A final Report On Corporate Social Innovation & its Effect on

the Organization’s Social Profitability. A Comparative Study

On O.C.L & Adhunik.

Simant Mohapatra (8nbru001)

 A
CORPORATE SOCIAL INNOVATION & ITS EFFECT
ON THE ORGANIZATION’S SOCIAL PROFITABILITY.
A COMPARATIVE STUDY ON THE O.C.L & ADHUNIK.

By
(SIMANT MOHAPATRA)
(Enrolment No. 8NBRU001)

(INC Rourkela)
 ACKNOWLEDGEMENTS
I am thankful to Orissa Cements Limited & Adhunik Limited for giving me the opportunity to do
my Management Thesis in the organization.
I am thankful to my organization Guides Mr. Anupam Sharma, the HR Manager of O.C.L &
Rajneesh Das of Adhunik Ltd.
I am also thankful to my faculty Supervisor Mr.U.K Tripathy for supporting me and guiding me
throughout the project. This report would not have been possible without her help.
I am equally thankful to the Principal, INC Rourkela, Mr. D.P Dash for encouraging me and
inspiring me to do my project with full dedication.

SIMANT MOHAPATRA
 TABLE OF CONTENTS
1. Cover Page………………………………………………………………………………………………………
2. Title Page………………………………………………………………………...
3. Table of Contents ……………………………………………………………….
4. Acknowledgements……………………………………………………………..
5. List of Tables & Illustrations……………………………………………………
6. Abbreviations……………………………………………………………………
7. Abstract …………………………………………………………………………
8. Introduction …………………………………………………………………….
9. Review of literature……………………………………………………………..
10. Research Design/ Methodology…………………………………………………
11. Results and Analysis……………………………………………………………..
12. Discussion of implications……………………………………………………….
13. Conclusions and/or Recommendations for further study………………………..
14. References ……………………………………………………………………….
15. Appendices……………………………………………………………………….
16. Glossary…………………………………………………………………………..
 ACKNOWLEDGEMENT

I would like to express my gratitude to all those who gave me the opportunity to prepare this thesis.

I would like to thank the DGM HR Mr. Anupam Das Dy. Manager Mr. Dheren Satpathy and who
gave me an opportunity to conduct my research there. It is only possible through their help to
continue my research by utilizing the different data and process provided by them, which was
required to complete my research work. I am also thankful to different departmental heads and the
employees for their whole hearted support, cooperation and response to make my study effective.

I am also grateful to all the employees and departmental heads for their cooperation and giving their
valuable time and information for my thesis preparation.

I am deeply indebted to my faculty Mr.U.K Tripathy, under whose guidance I am preparing my Final
Management Thesis report of the management thesis-2. It is her help, stimulating suggestions and
encouragement that helped me all the time to prepare this research and for writing of this thesis.

I would like to give my special thanks to all my faculty members, whose patient love enabled me to
complete this work.

Moreover, I would like to give my special thanks to my INC college, Rourkela, who gave chances to
enable me to prepare this management thesis.
Chapter I

Introduction
Objectives
Limitation
 INTRODUCTION
The term called Corporate Social Innovation the new buzz word in the world of corporate sectors
in the end of the year 2005. The term called Corporate Social Innovation has taken birth from the
word Corporate Social Responsibility. It means that now in the present scenario companies are
coming forward to do their innovative responsibility which earlier was not there. Companies are
no longer confining themselves in the older sphere of doing their responsibility rather then they
are taking part some innovative job like supplying relief to the flood effected area, taking the
responsibility to declare a village a model one, giving financial assistance to the village women
so that they can earn by promoting cottage industries etc.

Today, many leading companies are focusing on corporate social and environmental
responsibility and leveraging their employees’ talents and enthusiasm for volunteerism.  With the
launch of the Corporate Social Innovation Program for corporate leaders, the Center for Social
Innovation (CSI) at the Stanford Graduate School of Business will help support your forward-
looking efforts to create positive change in the world.

The Corporate Social Innovation Program is ideal for institutions engaged in corporate
philanthropy, community engagement, and issues of corporate social and environmental
responsibility. It provides an opportunity for organizations to put their messages in front of
influential executives and thought leaders through the quarterly print publication of

The as well as the magazine’s website and twice-monthly online newsletter. The annual fee is
$25,000. In addition to support for SSIR, the fee provides funding for CSI’s programs,
infrastructure, and research and teaching initiatives.  Members are part of a network of
committed faculty, corporate leaders, and MBA candidates working to ensure that companies
achieve their social purpose and financial goals.

Social innovation refers to new strategies, concepts, ideas and organizations that meet social needs of
all kinds - from working conditions and education to community development and health - and that
extend and strengthen civil society.

Over the years, the term has developed several overlapping meanings. It can be used to refer to social
processes of innovation, such as open source methods and techniques. Alternatively it refers to
innovations which have a social purpose - like microcredit or distance learning. The concept can also
be related to social entrepreneurship (entrepreneurship isn't always or even usually innovative, but it
can be a means of innovation) and it also overlaps with innovation in public policy and governance.
Social innovation can take place within government, within companies, or within the nonprofit sector
(also known as the third sector), but is increasingly seen to happen most effectively in the space
between the three sectors. Recent research has focused on the different types of platforms needed to
facilitate such cross-sector collaborative social innovation.
 OBJECTIVES
 To know the impact of Corporate Social Innovation
 To have an in-depth knowledge about Corporate Social Innovation started at Adhunik
& O.C.L.
 To understand how an effective counseling can minimize the absenteeism rate.
 LIMITATION
While carrying out the study certain hindrances and limitations occurred which hampered the
progress to certain extent. The limitations are summarized as follows-

 Employee’s unwillingness to give information (exact data).

