WOMEN’S HEALTH AND LIVELIHOOD ALLIANCE (WOHLA)

Ensuring Health and Economic Well-being of Women

Solutions for a Pandemic

We can’t have everything. Firing up the economy is a priority, but so is controlling the spread of the disease. Businesses have challenges and need to be rescued, but not at the cost of our workers. Indian corporates are posed with an enormous opportunity to intervene. Corporates today stand at a crucial juncture and have a chance to serve the supply chain, implored businesses, the last producers and aid them in collectivisation, help them with technology, enhanced productivity trainings and more.

While navigating the Covid-19 pandemic and its impact on the economy, industry and society, Samhita Social Ventures and IDFC Institute co-hosted  ‘Leaders with Purpose’ — a webinar series aimed at exploring how Samaj, Sarkar and Bazaar can come together at this unprecedented time and reimagine solutions to benefit both business and the socio-economically vulnerable.

Speakers:

Prof. Esther Duflo, Nobel Laureate, MIT Professor and Director, J-PAL

Sanjiv Mehta, Chairman & Managing Director, Hindustan Unilever Ltd

Nisaba GodrejChairperson Godrej Consumer Products

Dr. Rukmini BanerjiCEO, Pratham

Renana JhabvalaNational Co-ordinator, SEWA

Dr. Esther Duflo said, in our first webinar,  that it is essential for government, business, and NGO stakeholders to focus on cash transfers to economically vulnerable populations to avoid entering into a “society-wide poverty trap” in India. Dr. Duflo said “this is something business should be keenly interested in and very much behind it, not just because it’s the right thing to do morally, but also because I think it is the most responsible thing to do economically…self-interested business should be very much lobbying for this cash transfer.”

“We have – both Abhijit Banerjee and I – really insisted on the need for the government to act quickly and swiftly to prevent a lot of people who are not ultra-poor but merely poor, or maybe not even poor…to avoid those people to completely collapse back in a situation where it would be much harder to get out,” Dr. Duflo said of her own and fellow Nobel laureate’s views. “That in a sense is something that would affect them personally – an individual poverty trap – but can also create society-wide poverty traps.”

Ms. Renana Jhabvala reiterated Ms. Duflo’s recommendation of DBTs (Direct Benefit Transfers) as an effective way to promote wellbeing and resilience in low-income communities, and remarked on the importance of strengthening the systems through which the funds can be accessed. SEWA’s research has shown that the poorest really benefit from regular cash transfers, not very large, that come at regular intervals, and can transform lives completely. Largest experiment in MP showed this – bottom 25% really benefited. “We went back 5 years after 1 year of cash transfers, and we found the effects were still lingering, and they were still as well of due to that one year… This has come out so clearly in this crisis – if we’d had a way to transfer a certain minimum to every person who needed it, or below a certain income level, it would make a huge huge difference in their lives.”

In lieu of the crisis, Ms. Jhabvala made an extra plea on the need of a real coordination among corporates, NGOs, and government to usher into larger benefit of the society. Other cohorts of vulnerability, the elderly, widows, single mother who can not access support all need to be identified.  “In just a few days, we reached 70,000 people because of this coordination, and if it can continue, it could make a huge difference.”

The webinar session saw all panelists collectively stressing the importance of effective multi-stakeholder collaboration and cooperation to ensure last-mile service delivery to those most at risk. Ms. Nisaba Godrej and Mr. Sanjiv Mehta remarked on the importance of business leaders considering the safety and security of workers in manufacturing and distribution networks, and working in tandem with NGOs to identify and deliver support to the most vulnerable communities.

Mr. Mehta of HUL, encouraged Indian companies and iterated HUL’s  inclusion of its networks in their circle of influence and responsibility. The safety measures implemented in HUL’s factories, have been rolled out to their entire supply chains. It also goes beyond manufacturing – HUL distributes to households, to 95% of the households across society. Mr. Mehta laid emphasis on the need to train even retailers, and highlighted HUL’s. Suraksha programme which gives them guidance on how to operate safely.

