Embedding CSR at Burckhardt Compression

Nimruji Jammulamadaka () and Dinesh B. Khonde
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Nimruji Jammulamadaka: Indian Institute of Management, Calcutta, India
Dinesh B. Khonde: Burckhardt Compression (India) Pvt. Ltd., Pune, India

Asian Case Research Journal (ACRJ), 2011, vol. 15, issue 02, pages 157-176

Abstract: This case deals with a medium-sized engineering company's experiences with initiating CSR. It covers aspects like the rationale for CSR, its relationship with strategy, participation in CSR and speed breakers on the path to building a CSR culture in the company. After sustained growth over a few years, the top management has decided to look beyond profits and embarked on CSR. They allocated 2% of their PBT to their Trust to oversee CSR activities. They began the activities about one and a half years ago. The engagement began with much enthusiasm but with time, it started losing steam. The senior management has also been having a rethink about CSR strategy. Mr. Khonde, the HR head now has to suggest ways of mainstreaming CSR within the company.

Keywords: Corporate social responsibility; CSR culture; strategy; engineering company; India (search for similar items in EconPapers)
Date: 2011
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