 The daily task of the employee debarred them from paying full attention towards
my study.
 The other factor concerned is the non availability of some concerned employee in
organization.
 Sample size taken for the survey was small.
Chapter II

Research design/Methodology
 RESEARCH DESIGN/METHODOLOGY
The objective of the present study can be accomplished by conducting a systematic study and
research. Research is the systematic design, collection, analysis and reporting of data and
findings. The research process that will be adopted in the present study will consist of the
following stages:
a. Defining the problem and the research objective:
The research objective states what information is needed to solve the problem.
b. Developing the research plan:
Once the problem is identified, the next step is to prepare a plan for getting the information
needed for the research. The present study will adopt the exploratory approach wherein there is a
need to gather large amount of information before making a conclusion.
c. Collection and Sources of data:
Research requires two kinds of data, i.e., Primary data and secondary data. Data gathering will
involve usage of both primary and secondary data though there will be an extensive usage of
primary data. Well-structured questionnaires will be prepared. There will be personal interview
surveys. Secondary data will be collected from various journals, books and web sites. I have
collected data from both primary and secondary sources. I took an interview of HR persons like
DGM HR Mr. Anupam Das, Dy. Manager Mr. Dheren Satpathy and they are the soul of human
resource department of R.S.P, and are responsible for all the HR activities including training and
development of the employees, employee satisfaction and retention. For this interview I had
prepared a questionnaire on the basis of which I collected information for my study. Again I have
collected data from the departmental heads regarding employee’s productivity and retention after
training program.
I have also made a survey of the employees with the sample size of 100 employees to know
about their satisfaction and motivation level to continue the same job after the training program.
In order to collect this information I had followed random sampling method.
d. Analyze the collected information:

This involves converting raw data into useful information. It involves tabulation of data, using
statistical measures on them for developing frequency distributions and calculating the averages
and dispersions.
e. Report research findings:
This phase will mark the culmination of the Research effort. The report with the research
findings is a formal written document. The research findings and personal experience will be
used to propose recommendations.
Chapter III

Company Profile
 COMPANY PROFILE

Adhunik Metaliks Ltd. is a flagship company of “ADHUNIK” group of industries. It is an

integrated steel plant located in Kuarmunda, Raurkela engaged in the production of Value added
Steel, Alloy Steel and Stainless Steel product. These products are basically used by automobile,
construction engineering and household industries. Late Mahadeo Prasad Agarwal is the founder
of this Adhunik group. Mr. Manoj Kumar Agarwal is the Managing Director of this Adhunik
group. Its head office or main office is located at Kolkata and also known as the corporate office.
Along with Mr. Manoj Agarwal his other five brothers also promote other department their core
activities. Rourkela based this Adhunik Metaliks Ltd. is a branch of Adhunik group.
The company manufactures wide range of products in carbon; alloy, spring and alloy spring steel
conforming to national and international standards and specifications. It categorized its steel in to
low alloy, micro alloy and high alloy steel.
This Company is a part of the Adhunik Group, having a larger presence in Eastern India and
having manufacturing facilities in the states of West Bengal, Orissa, Jharkhand and Meghalaya.
Promoters of this company have more than three decades of experience in the Iron & Steel
industry. AML was incorporated in the year 2001 and started its operations in the year 2003.
Presently this company is operating five DRI units of 100 tpd capacity each in the Sponge Iron
Division (Unit I) and have set up Steel Division (Unit II), which consists of a Blast Furnace
Complex, one Electric Arc Furnace (EAF), one Ladle Refining Furnace and one Billet Caster.
The capacity of billet casting plant is 2, 50,000 MTs per annum of carbon and alloy steel billets.
The capacities of various facilities which are a part of the Unit II are as under.
 1 (one) no. 262 Cubic meters per day capacity Mini Blast Furnace (MBF) along with the
auxiliary & balancing facilities.
 1 (one) no. 35 M.T. batch capacity Electric Arc furnace, with adequate capacity of
Transformer and breaker and all other auxiliary & balancing facilities.
 1 (one) no. 6/11 M radius 2-strand continuous casting machine to cast billets of sizes ranging
from 100 mm sq. to 200 mm sq.
 2 x 400 SM3 Oxygen Plant
 12MW Captive Power Plant (CPP) as Cogeneration to DRI Units

All the facilities in the Unit II except Captive Power Plant (CPP) have already started the
operations in phased manner. The products adhere to high quality standards and the operations
are ISO 9001 certified. This ensures that the products are consistently within the specification
parameters provided by the customers of this organization. Driven by the growing demand of
metaliks for steel production in the country, and after successful implementation of the initial
phases of the project it have decided to setup an Integrated Steel Plant for production of high
value added steel products to be utilized by the Auto industries and their ancillaries. With captive
co-generation of power, private railway siding and captive mining rights, the venture is
envisaged to be immune to steel cycle to the largest possible extent.

