CORPORATE SOCIAL RESPONSIBILITY

CSR is about how companies manage the business processes to produce an overall positive impact on society.
Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship, social performance, or sustainable responsible business/ Responsible Business)[1] is a form of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-regulating mechanism whereby a 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 who may also be considered as stakeholders. The term "corporate social responsibility" came into common use in the late 1960s and early 1970s after many multinational corporations formed the term stakeholder, meaning those on whom an organization's activities have an impact. It was used to describe corporate owners beyond shareholders as a result of an influential book by R. Edward Freeman, Strategic management: a stakeholder approach in 1984.[2] Proponents argue that corporations make more long term profits by operating with a perspective, while critics argue that CSR distracts from the economic role of businesses. Others argue CSR is merely window-dressing, or an attempt to preempt the role of governments as a watchdog over powerful multinational corporations. CSR is titled to aid an organization's mission as well as a guide to what the company stands for and will uphold to its consumers. Development business ethics is one of the forms of applied ethics that examines ethical principles and moral or ethical problems that can arise in a business environment. ISO 26000 is the recognized international standard for CSR. Public sector organizations (the United Nations for example) adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to similar principles but with no formal act of legislation. The UN has developed the Principles for Responsible Investment as guidelines for investing entities.

ETHICS
"Ethics has to do with what my feelings tell me is right or wrong." "Ethics has to do with my religious beliefs." "Being ethical is doing what the law requires." "Ethics consists of the standards of behavior our society accepts." "I don't know what the word means." These replies might be typical of our own. The meaning of "ethics" is hard to pin down, and the views many people have about ethics are shaky. Like Baumhart's first respondent, many people tend to equate ethics with their feelings. But being ethical is clearly not a matter of following one's feelings. A person following his or her feelings may recoil from doing what is right. In fact, feelings frequently deviate from what is ethical. Nor should one identify ethics with religion. Most religions, of course, advocate high ethical standards. Yet if ethics were confined to religion, then ethics would apply only to religious people. But ethics applies as much to the behavior of the atheist as to that of the saint. Religion can set high ethical standards and can provide intense motivations for ethical behavior. Ethics, however, cannot be confined to religion nor is it the same as religion. Being ethical is also not the same as following the law. The law often incorporates ethical standards to which most citizens subscribe. But laws, like feelings, can deviate from what is ethical. Our own pre-Civil War slavery laws and the old apartheid laws of present-day South Africa are grotesquely obvious examples of laws that deviate from what is ethical. Finally, being ethical is not the same as doing "whatever society accepts." In any society, most people accept standards that are, in fact, ethical. But standards of behavior in society can deviate from what is ethical. An entire society can become ethically corrupt. Nazi Germany is a good example of a morally corrupt society. Moreover, if being ethical were doing "whatever society accepts," then to find out what is ethical, one would have to find out what society accepts. To decide what I should think about abortion, for example, I would have to take a survey of American society and then conform my beliefs to whatever society accepts. But no one ever tries to decide an ethical issue by doing a survey. Further, the lack of social consensus on many issues makes it impossible to equate ethics with whatever society accepts. Some people accept abortion but many others do not. If being ethical were doing whatever society accepts, one would have to find an agreement on issues which does not, in fact, exist. What, then, is ethics? Ethics is two things. First, ethics refers to well-founded standards of right and wrong that prescribe what humans ought to do, usually in terms of rights, obligations, benefits to society, fairness, or specific virtues. Ethics, for example, refers to those standards that impose the reasonable obligations to refrain from rape, stealing, murder, assault, slander, and fraud. Ethical standards also include those that enjoin virtues of honesty, compassion, and

loyalty. And, ethical standards include standards relating to rights, such as the right to life, the right to freedom from injury, and the right to privacy. Such standards are adequate standards of ethics because they are supported by consistent and well-founded reasons. Secondly, ethics refers to the study and development of one's ethical standards. As mentioned above, feelings, laws, and social norms can deviate from what is ethical. So it is necessary to constantly examine one's standards to ensure that they are reasonable and well-founded. Ethics also means, then, the continuous effort of studying our own moral beliefs and our moral conduct, and striving to ensure that we, and the institutions we help to shape, live up to standards that are reasonable and solidly-based Ethics is the branch of study dealing with what is the proper course of action for man. It answers the question, "What do I do?" It is the study of right and wrong in human endeavors. At a more fundamental level, it is the method by which we categorize our values and pursue them. Do we pursue our own happiness, or do we sacrifice ourselves to a greater cause? Is that foundation of ethics based on the Bible, or on the very nature of man himself, or neither?

