Corporate Social Responsibility:

Corporate social responsibility ("CSR" for short and also called corporate conscience,
citizenship, social performance, or sustainable responsible business) is a form
of corporate self-regulation integrated into a business model. CSR policy functions as a
built-in, self-regulating mechanism whereby business monitors and ensures its active
compliance with the spirit of the law, ethical standards, and international norms. The
goal of CSR is to embrace responsibility for the company's actions and encourage a
positive impact through its activities on the environment, consumers, employees,
communities, stakeholders and all other members of the public sphere. Furthermore,
CSR-focused businesses would proactively promote the public interest by encouraging
community growth and development, and voluntarily eliminating practices that harm the
public sphere, regardless of legality. CSR is the deliberate inclusion of public
interest into corporate decision-making, is the core business of the company or firm,
and the honouring of a triple bottom line: people, planet, profit.

A corporate stakeholder is a party that can affect or be affected by the actions of the
business as a whole. The stakeholder concept was first used in a 1963 internal
memorandum at the Stanford Research institute. It defined stakeholders as "those
groups without whose support the organization would cease to exist.”The theory was
later developed and championed by R. Edward Freeman in the 1980s. Since then it has
gained wide acceptance in business practice and in theorizing relating to strategic
management, corporate governance, business purpose and corporate social
responsibility (CSR).

EXAMPLES OF A COMPANY'S STAKEHOLDERS

Stakeholders Examples of interests

Government Taxation, VAT, legislation, low unemployment, truthful reporting

Rates of pay, job security, compensation, respect, truthful

Employees
communication

Customers Value, quality, customer care, ethical products

Providers of products and services used in the end product for the
Suppliers
customer, equitable business opportunities

Creditors Credit score, new contracts, liquidity

Jobs, involvement, environmental protection, shares, truthful

Community
communication

Trade
Quality, Staff protection, jobs
Unions

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, and so on). Key
external stakeholders include customers, consumers, investors (particularly institutional
investors), and communities in the areas where the corporation operates its facilities,
regulators, academics, and the media.

SOCIAL RESPONSIBILITY IN THE TEXTILE INDUSTRY

Like the firms in other industries, textiles firms are also realizing their responsibility
towards the various parties associated with them and the environment. However, the
ways by which different organizations choose to fulfill their social responsibility might be
different. The ways in which a textile firm can fulfill its responsibility towards various
parties are similar to those of firms in other industries, as is evident from the points
mentioned below:
Towards employees:

• By providing a competitive and challenging work environment to the employees.

• By having ethical recruitment, remuneration, promotion and other policies

• By providing opportunities to the employees to voice their opinion and complaints and

have an effective policy for the solution of these complaints.

• Ensuring a safe working environment for the employees.

• Having fair policies for the solution of employee disputes.

Towards shareholders:

• By representing a fair picture of the company’s financial position and profit/loss to the

shareholders

• By paying them a fair rate of dividend

Towards the government:

• By providing the necessary information to the government as and when required

• By making payment of the due taxes and duties at the proper time

• By abiding by the laws and regulations of the area in which the firm operates.

• Contributing to the economy through exports.

Towards customers:

• By providing quality products to the customers at reasonable prices

• By undertaking constant research and development and coming up with innovative

and more useful products from time to time

Towards investors:

• By giving the investors a true and fair picture of the financial condition of the business.

• By giving them due returns on the investment made by them.

Towards suppliers

• Making competitive payment to the suppliers for the products purchased from them.

• Maintaining a good relationship with the suppliers.

Towards competitors:

• Indulging in ethical and healthy competition

Towards society:

• Undertaking community development and area development programmes.

• Undertaking charity work for the underprivileged sections of the society.

• By creating job opportunities.

Towards environment:

• Ensuring the purchase of environment-friendly supplies.

• Ensuring a pollution-free process of production

• Having an efficient system for the disposal of waste

• Making the product and the process of production as environment-friendly as possible.

• Adopting eco-friendly packaging.