Product Portfolio:
AML manufactures a wide variety of Special Steels of International Quality for different
applications in Automobile, construction and Engineering. AML mainly produces two categories
of Steel, namely, Plain carbon and High manganese. AML manufactures following types of
Steel. Forging quality and engineering grade steel, Carbon chrome vanadium Carbon alloy steels,
Carbon chrome Boron steels, Ball bearing steels and wire rods Chrome manganese Micro-
alloyed steels, Tool steels, die steels, Stainless steels, Chrome molly Case Carburizing Valve
steels and many other high value Chrome nickel Free cutting steels, Tool steels and die steels
Chrome nickel molly etc.
Product Range
The plant is equipped to make Value Added Products confirming to various international
standards and as per users choice. The range includes high, medium and low carbon steel, free
cutting steel, low alloy steel, high alloy steel, spring steel, bearing steel etc.
Auto Steel
Auto steel has a wide variety. The company manufactures auto steel including gearing steel,
spring flat steel and free cutting & non hardened and tempered steel which are mainly used for
crankshaft, shaft, connecting rod, camshaft and front beam etc.
Bearing Steel
Bearing Steel is the fundamental part in mechanical driving process. As the so called alloy steel
used for manufacture of each kind of bearing ring and rolling element, high carbon and
chromium bearing steel is widely applied in the manufacture pin roller and sleeve on driving
shaft of combustion engine, vehicle and mineral machinery etc. The major usage will be in Ball
Bearings, Cone Bearing etc.
Springs Steel
Springs are one of the most important safely components of static and dynamic loaded
automobile and railways. It is meant to absorb the repeated shocks of strain & stress and provide
a safe & reliable suspension mechanism.
Carbon Steel
The carbon steel (i.e. high quality carbon steel) has better mechanical and processing
performance. These have good surface and internal quality, fine and uniform austenitic grain
size, good impact toughness, good cleanliness and lower gas content and good response to Heat
Treatment / Jominy Hardenability. It is used in Auto, Defence, Railways and various other
forging and manufacturing Industries for various kinds
of mechanical structural components, metallic products and tools, Motor Shaft & Pistons Rod,
Case Hardening, and Forging Drawn Wires, Nuts & Bolts.
Cold heading Steels
Fasteners are manufactured from variety of steel grades depending on the applications and
strength requirements from the available raw material in wire rods. With the advancement of
technology, fasteners are today cold forged, extruded and thread rolled with an excellent
dimensional accuracy and surface finish. Fasteners are an important
Members of an assemble of equipment or structure and thus influence their integrity and
performance. It is widely used in High Level fasteners & Safety Equipments, Electronic gadgets
Automobile Industries, Heavy Machineries.
Shape Steel
The company mainly manufactures large and middle specification composite sectional and
various special mechanical shape steel which is applicable for power towers, bridges, car and
ships, machinery, plant house, holders, frames, civil engineering structural parts etc.
Free Cutting Steel
Free cutting steel is having a unique gradation due to its inherent mach inability high productive
automats / speed of machine, good surface finish of component and enhanced tool life.
Stainless Steel
Stainless steel is a value added engineering product with high corrosion resistant properties
primarily due to the presence of a minimum of 10.5% chromium. Higher levels of chromium and
additions of other alloy elements such as nickel and molybdenum enhance surface layer and
improve the corrosion resistance of the stainless material. Stainless steel today have varies end
uses such as; Utensils and Household ware, Kitchenware sinks, Tubes and pipes, Architecture/
decorativeAutomobiles/railways/transport/furnitureRefineries,Petrochemicals,Nuclear
applications, Railway coaches, Automobiles, Potable water tubing, Power plants

ENVIRONMENTAL COMPLIANCE
The pollutants in the form of solids, liquids and gases are generated from various units of steel
plant and have hazardous effects on the environment. Pollution of the environment not only
adversely affects the human beings but also shortens the life of plant and equipment. This vital
aspect, therefore, has been taken into account while planning the plant and equipment and
adequate measures have been proposed to limit the emission of pollutants within the stipulations
of statutory norms.
Air pollution control
The measures to control the air pollution will ensure the ambient air quality standards as laid
down by Central Pollution Control Board for industrial and mixed-use areas. Some of the
measures currently in place and proposed to be implemented by AML are as below:
 Adoption of technology like recovery of heat from DR off gas for use as fuel that fulfills the
twin objectives of energy conservation & pollution control.
 Raw material storage yard: The suspended particles are controlled by sprinkling water through
sprinklers.
 Batching and conveying of raw materials to kilns: Sufficient capacity bag filter have been
installed to control the emission problem
 Installation of Electro-Static Precipitator & Magnetic separators.
 In rolling mill, hot flue gases shall be discharged to open atmosphere at a height of 36 M
through a recuperate & chimney.

Water Pollution Control

The pollutants present in the wastewater will be reduced to acceptable levels by adoption of the
following schemes:
 Re-circulating water in the process and blow down to specific process whereby discharged
volume is negligible.
 Close circuit cooling wherever feasible.
 Clarifier and sludge pond for removal of suspended solids.
 Removal of oil and grease from the contaminated water by means of oil traps and skimming
devices.
 Storm Water Drainage

Noise Pollution Control

Various measures proposed to reduce the noise levels include reduction of noise at source,
provision of acoustic lagging for the equipment and suction side silencers, selection of low noise
equipment, isolation of noisy equipment from working personnel. In some areas where due to
technological process, it is not feasible to bring down the noise level within acceptable limits,
personnel working in these areas will be provided with noise reduction aid such as ear muffler
and also the duration of exposure of the personnel will be limited as per the norms.
CORPORATE SOCIAL RESPONSIBILITY
The group has always been proactive towards its social responsibilities outside the ambit of
group human resources development. Though still in its nascent stage, the Company has
launched an impressive community development program for the benefit of the local people and
community, like:
The Company is a member of Periphery Development Committee (PDC), formed by the
Government of Orissa at Block and District levels PDC and carries out the developmental
activities as per the decisions and directions of this Committee. Some of the main development
schemes implemented by Company during the current year are:
 Excavation of 4 nos. of ponds in the Villages of the periphery.
 Provision of water by repairing existing tube wells and sinking new tube wells, etc.
 Promoted education for children of the village by repairing and up-grading schools at
Ratakhandi Village’s and Chadrihariharpur, installing computer in the village.
 Proving medical facilities for the residents of the area like, ambulance, mobile clinics with
doctors, medicines and paramedic staff, free health check-up camps at regular intervals.