Dr. Duflo commented on the opportunity the pandemic has presented to rethink and transform India’s education system, and the importance of not rushing back to pick up curriculum where it was left off. Dr. Rukmini Banerji echoed this, saying “there should be no rush…into the curriculum; we need to spend this time to really build our foundations again…most Indian children needed this building of the basic reading, basic arithmetic – and let’s take our time to do that.” She also stressed that though schools have been closed, children have been learning a lot about how to manage crises and scarcity by watching their families and communities’ reactions to the COVID-19 pandemic, and that adults should “need to spend time in learning from children what they have learned so that we can then build on that.”

The key takeaways of the webinar are available over here.

The full recording of the webinar is available at http://bit.ly/LeadersWithPurpose

For more information, please contact csr[at]samhita.org

Co-creating solutions with Samaj, Sarkar and Bazaar

While navigating the Covid-19 pandemic and its impact on the economy, industry and society, Samhita Social Ventures and IDFC Institute co-hosted ‘Leaders with Purpose’ — a webinar series aimed at exploring how Samaj, Sarkar and Bazaar can come together at this unprecedented time and reimagine solutions to benefit both business and the socio-economically vulnerable.

Empathy and economic sense call for direct cash transfers

During a Leaders with Purpose webinar hosted by Samhita and IDFC Institute on 11 May 2020, Nobel Laureate and Director of J-PAL, Esther Duflo emphasized that direct cash transfers to the poor is both the morally correct and economically wise action required to be taken by larger society.

The revival of the informal sector is crucial to our economy

‘It is evident that there are strong linkages between the formal and informal, as well as between large and small segments of the economy. In order to comprehend the extent and scale of these linkages, it is important to take a closer look at the labour force participation data for the Indian manufacturing sector.’

LSE’s blog article serves as an important reminder that India must make the effort to secure its supply chains, especially in the manufacturing sector.

CSR: From the perspective of nonprofits

In consultation with 320 nonprofits across India it was found that, “The most reported challenge was a lack of long-term commitment from companies, causing uncertainty and instability among nonprofits. This was followed by a perceived lack of understanding on the part of companies about social issues and solutions, and an emphasis on achieving targets.”

Ragini Menon, Senior Associate and Anushree Parekh, Head of the research and knowledge team at Samhita along with Priyanka Dhingra, Head Programme and Executive Committee member at ATE Chandra Foundation, write about existing trends and challenges that nonprofits face, while highlighting critical aspects of the CSR ecosystem that need strengthening.

Decoding CSR Trend In India – Looking Back to Look Forward

It’s been five years since India became the first country in the world to mandate Corporate Social Responsibility (CSR) spending for eligible companies, generating a lot of local discussions, national debates and global curiosity.

Did the companies comply? How did they perform? How were the CSR funds spent and on what? Did the NGO sector benefit? What next for CSR?

We answer some of these questions here, based on the most comprehensive CSR dataset compiled so far by the Ministry of Corporate Affairs1 and our own experience with 100+ companies.

1. Compliance with CSR Act has been decent, with room for improvement

For a regulation that is only 5 years old, required companies to step outside their comfort zone and have a steep learning curve, the compliance has been good, with definite scope of improvement.

Compliance can be measured using two indicators – number of companies reporting on CSR and number of companies spending the stipulated amount.

  • On average, the reporting rate among eligible companies in the last 4 years has been 64%.
  • Companies spent 68% of the prescribed CSR amount in the last four years, totaling to ~INR 52,000 crore.
  • Of the liable and reporting companies, the proportion spending zero amount has reduced over the years, consequentially, increasing the number of companies that actually do spend on CSR activities. In fact, the proportion spending exact or more than prescribed amount has increased from 26% in 14-15 to 44% in 17-18.
CSR Spend Analysis

Data pertaining to CSR expenditure in FY 2017-18 is still being gathered by MCA through the filings made by companies and the numbers are likely to improve as more companies file their data.

2. The 80-20 rule

In 17-18, 289 companies spent INR 7,067 crore on CSR – even though these accounted for only 2% of liable and reporting companies, their cumulative spend amounted to 53% of the total spend on CSR in that year.

Many of these companies have adopted a strategic, systematic and structured approach to CSR, with the intent to maximize social impact. For instance, a majority of the BSE 100 companies, which are India’s largest companies by market cap, have created suitable internal governance structure to execute CSR, with 24% having their own foundation and 52% having dedicated CSR departments.