DIFFERENCE BETWEEN CHARITY AND CSR

 CHARITY
Means donating money, goods, time or effort
For poor and needy cause
It is selfless giving toward any kind of social need
  CSR
It is how company align their value to social cause
It can be people centric or planet centric
It is not self less act, company derive long term benefit from CSR

CSR INVOLVES VARIOUS VOLUNTARY EFFORTS

It involves providing innovative solutions to societal and environmental

challenges.
Organizations generally believe that acting in a socially responsible manner will
create value for them.
An organization is committed to social cause, also gives employees a sense the
company would also be committed to the welfare of its employees as well.

“Corporate social responsibility must not be defined by tax planning strategies alone.
Rather, it should be defined within the framework of a corporate philosophy, which
factors the needs the community and the regions in which a corporate entity
functions.” Prime Minister Dr. Manmohan Singh.
ENRICHING LIFESTYLE

Styles may be short lived, but for well over seven decades Arvind has been defining and
shaping many a collection and trendsetting styles across the ramps and retail outlets of
the fashion capitals of the world. Arvind is today synonymous with a vast range of
lifestyles products - be it fabrics or brands. Time and again they have been called to
produce some of the finest fabrics and exacting dresses for some of the world's most
quality conscious brands - while evolving our own extensive brand portfolio.

VALUE AND VISION

The underlying theme running across the broad spectrum of all business activities at
Arvind is that of enhancing lifestyles of people, across all diversities and demographics.

To serve that end, the corporate vision for Arvind states: 'We will enable people to
experience a better quality of life by providing enriching and inspiring lifestyle solutions'.

PHILOSOPHY

WE BELIEVE
In people and their unlimited potential. In content and focus in problem solving. In teams
for effective performance. In intellect & its power.
WE ENDEAVOUR
To select, train and coach people to obtain higher responsibilities. To nurture talent to
build leaders for tomorrow's corporation. To reward, celebrate and activate all
intellectual business contributions.

WE DREAM
Of excellence in all endeavours. Of mutual benefit and prosperity. Of making the world a
better place to live in. We Make Things Happen.

CORPORATE SOCIAL RESPONSIBILTY

"Mr. Sanjay Lalbhai”, Arvind Mills' Managing Director, has laid the foundation of the
company's approach for its "Corporate Social Responsibility." The SHARDA Trust and
the Narottam Lalbhai Rural Development Fund (NLRDF) are the company's two arms
for carrying out the Programmes for its "Corporate Social Responsibility”. Therefore, to
appreciate the Programmes of these two organizations, it is essential to grasp the
foundation of these Programmes. “We in the Lalbhai Group make a sharp distinction
between a corporation being 'Socially Responsible' and a corporation undertaking
'Social Responsibility”.

This means that the corporation must conduct its operations in a socially acceptable
way-in ways that honour ethical values and stakeholders' concerns, and not merely
stockholders' interests. Its financial statements should be truthful and it must operate
within the law and accepted norms of the society. In other words, it must be a 'good
citizen.' But when we say that a corporation is undertaking 'Social Responsibility', we
mean that the corporation, besides being a 'good citizen', is also addressing societal
issues on its own volition. We believe that a corporation's being a 'good citizen' is a
prerequisite for its undertaking 'Social Responsibility'. 'CSR' goes much beyond 'good
citizenship'.

This view of 'CSR' is based on our conviction that corporations and society are
interdependent. Though distinct, they are not mutually exclusive. They exist together
and function together. Social issues affect corporations and the corporations' actions in
turn affect the society. Obviously, no corporation can address all the societal issues. It
has to make a choice about the societal issues it would address; still more important is
the decision about the issues to be left for other organizations to resolve.

A good criterion for doing so is what Professor Michael Porter calls the 'shared value'.
This suggests that a corporation should address only those societal issues that would
create benefit for the society and the corporation both. Arvind Mill’s CSR programmes
have been informed by these considerations.