Apart from the above, the Company is operating a number of other peripheral and community
development schemes to improve the local habitat and quality of life of the local people. Some of
the steps taken in the direction are:
 Schemes relating to improvement of local habitat like, water management, plantation and
forestry activities, development of roads and other infrastructures, etc.
 Schemes relating to Augmentation of Income, like provision of free water for irrigation,
development of agriculture, animal husbandry, poultry and fisheries projects, etc.
 Schemes relating to improvement of health, like, arranging regular health check-up camps,
setting a network of small dispensaries, provision of free ambulance facility, etc.
 Schemes relating to enhancement of Education, like, up gradation of existing schools in the
villages, scholarship and financial assistance to meritorious students, training schools for
ladies, etc.
 Setting up of a technical institute for improving the skills and knowledge of the local
residents.
 COMPANY PROFILE (O.C.L)
OCL diversified from Cement to the field of Refractories in 1954. Over the years, it has become one
of the largest and state of the art Refractory plants in India with an annual capacity of 80,000 Mt,
covering a wide range of products for use in the ferrous & the non-ferrous Industries.

The initial technical know how came from M/S Dr.C.Otto of Germany for Coke Oven Silica bricks
and from M/S TYK Corporation of Japan for Magnesia-Carbon, Alumina-Mag-Carbon, Alumina-
Silicon Carbide-Carbon, Concast Refractories, Lance-pipe, Precast, Purging Plug, & BF Runner
castables. All the other products were developed in-house. To keep pace with ever-growing
expectation of customers for quality Refractories, our highly experienced & well-equipped
technology & research teams upgrade these on a continuous basis. With intensive R&D efforts, OCL
has registered a number of patents to its credit.

OCL happens to be the first Refractory Company in India to be certified under ISO 9001, by
RWTUV of Germany in 1994, now updated to 2000 version for all range of its products.
GLOBAL PRESENCE
OCL is a globally focused organization with a large range of product and strong R & D orientation
towards its customer both in product and in services. It has a long-term vision to emerge as a globally
accepted refractory solution provider.
OCL is among the market leaders & undisputedly, one of the best in world in the segment of Silica
bricks for Coke ovens & Blast Furnace stoves having extraordinary supply references all through the
globe. With aggressive thrust on the exports of special Refractories like Continuos casting, Slide
plates & Purging Refractories for the Steel Sector, Direct bonded Mag-Chrome bricks for the Copper
and Fireclay & High Alumina bricks for the Aluminum Industries, it enjoys clientele of reputed
overseas customers.

OCL is reckoned to be in the big league of reputed refractory suppliers in the world market. OCL
refractories has been used in the largest Steel plants & other non-ferrous plants in Canada, USA,
Brazil, UK, Sweden, Netherlands, Hungary, Spain, Italy, Turkey, Japan, South Korea, China,
Thailand, Malaysia, Indonesia, Australia, Egypt, Kenya, South Africa, Saudi Arabia, Jordan, Qatar,
Iran, UAE, Kuwait, Pakistan, Bangladesh, Sri Lanka & many more.
CAPACITY
PRODUCTION CAPACITY
SILICA BRICKS 30,000 MT / YR
BASIC BURNT BRICKS 22,000 MT / YR
MAGNESIA CARBON BRICKS 8,000 MT / YR
FIRECLAY & HIGH ALUMINA BRICKS 25,000 MT / YR
CONTINUOUS CASTING 2,000 MT / YR
SLIDE GATE REFRACTORIES 2,000  
CASTABLES & PRECAST BLOCKS 11,000 MT / YR
BASIC, SILICA & HIGH ALUMINA 6,400 MT / YR
RAMMING MASSES / MORTARS  
TOTAL   106,400 MT / YR
 
OCL-MILESTONES
YEAR MILESTONES
1949 Established as Orissa Cement Limited
1954 Diversified into refractories
1956 Commissioning of firebricks plant
1958 Commissioning of silica plant
1959 Commissioning of burnt basic brick plant
1962 Manufacture of chemically bonded basic bricks
1963 Manufacture of coke oven silica
1972 Expansion of silica plant
1986 Manufacture of MG-C brick
1986 Manufacture of slide plate
1992 Commissioning of concast plant
1992 Commissioning of castable & precast plant
1992 Export of silica bricks
1994 ISO 9001 certification
1997 Further expansion of silica plant
1999 Manufacture of directional purging element
2000 Modernization of concast plant
2001 Modernization of castable & precast plant
2004 Further modernization of concast started
2005 Modernization of concast plant in process
 
Chapter IV
Corporate Social Innovation
Corporate Social innovation refers to new strategies, concepts, ideas and organizations that meet
social needs of all kinds – from working condition and education to community development and
health - and that extend and strengthen civil society.

