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Embedding CSR at Burckhardt Compression

Author

Listed:
  • Nimruji Jammulamadaka

    (Indian Institute of Management, Calcutta, India)

  • Dinesh B. Khonde

    (Burckhardt Compression (India) Pvt. Ltd., Pune, India)

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.

Suggested Citation

  • Nimruji Jammulamadaka & Dinesh B. Khonde, 2011. "Embedding CSR at Burckhardt Compression," Asian Case Research Journal (ACRJ), World Scientific Publishing Co. Pte. Ltd., vol. 15(02), pages 157-176.
    • Handle: RePEc:wsi:acrjxx:v:15:y:2011:i:02:n:s0218927511001526
    DOI: 10.1142/S0218927511001526
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