Company: The Arvind Mills Ltd

Income 2005-2006 = Rs 1600 Cr (rounded off)
Net profit after tax (05-06)=Rs 125 Cr (rounded off)
Karmayog CSR Rating-3/5

CORPORATE SOCIAL ACTIVITIES TOWARDS COMPANY’S

STAKEHOLDERS:
1. EMPLOYEES-

Being an Employer of Choice is a rare feat and Arvind accomplishes that by aiming to
attract, retain and nurture talent. The development of the individual is all-important and
as long as there is learning, there is job satisfaction. That explains Arvind’s HR policy
and its emphasis on learning and skill enhancement.
Career and succession planning initiatives are implemented through role elevation and
enhancement, evaluating intercompany and inter unit opportunities, and special
development plans for top talent. Arvind employs 20324 people as workmen and over
5296 people as management staff, making it one of the more prolific employers in the
state.

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’s
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.

The salaries and wages figure for the year is substantially higher by 51% because of the
inclusion of figures from Arvind Brands. The expansion of the jeans plant has also
resulted in an increase in overall head count. Rapid expansion in the textile industry has
resulted in an overall increase in wage and salary rates, driving up staff cost by 10%.
The Company has initiated an organization-wide rationalization exercise with the help of
leading consultants in the field. It is also holding talks with the workmen union for a
reduction in workforce. These efforts are likely to yield results in the coming financial
year.
2. INVESTORS AND SHAREHOLDERS:

Potential Business Benefits: The scale and nature of the benefits of CSR for an
organization can vary depending on the nature of the enterprise, and are difficult to
quantify, though there is a large body of literature exhorting business to adopt measures
beyond financial ones at it is found that a correlation exist between social/environmental
performance and financial performance.

Risk Management: Managing risk is a central part of many corporate strategies.

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

3. TRADE UNION:

The company has taken number of measures certified by the Natural Security Council
and to keep the operator aware of it, they are framed on wall-to-wall inside the plant.
For their convenience, they are written in regional languages (Gujarati). Various notice
boards inside each section are well maintained and updated, thus facilitating proper
communication between the workers and the administration.

For all health and safety problems, including chemical hazards, there is a logical,
systematic strategy or sequence for dealing with them ranging from elimination to the
use of personal protective equipment. Every unit has first aid facilities and access to
trained personnel to provide emergency medical care. First aid facilities and trained
personnel are important components of health and safety arrangement.

Safety measures are checked periodically for ensuring their utility during emergency
situations. Use of Personal Protective Equipment (PPE) like earplugs, earmuffs and
dust masks is made mandatory where there is workers’ health and safety is anticipated.
All the workers are trained in their use and maintenance. The PPE‟s are purchased
keeping in mind that they are designed with recognized standards set by relevant
institutions-ISO approved if existing. Safety fire sprinkles to avoid any fire hazards.

Dangers for Dye Workers

In the end of the nineteen century, little regard was paid to the safety and of dye worker
labor conditions. However, it soon became apparent that there were deadly risks to
workers who manufactured dye and who dyed garments.

Dye workers are at higher risk of tumors and deaths amongst factory workers from
several cancers, cerebrovascular disease, and lung disease are significantly higher – 40
times higher, for some diseases – than in the general population.

The chemicals used to produce dyes today are often highly toxic, carcinogenic, or even
explosive. The chemical Anililine, the basis for a popular group of dyes known as Azo
dyes (specifically group III A1 and A2) which are considered deadly poisons (giving off
carcinogenic amines) and dangerous to work with, also being highly flammable. In
addition, other harmful chemicals used in the dying process include:
1) dioxin – a carcinogen and possible hormone disrupter;

2) Toxic heavy metals such as chrome, copper, and zinc – known carcinogens; and

3) Formaldehyde, a suspected carcinogen.

The main routes of human exposure to azo dyes identified are:

a) oral ingestion, mainly referring to the sucking of textiles by babies and young
children,

b) dermal absorption, the route of primary concern for consumers wearing azo
compound-dyed products, as well as for workers in dye production and use plants, and

c) inhalation, a route of concern for workers in dye production and use industries as well
as those handling newly dyed products.

d) Contact with aromatic amines entering the environment through the whole life-cycle
of azo dyes in coloured clothes is an additional potential source of human exposure

Considering all the above side effects of the dyes, the azo dyes have been banned.
Also the dyes such as synthetic dyes and other dyes which may be harmful are used
with proper precautions such as masks been provided to the workers, the effluents been
treated before disposal.

