building customer loyalty based on
distinctive ethical values. Several major brands, such as The Co-operative
Group, The Body Shop and American Apparel are built on ethical values.
Business service organizations can benefit too from building a reputation for
integrity and best practice.

License to operate

Corporations are keen to avoid interference in their business through

taxation or regulations. By taking substantive voluntary steps, they can
persuade governments and the wider public that they are taking issues such as
health and safety, diversity or the environment seriously, and so avoid
intervention. This also applies to firms seeking to justify eye-catching profits
and high levels of boardroom pay.

CRITICISMS AND CONCERNS

Critics of CSR as well as proponents debate a number of concerns
related to it. These include CSR's relationship to the fundamental purpose and
nature of business and questionable motives for engaging in CSR, including
concerns about insincerity and hypocrisy.

CSR and the nature of business

Corporations exist to provide products and/or services that produce profits

for their shareholders. Milton Friedman and others take this a step further,
arguing that a corporation's purpose is to maximize returns to its shareholders,
and that since (in their view), only people can have social responsibilities,
corporations are only responsible to their shareholders and not to society as a
whole. Although they accept that corporations should obey the laws of the
countries within which they work, they assert that corporations have no other
obligation to society. Some people perceive CSR as incongruent with the very
nature and purpose of business, and indeed a hindrance to free trade.

35
CSR and questionable motives

Some critics believe that CSR programs are undertaken by companies

such as British American Tobacco (BAT), the petroleum giant BP (well-known
for its high-profile advertising campaigns on environmental aspects of its
operations), and McDonald's (see below) to distract the public from ethical
questions posed by their core operations. They argue that some corporations
start CSR programs for the commercial benefit they enjoy through raising their
reputation with the public or with government.

Shell has a much-publicized CSR policy and was a pioneer in triple bottom line
reporting, but this did not prevent the 2004 scandal concerning its misreporting
of oil reserves, which seriously damaged its reputation and led to charges of
hypocrisy. Since then, the Shell Foundation has become involved in many
projects across the world, including a partnership with Marks and Spencer (UK)
in three flower and fruit growing communities across Africa.

DRIVERS
Corporations may be influenced to adopt CSR practices by several drivers.

Ethical consumerism

The rise in popularity of ethical consumerism over the last two decades
can be linked to the rise of CSR. As global population increases, so does the
pressure on limited natural resources required to meet rising consumer
demand .Industrialization in many developing countries is booming as a result
of technology and globalization. Consumers are becoming more aware of the
environmental and social implications of their day-to-day consumer decisions
and are beginning to make purchasing decisions related to their environmental
and ethical concerns. However, this practice is far from consistent or universal.

Globalization and market forces

As corporations pursue growth through globalization, they have

encountered new challenges that impose limits to their growth and potential
profits. Government regulations, tariffs, environmental restrictions and varying
standards of what constitutes labor exploitation are problems that can cost
organizations millions of dollars. Some view ethical issues as simply a costly
hindrance. Some companies use CSR methodologies as a strategic tactic to gain
public support for their presence in global markets, helping them sustain a
competitive advantage by using their social contributions to provide a
subconscious level of advertising. Global competition places particular pressure

36
on multinational corporations to examine not only their own labor practices, but
those of their entire supply chain, from a CSR perspective.

Social awareness and education

The role among corporate stakeholders to work collectively to pressure

corporations is changing. Shareholders and investors themselves, through
socially responsible investing are exerting pressure on corporations to behave
responsibly. Non-governmental organizations are also taking an increasing role,
leveraging the power of the media and the Internet to increase their scrutiny and
collective activism around corporate behavior. Through education and dialogue,
the development of community in holding businesses responsible for their
actions is growing (Roux 2007).

Ethics training

The rise of ethics training inside corporations, some of it required by

government regulation, is another driver credited with changing the behavior
and culture of corporations. The aim of such training is to help employees make
ethical decisions when the answers are unclear. Tullberg believes that humans
are built with the capacity to cheat and manipulate, a view taken from (Trivers
1971, 1985), hence the need for learning normative values and rules in human
behavior (Tullberg 1996). The most direct benefit is reducing the likelihood of
"dirty hands" (Grace and Cohen 2005), fines and damaged reputations for
breaching laws or moral norms. Organizations also see secondary benefit in
increasing employee loyalty and pride in the organization. Caterpillar and Best
Buy are examples of organizations that have taken such steps (Thilmany 2007).