Over the years, the term has developed several overlapping meanings. It can be used to refer to social
processes of innovation, such as open source methods and techniques. Alternatively it refers to
innovations which have a social purpose – like microcredit or distance learning. The concept can also
be related to social entrepreneurship (entrepreneurship isn't always or even usually innovative, but it
can be a means innovation) and it also overlaps with innovation in public policy a governance. Social
innovation can take place with government, within companies, or within the nonprofit sector (also
known as the third sector), but is increasingly seen to happen most effectively in the space between
the three sectors. Recent research has focused on the different types of platforms needed to facilitate
such cross-sector collaborative social innovation.

History
Social innovation was discussed in the writings of figures such as Peter Druker and Michael Young
(founder of the open university and dozens of other organizations) in the 1960s It also appeared in the
work of French writers in the 1970s, for example Pierre Rosanvallon, Jacques Fourniernd Jacques
Attali However, the themes and concepts in social innovation have existed long before that. Benjamin
Franklin, for example, talked about social innovation in terms of small modifications within the social
organization of communities that could help to solve everyday problems. Many radical 19th century
reformers like Robert Owen, founder of the cooperative movement, promoted innovation in the social
field and all of the great sociologists including Karl Marx, Max Weber and Émile Durkheim focused
much of their attention to broader processes of social change. However, more detailed theories of
social innovation only became prominent in the 20th century. Joseph Schumpeter, for example,
addressed the process of innovation more directly with his theories of creative destruction and his
definition of entrepreneurs as people who combined existing elements in new ways. In the 1980s and
after, writers on technological change increasingly addressed the importance of social factors in
affecting technology diffusion.

Recent developments
The idea of social innovation has become much more prominent with ongoing research, blogs and
websites (such as the social innovation exchange) and a proliferation of organizations working on the
boundaries of research and practical action. Several currents have converged in this area, including:
new thinking about innovation in public services, pioneered particularly in some of the
Scandinavian and Asian countries. Governments are increasingly recognizing that innovation isn't
just about hardware: it is just as much about healthcare, schooling and democracy growing interest in
entrepreneurship business, which is increasingly interested in innovation in services new methods of
innovation inspired by the open source field. Linking social innovation to theory and research in
complex adaptive systems to understand its dynamics collaborative approaches to social
innovation, particularly in the public sector A recent overview of the field highlighted the growing
interest of public policy makers in supporting social innovation in these different sectors, notably in
the UK, Australia, China and Denmark. A focus of much recent work has been on how innovations
spread and on what makes some localities particularly innovative.
Today, many leading companies are focusing on corporate social and environmental responsibility
and leveraging their employees’ talents and enthusiasm for volunteerism.  With the launch of the
Corporate Social Innovation Program for corporate leaders will help support your forward-looking
efforts to create positive change in the world. The Corporate Social Innovation Program is ideal for
institutions engaged in corporate philanthropy, community engagement, and issues of corporate social
and environmental responsibility. It provides an opportunity for organizations to put their messages in
front of influential executives and thought leaders through the quarterly print publications well as the
magazine’s website and twice-monthly online newsletter.

Corporate Social innovation can be divided into four categories:

1. Customer oriented innovation

2. Product innovation
3. Process innovation
4. Strategic innovation

Let's look at each.

1. Customer oriented innovation

“The customer comes first.” This is just as true with innovation as with anything else in business. If
you cannot serve your customers cleverly, you might as well not bother with innovation at all.

Customer oriented innovation refers to all aspects of corporate-customer interaction, including:

marketing, sales, delivery, customer service and everything in between. Although this comprises a
diverse range of activities from advertising to after-sales service, the focus should always be the
same: how to better serve your customers. Better advertising can provide more information to
customers as well as remind existing customers that they made the right choice by your products.
Better after-sales service can make all the difference between a making a single sale and developing a
long-term relationship of multiple sales.

These days, as there is less and less to differentiate one product from another, customer oriented
innovation is one area where your firm can demonstrate a real lead over the competition.

Moreover, every act of product or strategic innovation generally requires customer oriented
innovation to ensure innovations are successfully delivered to the customers.

2. Product innovation

When most people think of corporate innovation, they think of product innovation, in particular,
launching that stunning new product that brings in billions of Euro (or dollars or pounds or yen...),
makes them industry leaders and puts them on top of Ingvar Kamprad and Bill Gates in the Fortune
list of wealthy individuals.

While such innovation is nice, it is equally, if not more, important to solicit incremental product
innovation from your company. Small improvements in your product are not only easier to come by,
but can help keep you one step ahead of the competition. Moreover, small improvements are easier to
sell and generally do not require big changes in your business.
But when that big idea for a radically new product - that will knock the competition's socks off -
comes, be sure you have the means of recognizing it (previous issues of Report 103 have looked at
big innovations that big companies have made and lost because they did not recognize what they had
invented).

A radically new product also demands an innovative marketing approach that will allow you to bring
the product to market successfully. Introducing a radically new product to your customers is in large
part about educating your customers to your product and helping them realize how much they need or
want your product (see 1. Customer oriented innovation above).

3. Process innovation

Process innovation may sound comparatively dull, but it is the bread and butter of corporate
innovation. In most large companies lots of people are involved in internal processes that allow the
company to run smoothly and legally. These are the people in middle management, human resources,
accounting, finance, administration, and the like. In general, they recognize processes that do not
work well and have ideas about how to make those processes more efficient. Sometimes, of course,
they are wrong. But often they are right. Their ideas improve efficiency and help companies save
money. If a company has operational expenses of Euro 1 billion annually and an accountant comes up
with an idea that shaves costs by 0.5%, it translates into a savings off Euro 5 million – nothing to
sneeze at. Likewise, 1,000 employees each with ideas worth Euro 10,000 in cost savings each will
save the company Euro 10 million.