Also the effects of the dyed product on the skin are studied carefully.
4. CUSTOMER:

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 ethical values. Business
service organizations can benefit too from building a reputation for integrity and best
practices.

Stain-less: Natural non-stick and cleaning process known as the self cleaning
effect has been transferred through nano-technology to the surface of denim.
Fabric treated with stainless repel stains, oil, water and substances such as
ketchup, honey, grease etc. on both the sides and these stains can be rinsed off
with a little water. It is environment friendly, requires low water and temperature
and is long lasting i.e. repellence is retained after numerous home laundering.
Dry flash: Moisture from perspiration is quickly absorbed from the inner side of
the denim with dry flash; perspiration is than distributed over a large surface and
escapes to the outside. Also this fabric keeps dry on the outside, dries in a flash,
minimises perspiration marks, has a cooling effect, and repels stains and water.
Zerodor: Antimicrobial fresh denim which prevents growth of bacteria and other
microbes. It is based on silver ions that eradicate many types of odour producing
bacteria or fungi and prevent their future spread. This results in reduction of
bacterial infections and allergic reactions. Used for sports and travelling
purposes.

5. COMMUNITY-
A Company and its city

The fortunes of a Company and the fortunes of a City are closely linked. They share a
mutually beneficial relationship. In fact, a Company that improves its environment will
find that its own prospects also improve in the process. It is this philosophy that has
given shape to the Company’s CSR policy. It is a policy that was born from an insight;
from an interest to better the fortunes of both the city and the company. In the 1980s
Arvind’s management were faced with a challenge. How could Ahmedabad attract the
best management talent as well as customers? This desire to usher in change resulted
in the following initiatives.

Education
Through the Sharda Trust, the Company’s CSR vehicle, Arvind has been involved in
upgrading the standard of municipal schools in Ahmedabad and building a pool of
employable youth with current skill sets. Today, over 700 students from three municipal
schools benefit from supplemental English, mathematics and computer education in
classes equipped with state-of-the-art facilities, across 3 locations.

Urban infrastructure
In an effort to make Ahmedabad a more attractive city to work in, Arvind focused on two
areas:
Development of C G road. Ahmedabad’s most popular street received a makeover so
that both the urban dweller and visitor can enjoy a clean, organized and enjoyable
shopping experience. Upgrading of slums, Arvind worked with the Municipal corporation
and slum dwellers to develop a model to upgrade the slums of Ahmedabad which
houses 30% of the city’s population. In a highly documented and successful initiative,
181 hutments, housing over 1200 people were upgraded with access to clean drinking
water and sanitation facilities.

6. GOVERNMENT-
Private sector companies have been encouraged to undertake rural development
programmes down the year through fiscal incentives by the government. For instance,
special benefits are offered in the industrial policy to companies that set up industries in
backward areas and tax incentives are also offered to companies that set up water
purification projects.

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 wider public that they are taking issues such as health and
safety, diversity or the environment good corporate citizen with respect to labour
standard and impacts on the environment.

SHARDA Trust's Programmes

Established in 1995, the SHARDA Trust is Arvind Mills' arm for addressing major
societal issues in urban India. In Arvind Mills' view, urban poverty is a major societal
issue. The adverse effects of urban poverty on the urban citizens manifest themselves
in many ways. Since its inception, the Trust has carried out many projects to help the
urban poor. Providing the basic infrastructure in Sanjay Nagar, one of Ahmedabad's
slum, was the first important project the Trust carried out. Its second major project
comprised carrying out vocational training programmes for the youth and getting them
employment, which had promising opportunities for growth.

The third major activity the Trust has started is to help the poor in getting high quality
secondary and tertiary health care. Continuing on these lines, the SHARDA Trust
carried out three major Programmes in 2006-07. "A Programme in Practical English and
Computer Applications" was the Trust's first Programme. Its purpose was to upgrade
the proficiency of the young persons living in the city's industrial areas in English and
Computer applications and prepare them for well-paying careers in the city's BPO
industry. The Trust designed its second programme to upgrade the educational level in
Ahmedabad's municipal schools. Finally, the Trust's third Programme was to provide
secondary and tertiary health care to the city's poor. Trust's first educational programme
for skill upgrading in the financial year 2006-07.Since the year 2005, the Indian
economy has been growing at a rapid rate.