However, these companies also saw the highest gap between prescribed and spent CSR amounts, in absolute terms. If these companies can be further nudged and supported to spend their entire prescribed CSR amounts, and in more meaningful ways, we will not only be able to unlock a huge amount of capital for the development sector, but also significantly improve the quality of that capital.

3. Companies do not prefer writing cheques to government funds

CSR towards government funds such as Swachh Bharat Kosh, Clean Ganga Fund and Prime Minister’s Relief Fund collectively accounted for just 5% of the total CSR spend over 14-15 to 17-18. This signals to an underlying trend that companies are not merely looking to offload their CSR funds to simply comply with the Act, but are seeking opportunities to create deeper social impact by taking a more hands-on role.

4. CSR’s preference for education and health continues to leave out other causes

Education accounted for 30% of total CSR spending between 14-15 and 17-18. Healthcare was the second most popular cause, receiving 17% of funds, followed by rural development at 10%. On the other hand, women empowerment received 1%, training to promote sports received 1% and technology incubators received 0.13%.

5. Need vs. flow

CSR is benefitting states with relatively higher level of development. Maharashtra, Karnataka, Andhra Pradesh, Gujarat, Tamil Nadu and Delhi received 40% of the total CSR expenditure from 2014-15 to 2017-18, even though they account for 11% of total number of aspirational districts. On the other hand, Jharkhand, Bihar, Chhattisgarh, Odisha, Madhya Pradesh and Uttar Pradesh account for 58% of total number of aspirational districts, yet received only 9% of the total expenditure towards CSR.

This bias continues within a state as well. An analysis of data for FY 16-17 shows that even in Maharashtra, which received the largest volume of funding, certain districts such as Pune and Mumbai (suburban) received the highest amount in CSR funding (more than INR 200 crore each), while those which were farther away from industrialized areas such as Hingoli, Buldhana and Parbhani received less than INR 1 crore of funding.

Aspirational Districts Statewise data
6. Local area spending becomes a double-edged sword

Subsection 5 of Section 135 encourages companies to give preference to the areas around where they operate, for spending the amount earmarked for CSR activities. CSR spending in local areas has accounted for a little more than half of the total CSR spend in the last two years.

This has had positive and negative ramifications. On the bright side, companies with manufacturing operations in remote parts of the country are investing in communities around them and working with smaller, local NGOs in doing so. But, by the same logic, significant CSR funds are being concentrating into small areas, leaving out surrounding areas with high needs but outside the subjective definitions of ‘local area’.

Share of local area expenditure

7. CSR’s promise for the NGO sector yet to be fully unlocked

While a substantial proportion of companies spend their CSR funds directly, implying through vendors or service providers that are not not-for-profit in nature, NGOs are becoming the most popular route for companies to execute their CSR activities. 43% of all CSR funds in the last four years was spent through supporting NGOs with grants.

However, not all NGOs have been able to tap into this opportunity. An NGO survey2 conducted by Samhita, in association with the ATE Foundation, in 2019 revealed that 1 out of 2 NGOs had not received CSR funds in the last one year. Lack of information on corporate opportunities, absence of an understanding to deal with CSR requirements and NGO’s location were the top three challenges reported by NGOs in accessing CSR.

CSR Spend Channel

What next for CSR?

A. From compliance to strategic to catalytic

Many companies have graduated from compliance-oriented CSR to strategic CSR, to now thinking of being catalytic.

Catalytic CSR is defined by its ability to:

  • Unlock more resources and generate leverage by seeding the flow of risk capital (philanthropic or commercial)
  • Address market failures or inefficiencies in an ecosystem
  • Reduce transaction costs and information asymmetry between various actors
  • Introduce new stakeholders to the ecosystem and leverage their competencies

B. Emphasis on flagship programs

The desire to be strategic has encouraged companies to play a proactive and hands-on role in their CSR programs. More and more companies want to co-create ‘flagship’ programs that leverage their business strengths in meaningfully addressing a social issue and differentiate them in the sector. Flagship CSR programs are great since they bring more corporate ownership, significant resources, innovative thinking, long-term commitment and a comprehensive approach. However, they may also lead to higher expectations around performance, systems and processes from the NGO partners executing such programs.