4. Strategic innovation

Strategic innovation is rare because it is about fundamental changes in how a company operates. And
in a large company, that is about the most difficult task of all. Strategic innovation requires an
innovative CEO with vision and determination. Jack Welch transformed GE from an old fashioned
American industrial company into a powerful global services company.

Jorma Ollila transformed Nokia from being a Finnish conglomerate with a forestry background into
becoming the world's leading mobile telephone manufacturer.

While Messrs Welch's and Ollila's innovations involved all of four kinds of innovations, successful
strategic innovation was central to their success.

Strategic innovation may not necessarily come from CEOs. But visionary CEOs are nevertheless
necessary for implementing strategic innovation across the enterprise.

General comments about corporate innovation

One of the biggest mistakes a company can make is to assume that only people in relevant
departments can provide innovative ideas for a particular kind of innovation. Believing that only the
research department can have ideas about product innovation or that only management can have ideas
about process innovation is wrong.

If top management of any company were to place listening devices in the staff canteen or the staff's
favorite pub, they would quickly discover...
  That everyone in the company has ideas about all aspects of the company.

 That many of those ideas are well thought out.

 That the people with ideas come from all divisions and all levels of the corporate hierarchy.

 That many of those ideas are worth good money to the company.

Only by installing an idea management or innovation strategy that ENCOURAGES everyone in the
firm to contribute ideas can top management truly maximize their firm's innovation potential.
Chapter V
Corporate Social Innovation Done By O.C.L in Jakaikala in
Sundergarh.
1. O.C.L India Limited India’s leading manufacturing firm has understood what its corporate social
Innovation is, that is why when it has taken people of Sundergarh for its manufacturing process due
to because some of the localities had been displaced

2. More over it has provided all the basic & fundamental facilities to the villagers so that they can
lead a blissful social life which earlier they did not have.

3. Company has uplifted those people who wanted to invest company came up with various
entrepreneurial activities so that those fellow villagers can prosper.

4. O.C .L has constructed various community centers, club house for young generation so that social
gathering can be occurred.

5. Company has introduced microcredit facilities for the villagers.

6. Company has introduced many advanced & highly sophisticated machines for the internal stake
holders that the employees so that they could be given with less jettison of work.

7. Company fine tuned its process by installing heavy machineries also it has given away training to
its employees for better handing of the same.

8. Due to its innovative products company’s goodwill is increasing day by day. More over in Orissa
O.C.L is sole distributer of cements & its sale is remarkable comparable to others. It’s only because
of product innovation.

9.The most important innovation is its strategic innovation which is vary rare it means that company
has fallowed some steps which is pretty confidential according to the manage people that they refuse
to reveal by following this company has sustained till this date in Orissa.

10. Company has done Customer oriented innovation refers to all aspects of corporate-customer
interaction, including: marketing, sales, delivery, customer service and everything in between.
Although this comprises a diverse range of activities from advertising to after-sales service, the focus
should always be the same: how to better serve your customers.
SWAJALDHARA PROJECT IN JAKAIKELA DONE BY OCL
OCL India Limited has organized better water supply facilities with was the joint operational project
with the local administration .With this the company has supplied one connection of water to each
and every house in the village now with the help of this the villagers have relaxed from the
contemporary problems of extracting water from the riverside which is being polluted by the
Rourkela Steel Plant. With the supplement of water facilities the company has given a sign of social
responsibility towards its fellow villagers. More over the company has established bore well in every
sahi of the village.

SOME OTHER PROJECTS

 Company is performing every week Corporate Panchayat at the center of the village where
the corporate people the village assistants (Gaon Saathi) are being come along with the all
learned people of the village there they discuss the forth coming project of the village so that
the village can be the model village in the entire Sundergarh which is the priority of the
Company.

 Company is planned to open an ITI for the youngsters of the village so that there can be self
employment established. That is why the company has chosen the land & demarked the same
side by side the company is giving apprentice training to the ITIes so that in future they can be
establish themselves in the OCL or any other organization which are now emerging.

 That is not all company has taken participation in plantation also. There are hectors of unused
land lie behind the village on that land with the prior permission of the Govt of Orissa there
are 100 thousands of trees have been planted.

Companies only does social responsibility that is not the story here but also indulge from all
facets so that the people of Jakaikala could be benefited. Company taken all sorts of measures for
the upliftment for the village also the villagers the villagers are the vital player in every event of
the company which makes the event successful & worth.

INTRODUCTION OF GOBAR GAS PLANT

Company all time appreciated for the mega assistance for the GOBAR GAS PLANT for those people
who have domestic animals like ‘Cow’ the people were unaware of the usage of the of the waste
coming out from the cow it was not possible to supply electricity each & every village because
company’s budget was not allowing this that is why company people have noticed that many
people are having cows but they are unaware of the proper usage of the waste that is GOBAR that
is why company funded single time to the people to make GAS PLANT for supplement of the
energy & people used it they were very much pleased with the this step being taken from the
Company side. They are saying that OCL have brought millions of smiles for the people of
Jakaikala.
ChapterVI
Corporate Social Innovation Done By Adhunik in Langigarh in
Sundergarh.
Adhunik is a massive group came to Rourkela in the year of 2000 & in a decade it has established
completely in the soul of Rourkela & now it is the indispensible part of Rourkela. Company has taken
the land & made the land owners the disputes that are why company gave jobs in the Rourkela site
also company has taken the village named Langigarh in the Sundergarh district trying to make the
village the model one.