Why Is Ethics Important?

Ethics is a requirement for human life. It is our means of deciding a course of action. Without it, our actions would be random and aimless. There would be no way to work towards a goal because there would be no way to pick between a limitless number of goals. Even with an ethical standard, we may be unable to pursue our goals with the possibility of success. To the degree which a rational ethical standard is taken, we are able to correctly organize our goals and actions to accomplish our most important values. Any flaw in our ethics will reduce our ability to be successful in our endeavors.

STAKEHOLDER
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."[1] 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).
Types of stakeholders

People who will be affected by an endeavor and can influence it but who are not directly involved with doing the work. In the private sector, people who are (or might be) affected by any action taken by an organization or group. Examples are parents, children, customers, owners, employees, associates, partners, contractors, and suppliers, people that are related or located nearby. Any group or individual who can affect or who is affected by achievement of a group's objectives. An individual or group with an interest in a group's or an organization's success in delivering intended results and in maintaining the viability of the group or the organization's product and/or service. Stakeholders influence programs, products, and services. Any organization, governmental entity, or individual that has a stake in or may be impacted by a given approach to environmental regulation, pollution prevention, energy conservation, etc. A participant in a community mobilization effort, representing a particular segment of society. School board members, environmental organizations, elected officials, chamber of commerce representatives, neighborhood advisory council members, and religious leaders are all examples of local stakeholders.

Market (or Primary) Stakeholders - usually internal stakeholders, are those that engage in economic transactions with the business. (For example stockholders, customers, suppliers, creditors, and employees) Non-Market (or Secondary) Stakeholders - usually external stakeholders, are those who although they do not engage in direct economic exchange with the business - are affected by or can affect its actions. (For example the general public, communities, activist groups, business support groups, and the media The company caters to 2 types of stakeholders viz,; Internal stakeholders i.e., management,bod,etc. External stakeholders i.e., suppliers,creditors,customers,competitors,etc

INTRODUCTION TO AMWAY
Amway is one of the world's largest direct sales companies. It is a global enterprise and is privately owned by the families that started the company in 1959. Amway manufactures, markets and distributes more than 450 consumer products. In UK Amway distributes a variety of products, including: Personal Care - fragrances, body care and hair care products Skin Care and Color Cosmetics Durables - cookware and water treatment systems Nutrition and Wellness - food supplements, food and drinks Catalogue Items - third party electrical goods Home Care - laundry, cleaning and car care products Amway employs 14,000 people worldwide in its offices, manufacturing centers, warehouses, call centers or stores. It also works with around three million Amway Business Owners (ABOs) in more than 80 countries. These ABOs are the link between Amway and its products and the consumer. They also link Amway with communities across the globe. For more than 45 years, Amway Corporation has enabled people to have a business of their own. Amway has built up a strong regional structure around regional affiliates, for example, Amway UK and the Republic of Ireland. Operating through the regional structure, affiliate companies are responsible for: forecasting (ensuring enough stocks are available to meet demand) managing customer service and contact with customers efficient distribution to ensure products reach ABOs on time and in top condition product promotion and ABO support, for example, supplying brochures to ABOs. Amway is an example of a business that recognises its wider responsibilities. It recognises that to be a good corporate citizen, it needs to support causes that matter to the communities in which it operates. As well as its business aims, the company has a range of social and ethical aims that are part of a 'Global Cause Program'. Amway's global vision is to help people live better lives. At the heart of this commitment is the One by One Campaign for Children that helps disadvantaged children from around the world. This programme aims to support Amways employees, ABOs and customers in putting time and money into helping disadvantaged children get access to medicine and education. Amway works with many different groups of people to carry out its business. This case study explores the relationship between Amway and its stakeholders. It is a family owned company with a strong emphasis on family values. Its IBOs are mainly couples with many raising young families and therefore have a strong bond with children. These families are more than happy to be partnered with Amway, who as part of its Corporate Social Responsibility Strategy works with UNICEF, the United Nations Children's fund. IBOs sell Amway's own branded products. They are Amway's links with consumers and the communities in which they operate. This case study shows how Amway is a business that does more than simply provide customers with good quality products. In addition it plays a key role in the communities in which it operates. Businesses need to trade ethically, i.e. in a principled way. Amway has put ethical behaviour at the top of its agenda. Ethical behaviour is part of Corporate Social Responsibility (CSR). This refers to business