C. Data-driven decisions and evidence-backed interventions

CSR has emphasized strong M&E systems from the get-go. Many companies base their decisions to fund, scale or exit based on data and evidence generated through process and outcome evaluations. In a further impetus, the High Level Committee on CSR, constituted by the MCA, has suggested that companies with CSR budgets of INR 5 crore or more invest in impact evaluations at least once on three years. Further, with the recognition of Nobel Laureate Abhijit Banerjee, Esther Duflo and Micheal Kremer’s work regarding experimental approach to alleviating global poverty3 wherein rigorous evidence is used to inform policy, CSR may move towards not only funding and scaling evidence-backed interventions, but also improving the quality of their own impact assessments.

D. Rising interest in innovative financial instruments

India has witnessed a lot of traction in the use of innovative financial instruments in the social and development sector. A prominent example of this was the launch of the world’s first development impact bond in India which focused on the learning and enrollment outcomes for out-of-school girls.4 These trends coupled with the proposed institutionalization of a social stock exchange in India, as declared by Nirmala Sitharaman in her maiden budget speech5, has the potential to drive companies to invest in innovative financial instruments such as development impact bonds, social success notes, loan guarantee funds etc.

E. Brands with purpose – moving beyond CSR

Companies have started moving from CSR to a broader narrative of responsible corporate citizenship, of which CSR is just one part that talks about responsibility to external communities and environment. The other part of the narrative is sustainable and responsible internal business practices in supply chains, production, distribution etc. This trend is being driven by two factors –

  • A growing interest and awareness of ESG (environmental, social and corporate governance) factors among investors in India
  • A growing conscious consumer movement that is building pressure on companies to respond to ethical and environmental issues that matter to them

Samhita Social Ventures stands out far and away as the best organization we have worked with. The Samhita team were absolutely fabulous throughout – from initial planning, to site preparation, participant interaction, event execution, post-event interaction and reporting. The USIP would highly recommend them without reservation to anyone looking to initiate high impact projects.– PeaceTechLab
United States Institute of Peace

The team at Samhita has been instrumental in building an executable module for Support A Woman. Their expertise in working with NGOs and understanding corporate priorities at the same time has helped immensely in smooth execution of the program– Johnson & Johnson

Samhita has been our trusted partner in the EdelGive Social Innovation Honours for two years. Adept management of the end-to-end online application process and widespread outreach resulted in large increases in the number of quality applications from NGOs across India. Samhita’s strength lies in their extensive NGO network and a very professional and committed team– EdelGive Foundation

DHFL|How to explore potential and unlock demographic advantage

DHFL wanted to invest their CSR funds in such a way that they can address critical gaps in 3 cause areas that can in turn help India unlock demographic advantages and explore the full potential of available resources. Read on to find out how they impacted over 150,000 lives.

The DHFL Story

Operating with a vision to engage in programs that can promote the enrichment of the society, DHFL first identified 3 cause areas and then worked with Samhita to curate or redesign programs that can address critical issues across the areas. 

How to reap demographic advantages

Although India houses a high proportion of the world’s youth population, it has very few job opportunities and even fewer for those who are unskilled. Our research at the time indicated that the Indian government was able to train only 3.1 million of 12.8 million entrants into the workforce each year and needed private sector participation to address the gap.

Solution

We leveraged our research into corporate engagement in national skill development to design a skill program for youth within the Banking, Financial Services and Insurance (BFSI) and Construction sectors – that aligned to DHFL’s business goals. 

Samhita managed the implementation of the program in 24 centres across 6 states. Inclusion of innovative components led us to receive recognition from the Associated Chambers of Commerce and Industry of India (ASSOCHAM), at their ASSOCHAM Summit-cum-Awards.

Geographies

Impact


How to ensure early-life development

DHFL was already supporting smaller and scattered interventions in education however a focused program was not yet curated. At the time a focus on Early Childhood Care and Education (ECCE) programs was the need of the hour. 