Introduction of self assisted groups

Company noticed that there are so many learned & unprofessional graduates are in the village they
were roaming here & there with out the proper guidance that is why company supplies all the theories
to make a Self Sufficient Group & finance them to start their own business whichever they like. The
rest is histories there are more than 20 Self Sufficient Groups are working successfully in the village
he every single individual is self sufficient individual now helping his family financially in all the
spheres of life.

Betterment of the Cultivators

Adhunik has taken steps to cultivate scientifically to the cultivators company has noticed that more
than 70% of the village population are depend on cultivating that is why company supplied them with
good quality seeds which are hybrid one provide them all sorts of highly sophisticated equipments so
that they can cultivate & harvest well & produce more & more quantity of grains comparable to
earlier.

GIVING PLATEFORM TO YOUNG TALENTS

Company has shown interest toward young talents like hockey football, archery company is assisting
those under developed people which are having talents but due to lack of proper platform & money
they are unable to flourish that is why with the help of RSP’s athletic wing company is trying to
produce good state level player & supply them to SAIL Hockey academy later they can groom
themselves to fit for national level.

At the epidemic also company showed its generosity & step forward to eradicate the epidemic like
cholera mass fever like that. Company tried to made all sorts of application to be social innovative
leader & trying every now & then to be a good corporate social innovator.
Chapter VII
Impact of Corporate Social Innovation both in
Organization & out of the Organization.
The basic objective of the Corporate Social Innovation program is to increase the productivity of the
people. Hence through the help of effective innovating methods the productivity of the people can be
increased to a great extent. After interacting with the departmental heads it becomes clear that the
productivity of the trained employees in the same department is more than that of the untrained
employees.
Companies with well-trained, knowledgeable and flexible employees operate more efficiently, seize
market opportunities more readily and weather economic downturns more effectively. These
companies have figured out that the overall performance of a business equals the sum of the
performances of all its individual workers. Maximizing people impact requires that organizations
offer the appropriate platform for its people: counseling, job roles, tools and insights for decision
making. Moreover, this concept should extend beyond the companies direct workforce. Leading
communications companies are increasingly finding that they need not only improve the skills of
their own people, but also the skills of workers employed by business partners and customers.

Many organizations are turning to new learning approaches to help create a workforce that
continuously develops and applies knowledge, skills and capabilities. E-Learning is an effective,
rapid and flexible element of a learning strategy when blended with... For example, performance
simulation is a type of eLearning that enables employees to rehearse real life situations in a safe
and supportive environment without risking client relationships or brand equity. This type of
application is particularly helpful for customer support and sales staff, who are increasingly
required to sell complex, rapidly changing solutions.

When thinking about ways to improve the performance of employee workforce productivity,
many organizations focus on implementing systems and/or initiatives, but do not explicitly think
about the linkage between enterprise capability and individual competence. They neglect to think
about how elements such as leadership, business strategy and goal-setting at the enterprise level
can directly impact their employees’ motivation, knowledge, skills and capabilities.

Improving individual and workforce productivity holds the key to achieving significant
improvements in business performance in a tough economic climate. Organizations need to adopt
a holistic approach to improving the productivity of key employees, addressing factors that
impact performance at the individual, workforce and enterprise level. Only in this way can the
workforce be aligned to the business strategy to further drive benefits to the bottom line.

Again productivity of an employee can also measured through the time taken by the employee to do a
particular work, quality of that work, rate of the accuracy and safety in the work field.
Impact of Corporate
Social Innovation in the Organization.
Increasing the employee’s retention rate by decreasing the attrition rate is one of the objectives of the
counseling program. Through the help of counseling program in R.S.P they able to reduced the
attrition rate and increase employees’ retention. Counseling helps the employees in the following
way.
 Helps in increasing the capabilities of the employee’s to perform in an effective way.
 Counseling make ready to the counselees to update with the technological advancement.
 As counseling increases the productivity, ultimately employee feels competent enough to
work with the challenges.
 Through various counseling program employees get the career development opportunity.
 As employees become competent enough they gets chance for extra responsibility along with
good growth opportunity and salary.
 Counseling helps to build good relations with the colleagues and the superior.
 Counseling encourages the employees to do their work in an effective way, which make the
employee feel that the organization is with him/her and he motivated to continue his/her job.

 Findings of Survey on Peoples’ satisfaction regarding Corporate
Social Innovation
Program its effectiveness and impact of the Program in the
Statement Agree Don’ Disagree
t
know
1)I am satisfied with the corporate social program 69 5 18

2)Corporate social program materials used are very 60 21 10

good
3)Company people knowledge and behavior was 74 12 0
quite good
4)Company was bias less 54 26 6

5)Company program was effective 76 8 16

6)Company program is conveyed in prior 54 34 12

7)Corporate Social innovation program held in right 62 16 22

time
8)Company program environment was good 76 3 16

9)Company Program needs is well identified 72 14 12

10)Corporate Program evaluation is effective 70 26 4

11)It adds value to my performance 74 5 8

12)Company program increases my productivity 67 12 13

13)It adds value to my skills 76 8 16

14) I got additional benefits after Corporate Social 64 28 8

Innovation.
15)It motivates me to continue my job 84 4 12

16) I always utilize my learning from training in my 76 16 8

practical work field.
Productivity of the Organization.
 CHART NO-1
People satisfaction chart on corporate social program

Chart Title

Agree
Disagree
Don't Know

According to my study I found that 69% of the employees who have attended the training
program are satisfied with the training program.