organisation's wider responsibilities to society. Amway's ethical beliefs are illustrated through the support of global causes. It defines a global cause as 'a social issue affecting many people around the world engaged in a struggle or plight that warrants a charitable response'. This case study explains how Amway's One by One Campaign for Children illustrates the businesses' commitment to children in need across the globe. There are various ways in which this vision is delivered. Amway encourages staff and IBOs to support its One by One Campaign for Children. Values are important to a company. It is what an organisation stands for, e.g. being trustworthy and honest, taking care for others, giving value for money, etc. An important value for Amway is being a caring company. As a result, Amway believes firmly in demonstrating that it cares, which is why it works with UNICEF. The values of UNICEF and Amway are closely aligned. Amway recognises that it must build its business based on 'relevance, simplicity and humanity'.

Stakeholders of Amway
Stakeholders are groups or individuals who have an interest in the decisions of the company and its business. Stakeholders can be internal to the business, such as employees, or external, like suppliers, customers or the public. A company may have shareholders who can be internal or external stakeholders. As a private company, the families who own Amway are its sole shareholders. It is important that Amway communicates regularly with its stakeholders. They can affect or be affected by the business. Amway uses different ways to communicate with its various groups of stakeholders. The method chosen depends on the message and the person receiving the message: Websites, emails and voice mail updates promote products and services to ABOs and customers and keep them up-to-date Industry and trade memberships enable Amway to share and receive industry information Publications target key sales messages, for example, its monthly newsletter for ABOs, Amway Focus Events and exhibitions help Amway to communicate to ABOs, consumers and guests about running an Amway business and the products it can provide.

HOW AMWAY AFFECTS ITS STAKEHOLDERS

Amway's vision is 'helping people live better lives'. Amway's business plays a key role in the communities in which it operates. Amway has a global strategy for producing, distributing and marketing its products worldwide. It also has a strategy for promoting corporate social responsibility (CSR) in a global way. CSR refers to the role that a company plays in meeting its wider commitments as a citizen. Such commitments include supporting worthy causes and always acting in an ethical, honest way. Amway operates in many different markets worldwide and has a range of affiliates and ABOs. It therefore has to devise and communicate its plans for corporate social responsibility activities carefully to take account of different priorities and interests. From the outset, Amway established some clear objectives. These were to: Build loyalty and pride among ABOs and employees Enhance Amways reputation as a caring organization Make a real difference to human lives. This helps to maintain Amway's reputation with all its stakeholders. Amway contributes time, effort and money to support its business communities:

It creates appropriate Amway products for ABOs to sell. It develops campaigns that support the business and social aims of the company. Getting the image right is vital in a business that relies on building relationships with individuals and the wider community. Amway regularly seeks to develop new products in line with market research aimed at finding out what customers want.

Its employees volunteer at different charity organizations. It has shared $294 million (around 150 million) with non-profit organizations since the company began.

Global Cause Program

Amway produced its Global Cause Program in 2002 as the result of extensive research. Amway defines a global cause as 'a social issue affecting many people around the world engaged in a struggle or a plight that warrants a charitable response'. The Global Cause Program: helps Amway to bring its vision to life declares what the organization stands for builds trust and respect in Amway brands establishes corporate social responsibility as a high priority In developing its global cause strategy, Amway also listened to what its ABOs cared about. Many favored a cause to help children. This led to Amway's partnership with UNICEFs Immunization Plus Programme. This aims to provide vaccination against the six most serious diseases affecting children in the developing world.

Amway's business image benefits from the relationship with UNICEF. UNICEF benefits from the fundraising Amway and its ABOs contribute.

ROLE OF STAKE HOLDERS

How Stakeholders affect Amway
Amway is a direct selling company, selling products directly to consumers without going through traditional retail outlets or 'high street'.

The Supply Chain

A supply chain links the finished products to end consumers. Amway has its own distinct supply chain, placing a strong emphasis on its ABOs. They are able to focus on individual customers and their needs. This supply chain is different from a more conventional supply chain that sells goods to final consumers through retail outlets. Amway's way of working depends on building lasting connections with the end consumer. Feedback provided by consumers and ABOs helps to shape future changes in products and the service provided. Suppliers must produce quality goods that Amway ABOs can sell with confidence. The goods should offer value for money and provide guarantees that they will meet Amway standards. Suppliers may contribute to the design and appearance of Amway products.