But poor qualities of education the graduates receive in Gujarat, and the difficulties of
finding good English teachers, are the obstacles in meeting the needs of this buoyant
job market. Sensing this, we offered the Programme "Practical English and Computer
Applications" in the year 2006-07. The purpose is to upgrade the proficiency of the
young persons living in the city's industrial areas in English and Computer applications.
This was the seventh time when we offered this Programme. In this Programme,
seventy-seven persons registered, but only twenty-seven persons finished the
Programme on 25 August 2006. Of these twenty-seven only twenty-one persons
completed the Programme satisfactorily. As the programme is very demanding, the
dropout rate is high. The average age of the group that continued with the programme
was twenty four years. Also, the group that continued with the programme comprised
64% men and 36% women.

They found well-paying jobs, in the city's BPO firms and in a corporate hospital in the
city, for twenty-two persons, who wanted the company to find a job for them. They are
planning to expand the capacity of our programme considering these constraints.
Trust's Programme for upgrading the education in the city's municipal schools. In the
year 2006-07 the Trust launched its first educational programme for upgrading the
quality of education in Ahmedabad's municipal schools. About one hundred and sixty
thousand children study in Ahmedabad's municipal schools.

These comprise approximately 39% of all the students studying in the city's primary
schools. Obviously, if many children from the city's primary schools get poor quality of
education then the city's industry would find it extremely difficult to get the skilled
workforce for its emerging "knowledge industries." This was the logic behind our
decision to launch an educational programme to improve the quality of education in the
city's municipal schools. In the year 2006-07 we signed a Memorandum of
Understanding (MOU) with the Ahmedabad Municipal Schools Board allowing us to set
up educational centres in the municipal schools.

The MOU also says that the SHARDA Trust would invest in the computers and
projectors that the Trust would use in these centres; the Trust would use its own trainers
for teaching in these centres; the Trust would invest in redesigning the interior décor of
the class rooms for its educational centres. In the year 2006-07 the Trust has set up one
educational centre in the city's municipal school located in Shapur area of the city. This
school is only for boys and almost all the students of this school come from a large slum
called Shanakarbhuvan located near the school.

The Trust has set up another centre in a "Heritage bungalow" owned by a Trust
belonging to the Lalbhai family, and located near a few large chawls. Students from
these chawls study in the city's municipal school and come to the educational centres to
upgrade their education. This centre started functioning from November 2006. In the
municipal school the Trust has installed sixteen new computers and ten in the "Heritage
bungalow" The Trust has also redesigned the interior décor of the educational centre to
create an environment conducive for making learning "an enjoyable experience without
making it frivolous." In these centres we teach students studying in class V, VI, and VII,
and teach them computer applications, English, and basic Mathematics. For, without
understanding of these subjects, a child would be a misfit in the contemporary world.
Narottam Lalbhai Rural Development Fund (NLRDF)

Vocational Programmes for rural poor -The Khedbrahma taluka of Gujarat’s

Sabarkantha district is a tribal and a hilly area. Except agriculture, there are no
industries that can provide promising career opportunities for the rural youth who
are poorly educated and have no marketable skills. Consequently,
unemployment is a major problem facing the youth of that region. The irony is
that Arvind Limited located in nearby Ahmedabad, is desperately looking for
young persons with minimum educational qualifications to work in their garment
factory. In this situation, NLRDF saw a unique opportunity to help the poor youth
in the Khedbrahma taluka. NLRDF’s team requested the Arvind Limited to
provide training for about sixty youth from the Taluka for working in the
company’s garment factory. The company readily agreed to do so. Now these
sixty young persons are working in the company’s garment factory and earning a
regular monthly income. More than earning a regular income, these young
persons have found a direction for improving their career. If this experiment
succeeds, the NLRDF would get more young persons from nearby rural areas to
work in the city’s emerging garment industry.
 Upgrading the infrastructure in a rural primary school –

The existing class room of a school in a village is old unsuitable for teaching the
school’s children studying in classes I, II, III, and IV In the monsoon, rain water leaks
into the school’s building. Also, the school is short of space for teaching the growing
number of children in the area. To meet this crying need for a better infrastructure,
the NLRDF constructed in a nearby primary school, a room with RCC structure. In
addition, the NLRDF provided the minimum teaching material and equipment that a
school needs. After completion of the classroom, the NLRDF handed over to the
school the better equipped classroom.