Solution

We first undertook an assessment of the Anganwadis to understand specific needs of the target groups and gaps in ECCE. Then we curated a program that strengthened existing Anganwadi frameworks and ICDS schemes, and built capacities of the workers and helpers to become educators in Anganwadi centres. We also added a health and nutrition component to complement the education module and to ensure the sustained success of the program in the long run.

Geographies

Impact


How to tap into the society’s potential to transform

The water crisis is not new to India. Moreover, the unavailability of water can have a rippling effect on lives and livelihoods. Even in 2011, our research lended insights into how  climate change and successive years of drought had resulted in immense ecological damage including soil erosion, lack of vegetation and reduction in crop yield by 70 per cent. In order to ensure holistic development, it was necessary to invest in water as an impact multiplier.

Solution

5 drought prone villages in Aurangabad were identified and adopted where climate change and successive years of drought had resulted in immense ecological damage. This severely hampered the ability of the villagers to support themselves and their dependents.To holistically address the damage, we took a 5-pronged approach.  

Impact


Impact across the People-Planet-Profit (PPP) framework

Youth of India are trained to unlock job opportunities for them; Proper nourishment is ensured to women and young children to enable long-term health and survival; Holistic development of community is propelled by using water as an impact multiplier.

Community involvement prioritized to undertake water conservation and instill the component for the long term.

Supply of skilled personnel for the Banking, Financial Services and Insurance (BFSI) and Construction sectors – the primary

Kimberly Clark | Making lives better through purpose driven brands

The global effort to achieve sanitation and water for all by 2030 is extending beyond the household to include institutional settings such as separate washrooms in schools and workspaces. 

About 94% of women are employed in the informal sectors, according to the National Women’s Commission. Such informal sectors lack basic sanitation facilities including toilets. Public toilets, even if available, are often unsanitary and poorly maintained. Without access to toilets, women and girls develop coping strategies like drinking less water that in turn increases the risk for women’s health problems and their well-being, especially in times of menstruation. The extent of the problem is large in the school ecosystem across India

With the mission to create better workplaces that are healthier, safer and more productive, KCP in partnership with Samhita, designed two projects- 

  • Provide improved sanitation infrastructure in rural schools in Maharashtra and nudge children to adopt better sanitation habits
  • Provide increased access to better sanitation facilities for women working in informal markets

How did we impact 2000+ women and children’s lives

Project 1- The project aimed at solving two key challenges-

  • Poor usage of toilets by children in schools, and
  • Absence of hand washing facilities at critical junctures

We collaborated with the Swachh Maharashtra Grand Challenge, a first-of-its-kind open innovation platform, in partnership with the government, corporate & social sector to address the key challenges in the sanitation ecosystem; by identifying and piloting innovative programme models across sanitation value chain. We identified 4 major components under this setup-

How to address the school sanitation ecosystem

Project 1 – The project aimed at solving two key challenges –

  • Poor usage of toilets by children in schools, and
  • Absence of hand washing facilities at critical junctures

We received 50+ innovative solutions from across the country. A thorough review of the applications led us to select the most innovative and sustainable programs that would help build an impactful ecosystem in school sanitation. KCP and Samhita together set the journey from selection to knowledge dissemination for the selected programs:

  • Providing grants to selected pilot programmes
  • Coaching & mentoring
  • Project monitoring & evaluation, and
  • Knowledge dissemination.

The project impacted 2000+ children of Chandrapur, Maharashtra.

How to help women access sanitation in informal markets

The second project aimed at addressing the need for safe sanitation facilities for women working in informal markets. We shortlisted GARV TOILETS and CORO as implementation partners. The project provides sanitation facilities with following features:

To provide holistic, effective and sustainable sanitation impact, four components were designed:

  • Localised Behaviour Change Communication
  • Menstrual Hygiene Management
  • Operations & Maintenance
  • Waste Management

To support the end-to-end implementation of the project, Samhita leveraged their in-house expertise through the following stages- providing operational plans, developing standard operating procedures, monitoring and evaluation progress and outcomes and providing capacity building support for the implementation partners.

The project impacted 2000+ women in Kurla, Mumbai, Maharashtra.

Geographies

Project 1: Chandrapur Maharashtra

Project 2: Kurla, Mumbai, Maharashtra

Impact Numbers

4000+ Lives Touched