Stakeholder Priorities

Increasingly, corporations are motivated to become more socially

responsible because their most important stakeholders expect them to
understand and address the social and community issues that are relevant to
them. Understanding what causes are important to employees is usually the first
priority because of the many interrelated business benefits that can be derived
from increased employee engagement (i.e. more loyalty, improved recruitment,
increased retention, higher productivity, an so on). Key external stakeholders
include customers, consumers, investors (particularly institutional investors,
regulators, academics, and the media).

37
PROCESS OF CSR

STEP – I: CONDUCT A CSR ASSESSMENT

What is a CSR assessment?

38
 No firm -- big or small -- is likely to do anything about CSR, unless the
board of directors, senior management or owners recognize that some sort of
CSR-related problem, opportunity or challenge exists. This recognition, nascent
or fully articulated, in turn provides the fuel for proceeding with a CSR
assessment, with the hope of shedding light on the nature of the problem,
opportunity or challenge and its significance.

A logical first step is to gather and examine relevant information about the
firm's products, services, decision-making processes and activities to determine
accurately where the firm is now with respect to CSR activity, and to locate its
"pressure points" for CSR action. A proper CSR assessment should provide an
understanding of the following:

 the firm's values and ethics

 the internal and external drivers motivating the firm to undertake a more
systematic approach to CSR
 the key CSR issues that are affecting or could affect the firm
 key stakeholders who are, or who need to be, engaged

Why do an assessment?

When the board of directors and top management or owners do not have
an accurate snapshot of how far the firm is down the CSR road, it is unlikely
they will be able to make informed decisions about moving ahead. Front-end
intelligence gathering in the form of a CSR assessment can save a firm from
launching a CSR approach or heading in a direction that is not sustainable. An
assessment can also help identify CSR gaps and opportunities and thereby
improve business decision making.

How to do an assessment

A four-stage CSR assessment process is set out below.

1. Assemble a CSR leadership team

2. Develop a working definition of CSR
3. Review corporate documents, processes and activities
4. Identify and engage key stakeholders

1. Assemble a CSR leadership team

Ideally, a CSR leadership team would include representatives from the

board of directors and top management or owners, as well as volunteers from
39
 various units within the firm that are affected by or involved in CSR issues.
Other representatives could be senior personnel from human resources,
environmental services, health and safety, community relations, legal affairs,
finance and communications. Front-line staff in these areas and any other
personnel who may become key players involved in implementing the CSR
approach the firm eventually develops should also be on the team.

2. Develop a working definition of CSR

.CSR is the firm';s practices and policies that contribute to the well-being of the
environment, economy and society. They address the needs of customers,
suppliers, shareholders and employees, as well as those of government, the
general public and the communities where the firm operates, without
compromising the ability of future generations to meet their ow ocial objectives
while, at the same time, addressing stakeholder expectations and sustaining or
enhancing shareholder value.

3. Review corporate documents, processes and activities

 Documents. Existing mission statements, policies, codes of conduct,

principles and other operating documents are logical candidates for review, as
are external documents associated with programs or initiatives in which the firm
is involved (e.g. if the firm "subscribes" to a set of sector-wide standards,
principles or guidelines. It may be that the existing mission statement, policies
or codes address worker relations, customer satisfaction or environmental
protection in some regard. It is useful for the leadership team to explore why
these items were developed and to learn from them (or at least acknowledge
that they are CSR-related).
 Processes. Firms typically have specific decision processes and associated
decision-making bodies in place to address particular aspects of operations, and
these may bear on the CSR approach. For example, a health and safety
committee may take the lead in determining the resources, training and
implementation of worker health and safety programs. Senior counsel may play
a key role in decisions about environmental protection activities, in conjunction
with senior engineers and other staff.
 Activities These can be helpful indications of areas in which the firm might
wish to concentrate attention. Practical ideas may also be gleaned by examining
activities in other jurisdictions, such as the level of security or conflict overseas,
since these may be harbingers of challenges or opportunities to come.

4. Identify and engage key stakeholders

Although the work of the leadership team should reveal important social
responsibility trends, problems and opportunities for the firm to act upon, the
40
 team may nevertheless miss important issues that are more evident to those
outside the firm. As a result, the team may wish to hold discussions with key
external stakeholders about CSR.