CHART NO-2
Chart on company aids

60

50

40

30

20

10

From the above chart it is clear that the company material used by the organization is effective
for corporate social innovating program. 60% of the employees are satisfied with the counseling
materials
 CHART NO-3
Chart of company Peoples’ behavior and knowledge
80

70

60

50

40

30

20

10

0
CHART NO-4
60

50

40

30

20

10

0
From the chart number 2 and 3 it is clear that 74% of the village people feel that the behaviour of
the company side is excellent during the program. Again the knowledge of the trainer is also up
to the expectation. Again 54% of the employees who attended training program feels that the
counselor is biasless.
 CHART NO-5
Chart of corporate social effectiveness
80

70

60

50

40

30

20

10

0
From my survey to the employees and the people of the concerned regarding Program
effectiveness I found that 54% of the trainees are satisfied with the training effectiveness.
Whereas about 26% are disagree with the statement that the counseling which they attended is
not effective and 16% of them not give any comment on it.
CHART NO-6
Chart on programe information

60

50

40

30

20

10

0
Agree Disagree Don't Know
64% of the people feels that communication or information regarding programe is given to the
receivers in prior to organize the program. Where as 30% of them not replied anything regarding
this matter and 10% feels that thet not gets information in right time.
 CHART NO-7
Program Held in Right Time
70

60

50

40

30

20

10

0
CHART NO-8
Environmrnt was good.
80
70
60
50
40
30
20
10
0
CHART NO-9
80
70
60
50
40
30
20
10
0

Chart no 7,8,9 describe the effecticeness of the corporate social program. 70% feel that
programe held in right time where as 80% feels the environment excellent and 74% feels that
program needs of them are well identified. So program whatever the people attened were quite
effective.
 CHART NO-10
Chart on Program evaluation
70

60

50

40

30

20

10

0
According to my above study I found that 70% feel the training evaluation method as effective.
 SUGGESTION
As per my study I found that the corporate social innovation that both the organization have done
or being doing these days are very much successful & would have flamboyant sing in near future.
Where as I found some thing that the organization need to fine tune them selves to attain almost
90% of what they are achieving right now.
After the sum up of survey report it has been observed that there is need of giving more stretch
on the awareness and communication on the following factors:
1. Company’s Growth.
2. People satisfaction.
3. Provide the same what the situation demands.

As the attrition rate of the officer is little bit high so it needs special plan for them to retain the
officer.
To make Social innovation program more effective department should focus on the following
things:

 Objectives of the employees and the organization - keep them in mind all the time
 how many people you are targeting
 the methods and format you will use
 when and how long the Corporate social Program lasts
 where it happens
 how you will measure its effectiveness

How you will measure the trainees' reaction to it when they will give skills training to someone
they should utilize this simple five-step approach:

1. prepare the receiver - take care to relax them as lots of people find learning new things
stressful
2. explain the job/task, skill, project, etc - discuss the method and why; explain standards and
why; explain necessary tools, equipment or systems
3. provide a demonstration - step-by-step - the more complex, the more steps - people cannot
absorb a whole complicated task all in one go - break it down - always show the correct way -
accentuate the positive - seek feedback and check understanding
4. have the counselee practice the job - we all learn best by actually doing it - ('I hear and I
forget, I see and I remember, I do and I understand' - Confucius)
5. monitor progress - give positive feedback - encourage, coach and adapt according to the pace
of development

These things department should take into consideration when organizing any corporate social
innovation Program.
 CONCLUSION
From the above study it is clear that the Corporate Social Program and development plays an
important role for any organization not only to increase the productivity but also for the quality
of life of the employees. As per my findings from the survey in counseling and developmental
program organized by OCL & Adhunik Ltd. is quite effective. Again the impact of the corporate
program on Company’s productivity and retention is really remarkable. As in an average about
70% of the employees are satisfied with the program at OCL & Adhunik and also with its impact
on their productivity and retention.
This effectiveness of the program is for the effort made in all aspects of program, like counseling
identification, setting of objectives, choosing right candidate as well as trainer for the corporate
program, corporate administration, corporate budget, evaluation a decision implementation etc.
these all contribute a lot to make the corporate program an effective one.
Hence it is important for any organization to have effective corporate program to retain its
employees and increase the core objective that is productivity.
 QUESTIONNAIRE
1. Do you think Corporate Social Program is important for your organization?
2. How do you identify Corporate Social needs of your organization?
3. What are the various Innovational methods adopted?
4. What ate the various formalities before the program?
5. What plays the important roles during Corporate Social program?
6. To whom you choose as trainer (internal or external)?
7. How do you evaluate your Corporate Social Innovational effectiveness?
8. Do you evaluate your training effectiveness on pre and post counseling basis?
9. How do cost of program is calculate.
10. What are the impacts of Corporate Social innovational productivity?
11. What are the impacts of Corporate Social Program on employee’s retention?
12. Who are the most responsible persons for the corporate social Program?
13. Do you prepare any Program Calendar?
14. If yes, then what is the method of preparation of Program calendar?
15. What are the various important factors are there in Program calendar?
16. When do you measure the Corporate Social Program’s effectiveness?
 Questionnaire for the departmental heads
1. How your employee’s do perform?
2. Is there any difference between the counseled and non counseled employees?
3. How do you measure their performance?
4. Are your employees satisfied with their job?
5. Can the employees able to do the work they could not do before?
6. Do they demonstrate new behaviors on the job?
7. Do they like to continue their jobs in the same department?
8. Are they required any additional benefit or responsibility?