Helping the rural poor in improving the yields in their farms -Non availability
of good quality seeds and poor irrigation facilities impede the productivity of
agriculture in rural India. Realising this need, the NLDF team provided five
kilograms of improved Sahara Brand Maize Seeds to each of the sixty-six
families in the Tandalia village. The NLDF team purchased the seed from
Khedbrahma Kharid Vechan Sangh, Khedbrahma. Similarly, the team supplied
two and half kilograms of the improved Mug seed to each of the thirty-two
farmers who possessed better irrigation facilities. These improved seed would
yield better-quality and higher yield for the farmers and require the farmers to use
less quantity of water in their farms. Consequently, the productivity of their farms
would improve.
This experience of using better seeds would motivate the farmers to use good
quality seeds in the future. In addition, the team supplied vegetable-seeds to the
Self Help Groups of women in the area for their kitchen gardens. The team
collected the samples from the Horticulture department, Himmatnagar. The
Khedbrahma taluka of Gujarat’s Sabarkantha district, as we have pointed out
above, is a hilly area.
Consequently, the land of the area is extremely uneven and therefore, the rain
water does not percolate. Obviously, the water table in the region is very low
leading to poor crop yields. To remedy the situation, we decided to reduce the
slope of the land.
For doing so, we “cut and filled” the slopes, making the topography of the land
less uneven. We have carried out this activity where twenty-seven farmers had
their farms. We do hope that this measure would improve the crop yield for these
twenty-seven farmers giving them higher income from their land.
Providing economic assistance to widows who have little or no help from families.
Training to leaders of sakhi mandals-Many taluka panchayats have formed self
help groups of women. Formal methods of accounting are taught to atleast 400
women.
7. Environment

The Arvind Organic Cotton Growing Project

Arvind is committed to support and develop models that bring sustainability to the
production of its most valued and extensively used raw material. Cotton farming has
traditionally relied extensively on the use of chemical fertilizers and pesticides that are
harmful to the environment. Arvind is working with over 1000 small and marginal
farmers in the Vidharb region of Maharashtra to grow organic cotton, without the use of
any chemical inputs.

The relationship works on the contract-farming model, wherein Arvind provides the
farmers know-how on organic farming, and a guarantee to buy back the cotton
produced directly from the farmer. A dedicated team of Arvind’s organic farming
experts provides constant technical support for farmers in the form of weekly
consultation visits, practical demonstration of composting and organic pest
management methods, and village-level training programmes on all aspects of organic
farming. In non-irrigated farmland of Vidharb, which has poor quality soils, organic
practices do not lead to any drop in yield.

The farmers can thus avail of the full benefits arising from a premium paid to them for
conversion to organic farming practices, a reduction in input cost by obviating the need
for chemicals, liquidity brought in by Arvind’s 7-day payment schedule, an enhanced
knowledge base and the elimination of the exploitative practices of middlemen. Arvind,
in return, gets an assured source of high quality organic cotton.

Not only is the project mutually beneficial to both Arvind and the farmers, but is also a
scalable model that ensures the congruence of economic and environmental interests.

Environmental Policy:

Arvind Mills commits itself to continually improve our environmental management. It

strives to go beyond the requirements of the applicable environmental laws & other
regulation through: Optimizing usage of cotton, energy, chemicals & water.
Adopting preventive strategies to reduce the generation of effluents, waste & air
emissions.

Maximizing the recycling of inevitable wastes.

Encouraging suppliers & buyers to become environmentally responsible.
Maintaining a safe working environment.
Increasing the green cover.
Training employees on environmental issues.
(i) Effluent Treatment Facilities:

All the production / processing units are provided with adequate wastewater / water
treatment facilities, to meet the requirements of regulating authorities as well as our
reputed customers like Levis, Nike etc.