STEP – II: DEVELOP A CSR STRATEGY

What is a CSR strategy? A good CSR strategy identifies the following:

 overall direction for where the firm wishes to go in its CSR work
 a basic approach for proceeding
 specific priority areas
 Immediate next steps.

.Why has a CSR strategy?

There is a well-known expression that if you do not know where you are
going, there is very little chance you are ever going to get there. This is as true
with respect to CSR as it is with any other business approach. Following a CSR
strategy helps to ensure that a firm builds, maintains and continually
strengthens its identity and its market.

How to develop a CSR strategy

The following five steps comprise a suggested way to develop a CSR strategy.

1. Build support with senior management and employees

2. Research what others are doing
3. Prepare a matrix of proposed CSR actions
4. Develop options for proceeding and the business case for them
5. Decide on direction, approach and focus areas

STEP – III: IMPLEMENTING CORPORATE SOCIAL

RESPONSIBILITY
There is no one-size-fits-all method for implementing a corporate social responsibility (CSR) approach:
each firm has unique characteristics and circumstances that will affect how it views its social
responsibilities; and each will vary in its awareness of CSR issues and how much work it has already done
towards implementing a CSR approach.

41
 Implementation Framework
When? What? How?
(Conceptual phase) (Task delineation) (Checkpoints on the journey)

Plan  Assemble a CSR leadership team

 Develop a working definition of CSR

1.Conduct a CSR assessment
 Review corporate documents, processes and
activities

 Identify and engage key stakeholders

 Build support with senior managment and employees

 Research what others are doing

 prepare a matrix of proposed CSR actions

2. Develop a CSR strategy
 Develop ideas for proceeding and the business case
for them

 Decide on direction, approach and focus areas

Do  Do a scan of CSR commitments

 Hold discussions with major stakeholders

3. Develop CSR  Create a working group to develop the commitments
commitments
 Prepare a preliminary draft

 Consult with affected stakeholders

 Develop an integrated CSR decision-making
structure

 Prepare and implement a CSR business plan

 Set measurable targets and identify performance

measures
4. Implement CSR  Engage employees and others to whom CSR
commitments commitments apply

 Design and conduct CSR training

 Establish mechanisms for addressing problematic

behaviour

 Create internal and external communications plans

 Measure and verify performance
Check 5. Verify and report on  Engage stakeholders
progress
 Report on performance
Improve 6. Evaluate and improve  Evaluate performance

42
  Identify opportunities for imporvement

 Engage stakeholders

Cross-check: One cycle completed Return to plan and start the next cycle

STEP – IV: VERIFY AND REPORT ON PROGRESS

What are CSR verification and reporting?

CSR is ultimately about performance. As such, verification and reporting

are important tools to measure whether performance has actually taken place,
giving interested parties an opportunity to see how well the firm is meeting its
commitments and what affect that is having.

Why does CSR verification and reporting matter?

There is an old saying, “What gets measured gets managed.” In the CSR
field, proof of CSR progress is crucial to a firm's success. It can provide the
basis for informed decision making by interested parties who may wish to
purchase the firm's products, invest in the firm or support the firm's activities in
their community. The firm can also use it itself as the basis for further
improvements, risk assessment and support for new directions and
opportunities.

STEP – V: EVALUATE AND IMPROVE

What is an evaluation?

An evaluation tracks the overall progress of a firm's CSR approach and forms
the basis for improvements and modification. With the information derived
from verification and reporting, a firm is in a good position to rethink its current
approaches and make adjustments.

Why evaluate?

An evaluation allows a firm to do the following:

 determine what is working well, why and how to ensure that it continues to do
so

43
 investigate what is not working well and why not, to explore the barriers to
success and what can be changed to overcome the barriers
 revisit original goals and make new ones as necessary.

This base of information should allow the firm to determine whether the current
CSR approach is achieving its objectives and whether the implementation
approach and overall strategy are correct.

PYRAMID CONCEPT OF CSR:

44
 SINGARENI COLLIERIES COMPANY LIMITED
(A Government Company)
CORPORATE SOCIAL RESPONSIBILITY POLICY

The Policy is known as Corporate Social Responsibility Policy of

The Singareni Collieries Company Limited.