ABOs
ABOs operate independently as small businesses. They develop direct supply channels and sell products to friends and customers that they know or meet. They need to have a flexible approach to business. They require Amway to provide high quality, value for money products with a 100% satisfaction guarantee. ABOs determine for themselves how they will conduct business. This is a 'self regulatory' environment. However, they sign a contract to work within Amways Rules of Conduct and Code of Ethics. If ABOs do not conduct business within these rules, their behaviour could reflect back on the company.

Consumers
Consumers affect how Amway develops and promotes products. They do this by indicating their preferences and requirements through feedback. Amway can then make more of particular products or change the format of others. Consumer demand also influences how much stock Amway needs to carry. With many different types of stakeholders, it is possible that different groups will have different key objectives or priorities. For example, a business needs to make a profit but customers want low prices. The company might find it difficult to support price cuts, as this would reduce its profit. These two priorities might be in conflict.

ETHICAL BUSINESS OF AMWAY

Ethical enterprises do more than simply provide goods and services for customers. They also make a real contribution to the communities in which they operate by: creating employment and job security providing products that give consumers good value for money contributing to creating a more caring and cared-for community.

Competitive advantage
Businesses operate in a competitive environment. They may compete on a number of factors: price range of products quality speed of service customer service. Amway is a global enterprise. It must comply with the laws of the many different countries in which it operates. Its business ethics provide a framework to guide the behaviour of the company and its stakeholders. As part of its business values, it protects its consumers through the quality of the products and by offering guarantees of satisfaction. It promotes and supports ethical selling behaviour amongst the ABOs through its codes of conduct. However, in a highly competitive market where businesses are similar, Amway needs to find a way of achieving competitive advantage. Demonstrating a positive involvement in the community and attention to environmental issues can provide a business with competitive advantage. It shows that the company behaves in an ethical way, shares its values and enhances its image as a responsible organization. Amway recognises that to respond to CSR issues, it must base its business on the principles of 'relevance, simplicity and humanity'. For example, Amway set up the 'One by One' programme following discussions with various organisations involved in providing help to underprivileged communities worldwide. Amway is also active in a number of programme to reduce its impact on the environment, including: supporting organic farms to grow the plants for its vitamin and mineral products training employees to protect the environment, for example, encouraging re-use and recycling to conserve resources changing product formulations to be more concentrated and biodegradable, which reduces packaging and waste using sources of renewable energy, for example, a wind farm at its World Headquarters will provide 10% of energy needs measuring its environmental impact by auditing its activities to internationally recognised standards. All these activities carry a cost, therefore Amway needs to balance the costs of its corporate social responsibility programmes against not only the benefits of doing so, but also the cost of not doing so. Business practices that do not take account of ethical behaviour might lead stakeholders to reconsider their relationship with the company. Suppliers might stop trading or customers might stop buying (which would result loss of revenues). At the company level, it might lead to infringement of the law or loss of reputation, which would influence the wider public

Creating a corporate social responsibility strategy

Meeting Stakeholder Needs
A stakeholder is a group or individual who has an interest in the decisions made by a business. Amway's CSR strategy has been developed with the interests of stakeholders in mind. Each one of these stakeholders has particular concerns. Amway takes corporate social responsibility seriously through its partnership with UNICEF. The two key partners in this relationship are UNICEF and Amway. Amway and UNICEF work in and for communities across the globe. They are therefore natural partners.

Growth and Responsibility

An understanding of how Amway operates as an organisation gives a clearer picture of the contribution it can make to helping children in need across the globe. Amway distributes a range of branded products. These products are sold by IBOs worldwide. The IBOs are self employed and are highly motivated. They work to Amway's Rules of Conduct and Code of Ethics which are about being honest and responsible in trading. IBOs sell to people that they know or meet. They can introduce others to the Amway business. Typical products that IBOs sell include: personal care - fragrances, body care skin care and cosmetics durables such as cookware and water treatments systems nutrition and wellness products such as food supplements, food and drinks. IBOs play a key part in helping Amway to deliver its global Cause Programme. Amway launched the One by One Campaign for Children in 2002 across the whole organisation. This programme: helps Amway to bring its vision to life declares what the company stands for builds trust and respect in Amway brands establishes Corporate Social Responsibility to a high level.