Arvind Mills at Santej has one of the largest effluent recycle plants in Asia with recycling
capacity 10,500 m3/day. The latest & best of the technologies available in water /
wastewater treatments can be seen in operation in this plant.

The Arvind International (division) has Effluent recycling facilities comprising Chemical,
Biological & tertiary treatment and it is of 800-m3/day capacity. The plant also has ISO
9000 & ISO 14000 certification. Arvind Mills @ the main site at Naroda also possess
chemical, biological treatment facilities to treat10000 m3/day of effluents to meet the
pollution control board norms. Ankur Mills (division) has Effluent treatment plant of
1600-m3/day capacity with chemical & biological treatment facility to achieve the
pollution board norms.
Arvind Mills (Garment exports division) is setting up a new garment unit at Mysore road,
Bangalore, along with Effluent treatment plant of 1450 m3 /day capacity. This plant also
possesses chemical, biological & tertiary treatment facilities to achieve the State
Pollution Control Board norms. The uniqueness of this plant is - all its process water
requirements will be attained through recycled sewage water of Bangalore City.

(ii) Air pollution Control:

Arvind Mills has switched from liquid fuel to Natural gas for all their heating & steam
requirements in order to avoid the air pollution.

Natural Gas (primarily Methane, CH4)

(iii) Solid waste Management:

All the units believe in waste minimization measures. All the ETP plants are provided
with adequate sludge Dewatering facilities. Units at Santej, Naroda, Arvind International
& the upcoming Bangalore unit are provided with Decanter Centrifuges for sludge de-
watering. De-watered sludge is dried in solar evaporation pans for further volume
reduction. Waste oil generated in all the units is recycled. Polythene liners, discarded
containers are disposed off to the respective buyers.
(iv) Afforestation & Rain water Harvesting:

Units at Khatrej & Santej have very good afforestation & green belts.
The Santej unit has more than 1 lakh trees & other shrubbery. Plants like Jetropha
(seeds used for Biodiesel generation) are grown extensively. ETP treated water is used
for this plantation so as to minimize raw water consumption. Beautiful lawns with
Fountains are part of the landscape.At the Santej unit ground water recharging facility is
also developed where in yearly about 40 MLD rain water is recharged in to ground
water table. Two recharge ponds with a capacity of about 4000 m3 are made &
Rainwater during the monsoon is collected in these ponds & recharged in to Ground
water table.
CONCLUSION

The concept of corporate social responsibility has gained prominence from all avenues.
Organizations must realize that government alone will not be able to get success in its
endeavour to uplift the downtrodden of society. The present societal marketing concept
of companies is constantly evolving and has given rise to a new concept-Corporate
Social Responsibility. Many of the leading corporations across the world had realized
the importance of being associated with socially relevant causes as a means of
promoting their brands. It stems from the desire to do well and get self satisfaction in
return as well as societal obligation of business.

Carrying out the projects we described above has convinced us in Arvind that when a
company deploys its expertise, knowledge, skills, financial resources, and clout to
address a social problem, it generates long term “mutual benefits.” It creates, to use
Professor Porter’s words, “shared value” for the company and the society. The Late
President Kennedy had warned that if the sections of the society that have financial
resources, skills, and expertise do not help the society’s poor then their long-term
interests will suffer. He said, “If a free society cannot help the many who are poor, it
cannot save the few who are rich.”
BIBLIOGRAPHY

1. http://www.arvindmills.com/aboutus/social.html

2. http://www.slideshare.net/deepapremk/corporate-social-responsibility-indian-
perspective-3068679

3. http://www.arvindmills.com/corporate_responsibility/overview.html

4. http://www.reputare.in/related-articles/corporate-social-responsibility-articles/trust-
and-corporate-social-responsibility-lessons-from-india

5. http://www.karmayog.org/csr500companies/csr500companies_8549.html

6. http://www.arvindmills.com/pdf/annaul_finacial_reporting/Annual_Report_07-
08_Unabridged.pdf

7. http://www.schematt.com/pdfs/5317CSR_in_Textile_Industry.pdf

8. http://www.scribd.com/doc/22356063/Arvind-Mills