Preamble:

One of the greatest challenges facing the world today is integrating

economic activity with environmental and social concerns. The objective
of such integration is achievement of ‘sustainable development’. The
mining and mineral industry has come under tremendous pressure to
address/ improve social, developmental and environmental concerns.
Like other parts of business world, companies are more routinely
expected to perform to highest standards of behavior, going well beyond
achieving profitability goals. They are also increasingly being asked to
be more transparent. In response to this The Singareni Collieries
Company Limited (SCCL) has committed to bringing economic and
social benefits through its Corporate Social Responsibility (CSR)
initiatives. This policy document may therefore serve SCCL in extending
CSR activities for the benefit of Society at large.

Objective:

The CSR policy has been framed in accordance with the provisions of
the Companies Act, 2013 and the Rules made there under.

45
The main objective of this Policy is to integrate CSR and Sustainability
as a key business process for achieving triple-bottom line impact as
mentioned below

SCCL recognizes that pursuit of sustainable development is an integral

part of growing its business, creating value for its stakeholders and in
building a responsible future through ethical business practices and
governance.

SCCL supports practical measures and policies that will help to protect
and improve the environment.

 SCCL adopts a responsible approach towards communities and

aim for sustainable development without creating dependency.

Major Thrust Areas:

The major thrust areas of the CSR policy are identified with a view to
have long term benefits to the Society which are as under:
1. Basic Services (Drinking Water supply, Sanitation etc.)
2. Health
3. Education
4. Livelihood and Local Economic Development
5. Interventions for marginalized communities such as SCs and
STs.Other related activities.

Scope & Implementation:

Scope:

The scope of CSR activities of SCCL in line with Schedule VII of

Companies Act, 2013 is as follows:

Environment

Involvement of community for additional efforts to create better

environment while complying with applicable environmental regulations.
Minimise environmental impacts and risks to provide opportunities for
building relationships with local communities.
46
Promote environment friendly technologies.

Communities & Society

Promote multi-stakeholder partnerships to look at longer-term,
sustainable solutions.
Build two-way and inclusive channel of communication with
communities.
. Provide support during natural calamities, disasters and other
emergencies

Business
Provide opportunities to local and small entrepreneurs forbusiness
participation through ancillarisation.

To support implementation of the policy, SCCL will undertake the

following:

Ensure active involvement of the top management through their

visible support in spreading the message of CSR & Sustainability within
the organization.

Devise internal communication strategies to spread awareness of

CSR and Sustainability amongst the employees.

Ensure committed involvement of all employees in carrying forward

the agenda of CSR and Sustainability.

Create a suitable organization structure to oversee implementation of

the policy.

Allocate budget for implementation of CSR and Sustainability

initiatives.
47
Periodically measure, review, communicates and report CSR &
Sustainability performance as per multi-year plan made in consultation
with key stakeholders to the Board.

48
Institutional arrangements
Implementation of the CSR Policy would be driven by:
At the Board level:

There shall be a CSR Committee of Directors which presently comprises

Advisor (Projects), Ministry of Coal,Govt. of India as Chairman; and
Director (Finance), Director(Operations) as Members & Director (P.A&W)
as Member Convener
.
Below Board level:
C&MD & Functional Directors shall be responsible and accountable
for integrating CSR, Sustainability and Community Development into
business processes and support progress towards application of
principles of sustainable development into business operations.

General Manager (Personnel) Welfare & CSR facilitates integration of

CSR, Sustainability and Community Development in business and
management systems. He consolidates CSR proposals in consultation
with Corporate / Area CGMs / GMs concerned and presents them to
Director (PA&W) for making suitable recommendations, with
concurrence of Director (Finance), for approval of C&MD / Board in
accordance with extant delegation of powers.

Base Line Survey & Documentation:

CSR activities which are of more than Rs. 1.0 Crore value shall be
taken up after ascertaining Social Benefit Analysis through Base Line
Survey through the external agency having relevant professional
expertise in the fielder through internal mechanism.

CSR activities relating to providing infrastructure to Schools, Colleges,

Professional institutions where social benefit is involved, Base Line
Survey is not required. However, the social benefit and justification has
to be ascertained.

49
Monitoring :

The CGM / GM concerned shall monitor implementation of CSR

activities / Programmers / Projects and send monthly status report to the
General Manager (Personnel) Welfare & CSR
.
GM (Personnel) Welfare & CSR shall prepare a consolidated
Monthly Report on status of implementation of CSR activities in the
company and submits the same to the Committee of Functional
Directors who in turn apprises C&MD & CSR Committee.