Examples of activities under the One by One program include: helping to set up a boat school for fishermen's children in China helping to organise a Children's Day Party for 3,000 orphans providing Braille books for blind children in India. Clearly the programme fits with the partnership with UNICEF and is a key motivating tool for IBOs who share the vision. As a business Amway is able to grow by: More IBOs joining the Amway business opportunity - Amway's IBOs live and trade in over 80 markets and territories worldwide. IBOs selling more products - Salesby IBOs increase. This is partly because IBOs are entrepreneurial and committed to their work. It is also as a result of the support and range of products provided by Amway.

Motivating IBOs - People are motivated if they believe in the products they sell and the company they represent. IBOs are pleased to work for a company with a high reputation.

There is a natural fit between Amway's desire to meet people's needs and the way that UNICEF champions the needs of the world's children. This fit exists in a number of ways as both Amway and UNICEF: are global organisations benefit from a high level of public and consumer trust are dedicated to helping people live better lives.

Developing a Strategy
A strategy is an organisational plan. Implementing a strategy involves putting that plan into action. The strategy enables an organisation to turn its values into action. Strategies are designed for the whole of an organisation. Strategies are principally created by senior managers in an organisation. However, effective strategies involve discussion and communication with a range of interested parties. The views of IBOs are thus very important in creating Amway's strategies. Amway's strategies for corporate social responsibility are cascaded through the organisation. Amway's global strategy involves creating responsible plans that make a difference in everyone's lives. However, the strategy is flexible. In other words in deciding on a cause that IBOs could partner it was essential to research their views. A key element of this was research into a cause that would motivate them - the research showed that the solution was a cause that helped children. There was a clear fit between Amway's aimsto help children and UNICEF's 'Immunisation Plus' programme for children. From the outset, Amway set out some clear objectives for its strategy. These were to: build loyalty and pride among IBOs and employees enhance Amway's reputation as a caring organisation make a real difference to human lives. Every year 1.7 million children worldwide die from avoidable infectious diseases. This situation is especially grave for the world's poorest countries and poses a threat to the lives and well-being of children and families. Many children could still be alive if they had been vaccinated.

For under 12 a child can be vaccinated against these diseases and has a fighting chance to reach adulthood. Contributing to UNICEF's world child immunisation programme therefore is a fitting focus for the activities of Amway UK and its IBOs. To date, Amway (UK) Ltd, its IBOs and employees have raised over 80,000 for UNICEF. Over 10,000 was raised for the Tsunami relief efforts alone. The UK initiative is part of a pan-European fundraising campaign for children. It recognises the importance of building good working relationships with UNICEF in each market in order to roll-out fundraising programmes to Amway's IBOs and their customers. In 2001 Amway Europe's partnership with UNICEF became part of the Cause Strategy. In 2005 Amway UK's contribution to the partnership was deepened through the development of a corporate partnership. This Corporate Partnership is a closer longer term relationship which benefits both parties. Working together the two parties raise money for UNICEF. At the same time this helps to build Amway's reputation.

The objective is to raise 500,000 Euros (approximately 325,000) every year until 2010 across Amway Europe.

Communicating the Strategy

Good, clear communication is essential in making sure that the CSR strategy aligns with company business objectives. Communication also helps in putting the strategy into practice. A number of communications media are used: Face-to-face communication is very important. Regular meetings take place between UNICEF, Amway and its IBOs. Through meetings with UNICEF staff the leading IBOs are able to share the vision and objectives and then pass the message on in meetings with other IBOs. In 2005 Amway (UK) Ltd and UNICEF UK organised an information day for IBO Leaders. They were able to hear first hand experiences from UNICEF staff about their roles and UNICEF's work as well as where the money goes. Printed material is also important. Amway produces a monthly magazine for all IBOs. Amagram is Amway's European monthly title. It includes articles about the UK Partner Store and the UNICEF Lily pin. (Pins are very popular collectors items in the Amway business opportunity). E-mail communication is also important in the company - as e-mail plays a significant part in keeping IBOs up-to-date. Public Relations materials are also important, particularly at launch events for the initiative. Online activities. There is a micro-site dedicated to the Amway UK UNICEF partnership on the UNICEF UK website. This can be found at www.unicef.org.uk/amway. Part of Amway's website is also dedicated to supporting the partnership through the sale of UNICEF merchandise in the Partner Store. This can be found at www.amivo.co.uk. The Amway and UNICEF UK Partner Store sells a range of UNICEF items such as: greeting cards multi-cultural cards and gifts stationery and wrapping paper toys for children make Poverty History wristbands. However, Amway UK's support goes well beyond these activities. In addition, important events include staff fundraising and raffles organised by IBOs. UNICEF attends IBO major events (usually supported by 1000 or more IBOs) where requested. A UNICEF stand outlines the work with speakers, literature and merchandise. Amway is a family business. Its IBOs are people who want to make a difference in people's lives - particularly those of children. Amway's aspirations fit closely with those of UNICEF. They are both organisations with a global reach that care about people - particularly the lives of and opportunities for children. Amway's IBOs want to be part of a socially responsible organisation because they know that this is the right way for businesses to behave. Social responsibility is thus a very important aspect of business. CSR is based on a recognition that the interests of the community and of business are closely related.