CSR Committee at Board level shall review implementation of CSR

activities / programmers / projects across the company on quarterly
basis.

Utilization Certificate with statement of expenditure duly certified by

a practicing Chartered Accountant/Authorized Auditor shall be submitted
by the Organization/Institution/Trust to whom CSR fund is allocated.

Upkeep and maintenance of assets created:

Maintenance of assets created under CSR activities would be the
responsibility of the State Government, local representative of the
society and NGO concerned through which CSR activities are
implemented and undertaking/consent shall also be taken to that effect.

Reflection of CSR activities:

All the CSR activities undertaken by the company shall be audited by a
local authorized auditor. CSR activities will be reflected in the Annual
Report under Social Overhead (CSR).

Conclusion:
This Policy supersedes the Policy relating to Surrounding Habitat
Assistance Programme (SHAPE).

50
WELFARE PROGRAMMES ORGANIZED BY THE
COMPANY:
Children, supply of water, laying of roads, improving health awareness among
employees and their families through communication media, sports and games
and cultural activities are organized to provide recreation, various Social
Security Schemes are in operation over and above the statutory provisions.

In addition to all statutory and non-statutory

The SCCL is taking all possible measures to provide welfare amenities to its
employees, particularly in the fields of health, sanitation, residential
accommodation, education to workers’

SOCIAL AND COMMUNITY INITIATIVES

o mechanism adopted to assess societal requirements and identify

community needs

SCCL is carrying out coal mining operations in the four Districts of

Andhra Pradesh namely Khammam, Warangal, Karimnagar and Adilabad.
There are 50,689 residential quarters in SCCL colonies spread over the 4
districts and the homing satisfaction is 76%. These colonies are completely
maintained by the company with all the infrastructure facilities and civic
amenities. On the other hand, the remaining 24% workers are residing in
surrounding villages and towns and commute for work from their habitats.
Most of these surrounding habitats lack basic amenities like protected drinking
water supply, proper roads, street lighting, community toilets, drainage and
desiltation of tanks. Therefore, a proactive policy decision is taken in 2003 by
SCCL and “Surrounding Habitats Assistance Programme” (SHAPE) is
launched on the principle of partners in progress. The objective is to create
infrastructure facilities to improve the living standards not only for the SCCL
employees living in surrounding areas but the community at large. The habitats
located within 8 Kms from SCCL townships with at least 25% workmen
population (or 200 workmen, whichever is less) fall within the ambit of this
programme.

In brief the community needs are identified by SCCL in association with

the Local bodies for development of projects like desiltation of tanks, water
conservation, health camps and literacy programmes. There are no Trust
Foundation or NGO set up by the company to implement social activities.
51
 key positive impacts provided by the company, which benefit the
community (e.g. employment for the disabled/poor, social infrastructure,
environmental protection, etc.):

Infrastructure works like culverts, drains, upgrading roads, school buildings,

protected water supply schemes, street lighting, community halls etc. are
provided in the neighboring villages of SCCL mines under ‘SHAPE’.

o Health camps and awareness programmes are organized in the surrounding

villages.

o During the year 1984-2011 SCCL has developed plantations covering the
area of 2405 hectares on overburden dump, 3663 hectares on surface area of
underground mines and 262 kms of avenue plantations. In addition 6330 Ha of
saplings of horticulture and afforestation species were distributed for planting in
residential colonies, homestead, institutional premises in 2010-11.

SL.No Plantation details Area (Ha)

1 OB Dump Plantation 2405.00
2 Block Plantation 3663.00
3 Avenue Plantation 262.00
Total 6330.00

o Water conservation and desiltation of tanks in the surrounding villages taken up

regularly.

o Vocational training for the children of employees / ex-employees.

o Training camps for the Youth to participate in Armed Forces / Army /

paramilitary Recruitment Rallies.

o Literacy drive for women and illiterate employees.

o Small savings campaign.

o Family planning programme.

o Vocational Training schools for the mentally handicapped

52
 profit of the company going to CSR:

SCCL always gives highest priority for CSR activities which can be
divided on the following heads:

1) Activities beneficial directly to the employees / dependents of employees / ex-

employees.

2) Activities benefiting specially-abled persons and under-privileged sections in

and around coal belt areas.

3) Community initiatives for the benefit of villagers in the Coal belt areas.

 strategies that company adopted to undertake developmental activities for

the marginalized / underprivileged / poor communities

The strategies the company has adopted are mainly

a) Socially responsible community investments and

b) Public Private Partnership.

They are:

Philanthropic initiatives/donations:

The SCCL has donated Rs.5.6 lakhs for procurement of Celon machine for
blood transmission to the Area Govt. Hospital, Mancherial. This will facilitate
patients from Adilabad and Karimnagar Districts for quick blood transfusions.
This donation is made to the RDO Mancheiral.

Corporate Community investments:

- Environment and Forestry projects.

- Vocational Training to unemployed youth for self-employment by Singareni

Seva Samithi (SSS).

- Free coaching camps for the Youth for Armed Forces, Police and paramilitary
Recruitment Rallies.

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 Social projects monitored and reported :
The Social projects are monitored by respective senior Officers of the Company
in Personnel Department, Civil Engineering Dept., Forestry Dept., Medical &
Health Department right from conception to completion of the project. They
report to the Director (Personnel, Administration & Welfare) from time to time
for review and guidance

One Innovative social project that has taken by SCCL that

had perceptible impact on the community and contributed
to societal development.

The main participants, initiators involved in the project:

1. Participants
2. SSS
3. SEWA
4. Local youth

Process of implementation and milestones (Stake holders, dialogue mechanism

etc.

1. Needs of employees, their family members and local community were

identified.
2. Spouses of employees were approached to create awareness amongst them to
the need of literacy. They were convinced that they can bring out change in the
family by actively participating in the programmes organized for their benefit
through SEWA.

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 The company's stake holders been involved in the conceptualization,
implementation of the project

Welfare Department and two NGOs promoted by SCCL i.e., Singareni

Seva Samithi (SSS) and Singareni Employees Wives Association (SEWA)
involve in the following activities:

1. Adult Education.
2. Identification of training needs amongst women.
3. Opportunity for marketing the products produced by local women through SSS
and marketing through Singareni Super Bazar, National Industrial Exhibition.
4. Possibility of giving coaching / training for persons having physical ability to
secure jobs in army / paramilitary forces. Opportunity for the local youth who
were not successful in securing employment
5. Training for Army / Paramilitary posts.

The key challenges that company has been faced towards the
execution of the project.

Key challenges faced during the execution of the purpose:

1. Illiterate workmen and women are averse for literacy programmes as they felt
that they are over aged and there will be no benefit for them by becoming
literates.
2. It has taken quite time to persuade them to attend literacy classes.
3. Unemployed youth are unorganized and they are having divergent interests and
are not having clarity about future.

Evaluation / assessment / monitoring of the project.

o Self evaluation exercise (SWOT) and analysis.

o Assessment of any major or minor adjustments that has been incorporated in the
present strategic plan.
o Monitoring mechanism.

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Department of Public Enterprises Guidelines

The undersigned is directed to refer to this Department’s O.M. of even number

dated 9th April, 2010 on the subject mentioned above wherein as per
clause

1. It was decided that the Administrative Ministries/Departments should

advise the CPSEs to maximize the allocations, release, and utilization
of funds for the CSR activities within the existing slabs.

2. Clause 3.5 of DPE Guidelines mentions that “Initiatives of State

Governments, District Administration, Local Administration as well as
Central Government Departments/Agencies, Self-help Groups, etc.,
could be dovetailed/synergized with the initiatives taken by the CPSEs”.

3. Clause 3.6 of the Guidelines mentions that “Every care should be taken
to ensure that there is no duplication of CSR activities undertaken by
the CPSEs with that of programmes run by Central, State and Local
Governments”.