Amway Opportunity Foundation pledges to help cause of Girl Child

Online PR News 29-June-2011

As part of their continuous support towards underprivileged children, Amway Opportunity Foundation (AOF) the Corporate Social Responsibility arm of Amway India, today put together a musical night to remember. This event was especially brought together to extend support towards the Girl child of Smile Foundation, Mumbai in the areas of health & education. AOF presented a donation cheque of Rs. 1, 47,000/- to SMILE Foundation. The evening saw celebrated personalities like Mangesh Borgoankar (Zee Sa Re Ga Ma Pa Finalist), Sandeep Ubale (Top 16 Indian Idol 2008), Arohi Mhatre (Semi-finalist Marathi Zee Sa Re Ga Ma 2009), Deepika Jog( grand daughter of renowned marathi music director & composer Prabhakar Jog and Anurag Pandey (Radio Jockey Fever 104FM) come together for the musical evening to support the cause in their own special way. Under the Project Sunrise, AOF will support education expenses & Health expenses of 22 girls and 13 boys of Dreamz Home of Homeless, an NGO supported by SMILE Foundation for a period of one year to begin with. Speaking on the occasion, Mr. Achinta Banerjie, Vice President, Amway India (west) stated We always endeavor to make small but meaningful difference in the lives of the less privileged children of our society and hence we look for opportunities to serve them better. We are delighted to announce the commencement of Project Sunrise here in Mumbai. Its give me great pleasure when I see smiles on the beautiful faces of these little kids, infact it reinforces our sense of commitment towards them. Mr. H. N. Sahay, Director Operations, Smile Foundation has sent the message for the Amway family: We congratulate Amway family for completing 13 glorious years in India. Amway Opportunity Foundation is already a partner with Smile Foundation for supporting the cause of child education. We look forward to a growing relationship in future too. Thank you for your encouragement and best wishes.

About Smile Foundation

Smile Foundation is a national level development organisation. It works for underprivileged children and youth. Smile Foundation has more than 150 welfare projects on subjects such as education, healthcare, livelihood, and women empowerment benefitting 200, 000 (two lakhs) beneficiaries at present directly. Smile Foundation is respected for its good governance, innovative approach in addressing development issues and professional project outcome. About Amway Opportunity Foundation (AOF): Amway Opportunity Foundation is a non-profit organization of Amway India Enterprises Pvt Ltd, which started its operations in 1996 well before the company commenced its commercial operations in India. The foundation has been instrumental in multiple causes with a vision to enable the less privileged child to lead a better life. All Amway employees and the 550,000 Amway distributors are volunteers of AOF. Under its Project Sunrise, AOF has tied up with 64 institutions and orphanages across the country where it has made intervention in health and education for less privileged children. AOF has instituted 14 computer centers for less privileged visually challenged students in India AOFs Vision: To enable the lesser-privileged child to lead a better life. AOFs Mission: To be the front-runner in providing opportunities in child education and health to attain economic independence, with special focus on the blind child

CONCLUSION
Amway is a global direct selling organisation. It has to deal with many different stakeholders with different objectives. These stakeholders may be internal or external to the company and can affect or be affected by Amway in different ways. Its organisational structure is based on a network of ABOs who work independently. Therefore, it is important that Amway sets the standards of ethical business behaviour for the people who work with, and for, the company. It demonstrates these standards by setting rules of conduct and codes of ethics. In addition, it puts its ethics into practice through its various CSR programmes of activity, supporting the environment, its employees and disadvantaged children across the world.

ACKNOWLEDGEMENT
We are heartily thankful to Ms. Sabahat Maam for giving us this project on Amway. We had a great experience doing this project. It was a new topic and we gained ample knowledge from it. The information was of a great help to us in making this project. We really thank you maam for your great co-operation and guidance

BIBLIOGRAPHY
Information is obtained from: Google.com Amway sites Textbooks Assistance from friends.