4. It was observed that in spite of these Guidelines, the CPSEs are at

times not consulting the State Governments/district administration, who
are important stake holders in the CSR activities.

i) Drinking Water Facility

ii) Education

iii) Electricity Facility

iv) Solar Lighting System

v) Health and Family Welfare

vi) Irrigation Facilities

vii) Sanitation and Public Health

viii) Pollution Control

ix) Animal Care

x) Promotion of Sports and Games

xi) Promotion of Art and Culture

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xii) Environment friendly technologies

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DATA ANALYSIS & INTERPRETATION
AND
QUESTIONAIRE

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 The project report is prepared by surveying on 100 employees from various
departments of SCCL, Kothagudem

1. Do you know about CSR?

RESPONDENTS PERCENTAGE (%)

Yes 70 70
Little 20 20
No 10 10
Total 100 100

Interpretation:

From the above analysis it is interpreted that a large number of 70% employees
giving answer yes and 10% of employees giving negative answer

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2. In which of the following areas SCCL Company has realized significant

Operations?

RESPONDENTS PERCENTAGE (%)

. System of governance 60 60
transparency and
relationship with
investors and share
holders
Health and development 20 20
of employees
. Practices of 15 15
responsible business
Social responsible 5 5
investing

Total 100 100

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Interpretation:

From the above analysis it is interpreted that a large number of i.e. 60% of
employees answer that,System of governance transparency and relationship
with investors and share holders have realized significant operations.

3. Which of the following measures has SCCL company adopted to remove

environmental impact?

RESPONDENTS PERCENTAGE (%)

. Energy saving 40 40
Mobility management 10 10
(car pooling, car sharing
. Develop of 30 30
environmental friendly
product
Management of 20 20
environmental system
Total 100 100

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Interpretation: From the above analysis it is interpreted a majority of the
respondents opined that, Energy saving, Mobility management , Develop of
environmental friendly product, reduce the environment impact
4. Does SCCL involve other Non-government organizations such as Rotary
club, Red Cross etc.., in CSR activities taken up by it?

RESPODENT PERCENTAGE (%)

Yes 80 80
No 10 10

No idea 10 10

Total 100 100

Interpretation:

A substantial percentage of the respondent have stated that the non government
organizations such as Rotary club, Road cross etc..Are involved in taking up
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CSR Activities in his company. A small percentage i.e. 10% of employees
doesn’t have any idea about particular topic

5.Which of the following duties or activities do you want to change in the

next year ?

RESPONDENT PERCENTAGE (%)

. Communicate company 35 35
performance in CSR and
sustainability to stakeholders
Improve environmental impact of 25 25
products/services
Develop new products/services 40 40
which help to reduce social or
environmental problems
Total 100 100

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Interpretation: A substantial percentage of the respondents want to realize the
Activities i.e Develop new products/services which help to reduce social or
environmental problems and Communicate company performance in CSR
and sustainability to stakeholders.

6. Is the SCCL given any profession/vocational/occupational training for

women to perform good activities?

RESPONDENT PERCENTAGE (%)

Yes 90 90

No 10 10

Total 100 100

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Interpretation:

A substantial percentage of the respondent have stated that SCCL is giving

profession/vocational/occupational training for women in the company. A small
percentage i.e. 10% employees answered negatively.

7. Do SCCL management employees is better to take place from all disciplines in

CSR activities?

RESPONDENT PERCENTAGE (%)

Yes 80 80
No 20 20
Total 100 100

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Interpretation:

From the above analysis, it is interpreted that a large number of i.e., 80% of
employees are being involved in CSR activities in the company. A small
percentage i.e., 20% employees answered negatively.

8. Are you happy with the social security measures being provided to the
employees by SCCL?

RESPONDENT PERCENTAGE(%)
Satisfied 70 70
Dissatisfied 10 10
. Highly satisfied 10 10
Highly dissatisfied 5 5

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Total 100 100

Interpretation:

A substantial percentage of the respondent are satisfied with the social security
measures being provided to the employees by SCCL. A small percentage i.e 5%
employees are not satisfied with his social security measures in SCCL.

9. Is it important to have a separate office for CSR?

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 RESPONDENT PERCENTAGE (%)
Yes 85 85
No 15 15
Total 100 100

Interpretation:

From the above analysis, it is interpreted that a large number of i.e., 85% of
employees respondents opined that there is a need to have a separate cell for
monitoring CSR activities. A small percentage i.e., 15% employees answered
negatively.

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10. Do you feel that funds are sufficient earmarked for CSR activities by
SCCL?

RESPONDENT PERCENTAGE (%)

Yes 80 80
No 20 20
Total 100 100

Interpretation:

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From the above analysis a majority of the respondent have stated that that funds
earmarked for CSR activities by SCCL are sufficient. A small percentage of
employees answered negatively.

11. Is the SCCL conducted any literacy development program for the
Local people as well as urban people?

RESPONDENT PERCENTAGE (%)

Yes 95 95
No 5 5
Total 100 100

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Interpretation:

From the above analysis ,it is interpreted that, SCCL is taking up literacy
development programmes for the Local people.

QUESTIONNAIRE
CORPORATE SOCIAL RESPONSIBILITY IN SINGARENI

Name : DESIGNATION:

1. Do you know about CSR? ( )

a. Yes b. little c. No

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2. In which of the following areas SCCL company has realized significant
operations? ( )

a. System of governance transparency and relationship with investors and share

holders

b. Health and development of employees

c. Practices of responsible business

d. Social responsible investing

3. Which of the following measures has SCCL company adopted to remove

environmental impact? ( )

a. Energy saving

b. Mobility management (car pooling, car sharing)

c. Develop of environmental friendly product

d. Management of environmental system

4. Does SCCL involve other Non-government organizations such as Rotary

club, Red Cross etc.., in CSR activities taken up by it? ( )

a. Yes b. No c. No idea

5. Which of the following duties or activities do you want to change in the

next year ?( )

a. Communicate company performance in CSR and sustainability to

stakeholders

b. Improve environmental impact of products/services

c. Develop new products/services which help to reduce social or

environmental problems

6. Is the SCCL given any profession/vocational/occupational training for

women to perform good activities? ( )
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 a. Yes b. No

7. Do SCCL management employees is better to take place from all

disciplines in CSR activities? ( )

a. Yes b. No

8. Are you happy with the social security measures being provided to the
employees by SCCL? ( )

a. Satisfied b. Dissatisfied

c. Highly satisfied d. Highly dissatisfied

9. Is it important to have a separate office for CSR? ( )

a. Yes b. No

10. Do you feel that funds are sufficient earmarked for CSR activities by
SCCL? ( )

a. Yes b. No

11. Is the SCCL conducted any literacy development program for the
Local people as well as urban people?( )

a. Yes b.No

FINDINGS, CONCLUSIONS AND SUGGESTION

FINDINGS:

 Most of the employees are fully satisfied with the welfare facilities
provided to them by the organisation. It shows that the organization is
giving much imporatance and welfare towards the employees.

 Majority of employee felt it necessary to provide self employment opportunities

outside for their family members.

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 sccl is also taking the utmost care in protecting the environment.

 Majority of the employees feel that the activities taken up with shape funds are
really helping the local habitats.

 All the employees are not aware of the CSR Activities taken up by the
company.Some members are even not having any idea about csr.

 A majority of the respondents say that Trade Unions are necessary to

involve in csr activities

SCCL uses Eco-friendly coal-mining for sustainable economic development.

SCCL has Corporate Social Responsibility Policies on HIV/AIDS awareness,
Child labor removal, and Sexual harassment at the work place.

 SCCL has anticorruption / transparency as one of its CSR policies, healthy

environment, safety / security to all its employees.

SUGGESTIONS (OR) RECOMMENDATIONS

According to the feedback collected from the employees it is clear that the majority
of employees are yet to participate in csr activities.

 SCCL has to encourage and assist the employees and their family members
to participate in the societal activities voluntarily

 SCCL has to take further more active part in taking the involvement of the
employees to large extent in not only in formulating the policies on CSR but
also in implementing them.
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 SCCL has to encourage its Stake holders to play a key role in CSR activities
taken up by it

 Especially in underground the company should take utmost care for the
employees because of accidents happening in the underground. Sufficient air
should be provided to them in the underground.

CONCLUSION

It is recommended that the company wants by creating a work

environment where people of all origins and traits feel welcome,
organizations make it possible for all employees to feel engaged with their
work and remain productive members of the organization. And to satisfy the
level of employees will be raised to do job in he organization.

BIBLIOGRAPHY

TEXT BOOKS: AUTHORS

Organization Theory and Behavior : Shashi K. Gupta & Rosy Joshi (2004)

Essentials of Management : Harold Koontz & Heintz weitirich

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Business Ethics and Values : D. Senthil Kumar & A. Senthil Rajan

Essentials of Business environment : T. Subba Rao

Human Resources and Management : K. Aswathappa

WEBSITES VISITED:

www.eric.ed.in

www.google.com

www.scclmines.com

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